1. Adaptive Capacity as a Proactive Approach
Charlotte Gorley, PhD, CEC, ACC
Fielding Graduate University
Purpose & Focus
Methodology
The objective of this study was to identify the elements that best enable non-profit
organizations to successfully and proactively adapt to changing operating
environments, service demands, demographic shifts, and stakeholder expectations.
It explored how non-profit organizations proactively adapt and maintain their ability
to adjust to shifting environments and changing circumstances.
This qualitative research is rooted in the grounded theory concept that research
findings will emerge from the data and the themes identified through coding without
the limitations of preconceived conclusions. Data was collected using semistructured interviews with participants from a variety of non-profit organizations. A
pilot study was conducted to test the research questions, materials, and process
before formal research began. Nvivo, a data analysis software program was used
to sort and code the data.
Proactive vs. Reactive
Theoretical Framework
Studies on
innovation
Filtered for NPO
What
attributes are
needed for a
NPO to
maintain and
use adaptive
capacity?
Apparent
key
elements or
attributes
Examination
of apparent
key elements
or attributes
Pilot study to test
methodology
Analysis and new information about the attributes
common to NPO’s demonstrating the ability to be
sustainable via proactive adaptive capacity
Research Questions
How do non-profit organizations develop and exhibit the capacity to
proactively adapt to change?
1.What kind of changes do you see in the work you do with your non-profit?
2.What internal changes are affecting your non-profit organization?
3.What external changes are affecting your non-profit organization?
4.How do you view adaptability in your non-profit organization?
5.Can you share a story about how your non-profit organization adapts to change?
For more information on this research, contact Charlotte Gorley, PhD at cgorley@shaw.ca
A narrated slide show of the research
can be found at http://www.triangleresources
.ca/AdaptiveCapacity.pptx
Or at this QR code
6.What do you think your non-profit organization needs to continue to do?
The full dissertation can be accessed at
http://www.triangleresources
.ca/AdaptiveCapacity.pdf
7.What do you think your non-profit needs to change?
Or at this QR code
8.In your view, how should a non-profit address these changes?
Participants readily listed the internal and external factors that impact their
nonprofits and affect their daily operations as well as the long-range plans of the
organization. The topics identified by the research participants are (a) economics,
(b) technology, (c) internal impacts, (d) demographics, (e) expectations and
societal
shifts, (f) size and structure, (g) market demand, (h) professional relationships,
(i) external impacts, (j) political implications and research results, and (k) identity.
Adaptability Gauge
Theoretical Framework
Literature on
adaptability &
change
management
theories
.
Nature of Changes Affecting
Nonprofits
The research participants reflected on adaptive capacity and noted some things
that they think is important to either continue to do or to incorporate into their
approach. They considered:
Reputation for Providing Value
Solid Financial Management
Clear Identity & Vision
Partnerships, Relationships, & Collaboration
Continuous Learning
New Mindsets
Stretch Goals
Consistency
What Does It Mean?
Adaptive capacity exists when the necessary elements are present in the right
combination. People, circumstance, resources, connections, opportunity are the
ingredients for adaptive capacity. Which ingredients are combined, and to what
extent determines adaptive capacity for the particular non-profit organization.
Solving Real World Problems
What nonprofit organizations can do to cultivate the conditions that will
support the development of adaptive capacity:
•Encourage and mentor those that show adaptive capacity
•Stay true to the core values of the organization
•Create and tap into networks
•Use technology and keep current
•Stay aware of changes in the external environment and the internal culture
•Cultivate a culture that is comfortable with ongoing change and hire accordingly
•Examine internal processes
•Build diversity in funding sources, expertise, products and services
•Foster transparency, trust, respect, integrity and credibility – walk the talk