As logical as Les' points seem to be, in my experience they are simply
wrong. It is distinctly not necessary to "change the fundamental
relationship between those who define the mission and objectives of an
organisation..." in order to "...change the internal relationships in any
meaningful way"
People within an organization form (with or without intending to) an
organizational "culture." This culture is more powerful in determining
what the organization actually does than any pronouncements of "those who
define the mission and objectives." As desirable as it is (and it is very
desirable) to affect "those who define the mission," if the others within
an organization truly wish to affect to mission and day-to-day behavior of
the organization, they can choose to do so. I have helped many
organizations change by such "subversive" tactics -- remember, it doesn't
require a majority to create a revolution!
Further, isn't it about time we stop perpetuating the myth that, simply
because they are designated as not-for-profit, non-profit organizations
act more responsibly toward those they serve than for-profit organizations
do? We can argue all day about minor points of difference between
not-for-profit and for-profit organizations, but when you look at how they
act, how they decide things, what they actually accomplish, how they treat
their customers and other stakeholders, there is often very little
difference that makes a difference. Yes, there are a few not-for-profit
companies that have noble missions -- and I applaud them -- but one can
point to many for-profit firms that act more nobly, more conscientiously,
more sensitively to the environment or the community around them than do
many non-profits.
Nor is it strictly true that "the driving reason for ... business ... is
really profit[.]" Some businesses act as if that were true, others act on
the basis that they exist to serve and, to the extent that they are
successful in serving, they will earn (and deserve) a profit. Those who
act that way, not accidentally, happen to be those who make the most
profit. But it is difficult for me to see how to distinguish this
service-focused kind of for-profit business from a not-for-profit
business.
John W. Gunkler
jgunkler@sprintmail.com
--"John Gunkler" <jgunkler@sprintmail.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>