When I’m working with boards of directors, one of the most requested changes is to help them set up a good process for recruiting new directors.
Process may be one of the most undervalued resources your organization possesses. Would you value good process more if you knew that it was truly a resource – or form of capital — available to strengthen your organization?
I may have spoken to you about my mad love affair with the work of Professor Elizabeth Castillo from Arizona State University. Professor Castillo is on a mission to have organizations begin to value all their forms of capital, not just the financial ones. And I’m one of her apostles.
We recently collaborated on a workshop for the Alliance for Nonprofit Management called Capacity building as capital building. The workshop introduced this idea of multiple forms of capital to consultants, and funders and researchers.
On the exhaustive list of 20 types of capital available to organizations that she has assembled, you’ll find this one: process.
What is capital and why is it valuable to your organization?
So what is capital and why are there so many different forms of it. One definition of capital is “any enduring asset capable of producing additional assets.” If you have money in the bank, you grow interest. Capital can accumulate.
Capital can also morph from one form to another. When you take that money in the bank and buy a building or van with it, you’ve converted it from financial capital to physical capital. Read more
A case study of collaboration, network weaving, social capital and the power of a partnership culture
Before network weaving and social capital became the buzz words, the John H. Chafee Blackstone River Valley National Heritage Corridor was quietly inventing collaboration and community building on a bi-state scale in their small corner of New England.