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Resources

  • Baker, N. (2015). Are flaws in decision-making processes causing conflict and poor alignment?—A quick diagnostic tool [Handout]. 
  • This diagnostic tool helps recognize flaws in an organizational process, which improves the clarity and quality of decision-making.
  • Brett, J., Behfar, K., & Kern, M. C. (2006). Managing multicultural teams. Harvard Business Review, November, 84–91. Retrieved from https://hbr.org/2006/11/managing-multicultural-teams
  • This resource offers suggested practices for managing multicultural teams and organizations.
  • Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). Chicago, IL: Jossey-Bass, Inc.
  • This resource provides guidance to leaders, managers, and planners for strategic planning and management processes so that their organizations are more effective and responsive. This book offers strategies for public and nonprofit organizations through directions for specific processes as well as examples.
  • BUILD Initiative. (n.d.). Community systems development toolkit. Retrieved from https://buildinitiative.org/community-systems-development-toolkit/
  • This toolkit shares resources and examples of cross-system activities that focus on systemic change. Shared activities include professional development and coordination of resources and referrals.
  • Child Care State Capacity Building Center. (2019). Chapter 2. Strategic plans. Systems building resource guide (pp. 1–10). Washington, DC: Office of Child Care. Retrieved from https://childcareta.acf.hhs.gov/systemsbuilding/systems-guides/strategic-plans
  • Chapter 2 of the Systems Building Resource Guide provides an overview of key concepts linking strategic planning and systems building, describing what strategic planning is and its importance to systems building. This chapter presents key elements, quick tips for strategic planning, and dangers to avoid in the planning process. It also provides resources, examples of statewide and city-specific strategic plans, and an organizational design approach that helps accelerate the work getting done.
  • Dholakia, A., Wolk, A., & Kreitz, K. (2009). Building a performance measurement system: Using data to accelerate social impact [Guide]. Retrieved from https://www.issuelab.org/resource/building-a-performance-measurement-system-using-data-to-accelerate-social-impact.html
  • This resource shares information about ways to build or refine a performance measurement system through a five-step process. The resource can be used to evaluate an organization’s progress toward carrying out its mission and determine areas for improvement.
  • Druskat, V. U., & Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard Business Review, March, 80–91. Retrieved from https://hbr.org/2001/03/building-the-emotional-intelligence-of-groups
  • This resource shares strategies for building and sustaining three conditions that are essential for group effectiveness: trust among members, group identity, and group efficacy. The authors suggest that teams can develop norms that encourage member participation, and those norms support behaviors for building trust, forming group identity, and ensuring group efficacy.
  • Duhigg, C. (2016, February 25). What Google learned from its quest to build the perfect team. New York Times. Retrieved from https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
  • This article shares information about Google’s Project Aristotle, a research project to discover why some teams fall while others rise. Google found that high-performing teams have higher levels of psychological safety, measured by turn taking in team discussions and social sensitivity, which translates to the ability to read each other’s social signals.
  • Harvard Business Review. (2013). HBR’s 10 must reads on teams. Boston, MA: Harvard Business Review Press.
  • This resource shares 10 articles on building better teams. These articles will help you build and direct teams that achieve results.
  • Intersector Project. (2017). The intersector toolkit: Tools for cross-sector collaboration. Retrieved from http://intersector.com/toolkit/
  • This toolkit shares information for professionals in government, business, and the nonprofit sector. Readers can use the information to design, implement, and assess cross-sector collaborations.
  • Jolles, R. (2013). How to change minds: The art of influence without manipulation. San Francisco, CA: Berrett-Koehler Publishers, Inc. Retrieved from https://www.bkconnection.com/static/How_to_Change_Minds_EXCERPT.pdf
  • This resource offers information on the process of influencing others. This book shares a repeatable and predictable process that will help you change another person’s mind. The author helps you understand the difference between manipulation and influence.
  • KPI.org. (n.d.). How to develop KPIS/performance measures [Web page]. Retrieved from https://kpi.org/KPI-Basics/KPI-Development
  • This resource offers strategies and tools to help create performance measures.
  • National Implementation Research Network, Frank Porter Graham Child Development Institute. (n.d.). Decision support data system [Web page].
  • This site highlights information about implementation drivers, such as decision-support data systems. These systems help create the infrastructure needed to improve and maintain practices and behaviors that improve outcomes.
  • Ömürgönülşen, U. (2002). Performance measurement in the public sector: Rising concern, problems in practice and prospects. Retrieved from http://dergipark.gov.tr/download/article-file/310550
  • This paper shares research on performance management in the public sector. Performance management should be measured through technical, procedural, cultural, and attitudinal characteristics of an organization. The resource notes that organizations need to measure elements such as perceptions of responsiveness, honesty, equity, fairness, and accountability.
  • Results for America. (n.d.). 2019 state standard of excellence: Performance management/continuous improvement [Web page]. Retrieved from https://2019state.results4america.org/state-standard-of-excellence/performance-management--continuous-improvement.html
  • This resource shares state and city performance management examples.
  • Wallen, M., & Hubbard, A. (2013). Blending and braiding early childhood funding program funding streams toolkit: Enhancing financing for high-quality early learning programs (Version 2). Chicago, IL: Ounce of Prevention Fund. Retrieved from https://www.theounce.org/wp-content/uploads/2017/03/NPT-Blended-Funding-Toolkit.pdf
  • This toolkit offers information about making the most of public and private investments, such as combining funding from multiple programs.