Frumkin’s chapter sits in complement to Worth’s overview and puts the idea of voluntary and nonprofit work into greater context and real-world terms. The chapter explains what separates nonprofit from business and government sectors, where exactly nonprofit fits between the two, and how there is both symbiosis and friction between the sectors.
It was very surprising to learn about how nonprofit often picks up where the government and private markets leaves off, how organizations jockey to win those underserved population segments, and how the activities of nonprofit overlap with business and government. Most surprising to me was the unspoken battle between liberal and conservative views of nonprofit work. As outlined by the article, I naturally believed nonprofit work was the domain of liberals. But I came to realize how conservatives positioned their approach to nonprofit as a tool for shrinking government, and for routing their moral codes into the community through their work and offering boutique solutions to social problems that could not be managed uniformly on a national level.
LO 3: Address complex challenges by collaboratively leading teams across disciplines, distances and sectors.
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