Why Care?

Why Care?

In this fractured world, why care? What is the point of caring in a world where humans cannot accept themselves, much less anything–or anyone–else?

We live in a world in crisis, and this crisis does not just refer to climate woes or social inequity. Rather, we live in a crisis of home, a crisis of the soul where people are encouraged to define their lives by the extent to which they achieve their individual dreams. The earth is merely a backdrop to a larger story in which humans are somehow architects of a brand-new future. Whose future and for whom?

It is often said that the children are the future. How is that possible? Is not the future contingent on today? As a species, all humans can do is live in the here and now because that is all that has ever existed.

The future is a mirage, a carrot dangling before us, and it is always just out of…………reach. Why care………….about now? Now is the only quantifiable experiential space that exists, and yet the space of now is invisible. Where does it begin? When does it end? How was it created?

Why Care Infographic

While they appear abstract, these questions serve as the ethic upon which EcoDialogues rests. How can existential questions add practical value? Because the internal and external spaces of our lives have been co-created by a constellation of cosmic and everyday forces that stretch across billions of years.

Why care…………about now? Because now is all that has ever existed. It is always now, and yet there is no clear demarcation between past and future, which highlights the importance of accountability. We are all responsible for now, which is a shared space divided by perspective and experience.

Why care…………at all? Because everyone, every animal, every tree, every leaf, every molecule, everything everywhere in every place in every space has value, even if now presents us with challenges that threaten to break us individually and collectively.

Why care…………about everything? It is not clear where you or I begin or end, nor is it clear how the past affects our present. In a world intent on encouraging us to judge, critique, and dissect our differences (of perspective and experience), perhaps the most radical action to which we can commit ourselves rests in our ability to embrace our shared internal and external spaces.

These are complicated spaces that stretch back into a past that is full of bloodshed, colonization, and brutality. These are spaces not bound by time or circumstance. Rather, we carry our collective history on our backs and in our very bones. For some, this history is not a theoretical construct but a lived reality that can only be explored in dialogue.

How can we explore difficult spaces? Well, I do not think binary thinking gets us anywhere. Where are we going as a society when we are presented with ‘this’ or ‘that’ solutions to complex inequities that invite exploration instead of clenched fists and closed hearts?

Why care…………about other perspectives that diverge from our own? Because caring and compassion are not feelings that must be experienced (or shared) in a particular direction, nor are they necessarily bound by the cultural constraints of time. Rather, if we can conceptualize care and compassion as spaces, it invites open-ended explorations of our (and others’) perspectives and gentle humility.

What do we explore? If care and compassion can be reimagined as space rather than a skill or resource, we might discover it is endless. I have never seen space of any kind, but I have experienced it. Does space not exist?

While it may seem that none of us have the time to care or extend compassion to anyone, especially those we perceive as ‘wrong,’ perhaps we can find the space. I believe that if we can find the space (within ourselves) to care, then we can make the time.

Why care? Because spaces of care are as beautiful as they are difficult to find, especially as we age and discover that we are vulnerable in every possible way. Our vulnerabilities are what we share as humans–and regardless of color or creed, care is crucial because life’s meaning is not singular, nor can it be defined through theory.

Why care? Because life’s meaning is derived through experience, and every experience and every ‘thing’ matters…

Better Governance For Nonprofits: Leadership That Works

Better Governance For Nonprofits: Leadership That Works

In the nonprofit world, governance often clings to outdated, top-down leadership models, emphasizing hierarchy, control, and directive authority. These approaches may have served organizations in the past, but they are increasingly inadequate in addressing today’s complex challenges. Nonprofits operate in a world of interconnected systems, shifting cultural values, and growing demands for equity, collaboration, and innovation. Many boards and leaders, however, remain entrenched in traditional leadership concepts, failing to adapt to the participatory and relational approaches that modern times demand.

The Need for Transformative Leadership
At the heart of this issue lies a fundamental misunderstanding of leadership. Too often, leadership is viewed as a static quality embodied by a select few rather than a dynamic, relational process that involves all system members.

Scholars like Peter Senge (1990), however, argue that leadership is about building systems and fostering organizational learning to respond effectively to complexity. This approach contrasts with traditional, top-down models of leadership that emphasize individual authority. Transformative leadership offers a much-needed alternative to outdated models because it shifts the focus from individual authority to collective participation, creating a context where all voices are valued, relationships are nurtured, and creativity thrives.

Transformative leaders understand that effective governance is not about exerting control but fostering collaboration. They embrace the idea that leadership is not a one-way street but a mutual process where leaders and followers engage in a shared journey. James MacGregor Burns (1978) introduced the idea of transformational leadership as a mutual stimulation and elevation that converts followers into leaders. Building on this notion, transformative leadership emphasizes mutual growth and the creation of generative contexts where all members of an organization contribute meaningfully.

This shift is essential for nonprofits. While hierarchical structures might offer a sense of order, they often stifle creativity, marginalize diverse perspectives, and fail to address systemic issues. Research by scholars such as Margaret Wheatley (1992) highlights the limitations of control-based systems and the power of collaborative, adaptive approaches.

However, resistance to change persists. Boards and executive teams often cling to hierarchical models out of habit or fear of losing control. This mindset is counterproductive, as traditional governance frameworks may provide a veneer of stability, but they are ill-suited to the interconnected and unpredictable challenges nonprofits face today.

Reimagining Nonprofit Governance
To overcome these limitations, nonprofits can reimagine governance through the lens of transformative leadership. Leaders must engage in self-inquiry—a practice emphasized by thinkers like Parker Palmer in The Courage to Lead (1998)—to reflect on their assumptions about power, identity, and relationships. Boards, too, must evolve, shifting from oversight and gatekeeping to active partnerships with staff and stakeholders.

Transformative leadership is not just a theoretical ideal but a practical necessity. As Otto Scharmer argues (2007), effective leadership requires letting go of old patterns and embracing the co-creative potential of the present moment. Nonprofits that adopt this approach can move beyond the inadequacies of top-down governance and become true agents of systemic change.

The question is not whether transformative leadership is needed in nonprofit governance—rather, it is why we still cling to outdated models. By embracing participatory and relational leadership, nonprofits can align with the complexities of the world they seek to change, fostering equitable, sustainable, and impactful futures.

The time for transformative leadership is now. Are we ready to answer the call?

References

Burns, J. M. (1978). Leadership. New York: Harper & Row.

Palmer, P. J. (1998). The Courage to Lead: Exploring the Inner Landscape of a Leader’s Life. Jossey-Bass.

Scharmer, O. (2007). Theory U: Leading from the Future as It Emerges. Berrett-Koehler Publishers.

Senge, P. M. (1990). The fifth discipline : the art and practice of the learning organization. New York :Doubleday/Currency,

Wheatley, M. (1992). Leadership and the New Science: Discovering Order in a Chaotic World. Berrett-Koehler Publishers.