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Today we find a large literature on strategic planning tailored to the social sector for example, Bryan Barry, Strategic Planning Workbook; John Bryson, Strategic Planning and Action Planning for Non-profit Organizations, in Robert Herman, Handbook of Non-Profit Leadership and Management; Harry Hatry, Performance Measurement; and Paul Joyce, Strategy in the Public Sector.3 As for the learning organization, it spread from business to the social sector in the 1990s, thanks to Senge s Fifth Discipline.4 Foundations especially encouraged their grantees to work together in partnership initiatives, where different organizations form a single team. In a recent example, from the Annie E. Casey Foundation Web site, we learn that Making Connections aims to help transform tough neighborhoods into family-supportive environments by bringing together residents, civic groups, political leaders, grassroots groups, public and private sector leadership, and faith-based organizations. Senge himself entered the social sector in 2000 with Schools that Learn.5 He declares:

Impressioning a warded key should take less than 5 minutes. Follow this procedure: 1. Select the appropriate blank and thoroughly smoke it. 2. Insert the key and twist it against the wards. Do this several times to get a clear impression. 3. Mount the key in the vise. 4. Make shallow cuts where indicated. 5. Smoke the key again and try it in the lock. 6. Remove the key and file the cuts as indicated. 7. Continue to smoke, test, and file until the key turns without protest. Do not go overboard with the file. If the bits are too deep, the key will work but may break off in the lock.

Schools can be recreated, made vital, and sustainably renewed not by fiat or command, and not by regulation, but by taking a learning orientation. This means involving everyone in the system in expressing their aspirations, building their awareness, and developing their capabilities together.

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For competitive strategy, we have Strategic Management for Non-Profit Organizations, by Sharon Oster.6 Here we learn that nonprofits earn more than $100 billion in revenue in the United States each year, in more than 1 million organizations. To earn this revenue, they face competitive pressures, both from one another and from for-profit corporations and public agencies. To help them compete, Oster adapts Porter s five forces. We find customers changed to users and funders, to make a Six Forces model for the social sector. Porter himself addressed the social sector with a 1998 essay, Competitive Solutions to Societal Problems, and a 1999 article with Mark Kramer, Philanthropy s New Agenda. Porter and Kramer also have founded two organizations the Center for

Picking is possible, but it takes practice. Purchase a set of lock picks for these locks and spend a few hours learning the skill. You can try the lock with a set of test keys, available from locksmith supply houses.

that warm air rises and as it does displaces the cool air, which in turn results in air circulation. The heat distribution in a house heated by a gravity system is often less than desirable. To obtain a uniform heat distribution, there must be good air circulation. And in order to have good circulation, there must be a considerable temperature difference between the warm air entering the room and the cooler air in the room. As the room begins to warm, the temperature difference decreases, thereby reducing the air circulation. The cooler air returning to the furnace is drawn into the return duct by a natural draft that is the result of thermal air currents. The moving air does not have much force. Consequently, there will usually not be a filter 186 Heating systems I

Effective Philanthropy and the Foundation Strategy Group to help bring competitive strategy to the social sector.7 Last but not least, we find all three schools of strategy in Private Sector Strategies for Social Sector Success, by Kevin Kearns.8 The visioning approach starts with a goal set by the organization s leader, as in classic strategic planning. The incremental approach follows Mintzberg s emergent strategy and Senge s learning organization. And the analytical approach starts with an environmental scan based on Porter s competitive strategy. Just as in the business sector, we can add the art of what works to these three schools of strategy in the social sector. Yet in business, we also found direct examples of expert intuition: from Ohmae, Bhid , Chandler, General Electric, Collins and Porras, and many other sources. Can we find the same thing in the social sector As it turns out, we can. Once again, few authors name it directly. Expert intuition remains elusive and hard to describe. But it s there, as the key to success for social strategy too.