Dynamic organizations are learning organizations that take actions that are data-informed and values-aligned. Animating their efforts is a keen perspective focused on the value that each of their stakeholders bring. This focus necessitates a curious posture. By seeking out and maintaining awareness about the needs, wants, and experiences of their stakeholders, they are richly rewarded by translating what they learn into operating more effectively. We see this, for example, in the top nonprofits where they balance strong centralized governance with localized implementations matching the needs and cultural sensibilities of service recipients.
More sedentary organizations learn what they can through piecemeal and rudimentary data collection practices. They appreciate their stakeholders, but are incurious about their needs and insights. They are comfortable with getting something done and keeping the same people on board, regardless of performance, regardless of how much they damage rapport, regardless of the same giving patterns. Social divisions proliferate in sedentary organizations. They creep in unabated and fix themselves between the hearts and minds of stakeholders that should be collaborating without barriers. Certain social identities become dominant to the point of deviating focus from the mission at hand. Instead of rising above for the sake of the mission, people feel compelled to defend or assert their sense of self alongside serving the mission.
Dynamic organizations draw logical connections between mission advancement and vigilance against social divisions. Their vigilance is reflected in their ability to stay informed about the dangers of division and through periodically checking in with their stakeholders. At their best, these check-ins feature scientifically valid instruments that combine the subject matter knowledge of peer-reviewed research with methodological rigor. The insights that result from this approach enable data-informed actions that keep dynamic organizations ahead of the field in both the strength of their relationships and their overall effectiveness. In the end, this means reaping the rewards of inspired staff members when the majority are just present, committed donors when most are just giving, and appreciative service recipients in a field where most only qualify as aided.