How We Work: An Overview of Our Approach
MAG tailors its assistance to meet the special character, style and needs of each group. Most often, we go inside an organization, review its records and talk to its board, staff or others who know it well. We then analyze our findings and submit our diagnosis and recommendations. Finally, we follow up by working in partnership with the board and staff to implement any changes that are needed.
We are not attached to any particular management method or model. We do whatever works, sometimes stepping into the role of teacher or coach, as well as expert resource or facilitator. We help organizations not only to deal with immediate problems, but also to build the institutional infrastructure they will need to stay effective for the long haul.
Over the years, MAG has developed the following distinctive, five-stage approach to working with organizations. These steps may be adjusted or abbreviated depending on the group's needs:
I. EXPLORATION
We meet
with key members of the organization to learn about its structure and
issues, to gain their trust and confidence and to make sure they are open
to change. We need permission to look broadly because it is not always
possible for those inside an organization to see clearly what is missing.
For example, an organization with funding difficulties may believe its
problem is lack of "access" to funders or fund-raising expertise when,
in fact, the source of its troubles is a blurred mission or identity.
If an organization comes to us complaining of work overload or burn-out,
we look at a number of possible explanations, ranging from understaffing
to improper resource allocation to a lack of clear priorities. With permission
to examine and deal with the full range of issues that may be contributing
to an organization's difficulties, we ensure that our work strengthens
all aspects of the organization -- not only the obvious problem areas.
II. STUDY
We carefully
review written documents, such as budgets, by-laws, financial reports,
work plans and job descriptions, and conduct in-depth interviews with
a broad cross-section of the board and staff, in order to explore their
concerns and help them to think about their problems in new ways.
III. ANALYSIS
We then
analyze what we have learned, diagnose and reframe the issues. We are
committed to getting to the root of each problem and we do not duck tough
issues. For example, when we find that an executive director's failure
to delegate disempowers the staff and blocks growth, we help the director
to see the costs of that behavior and to develop new, more effective ways
of operating. In partnership with the staff or board, MAG then designs
solutions tailored to the organization, that address not just symptoms
but underlying causes. If an organization's difficulties stem from an
outmoded structure, we help it to design a new one, with job descriptions
clearly spelling out each new role.
IV. COMMUNICATION
We usually
present our findings in written as well as verbal form to ensure that
they are understood, and communicated in a way that empowers the staff
and board to make changes. We help each group to determine which changes
it will make and embrace as its own.
V. IMPLEMENTATION AND
FOLLOW-UP
Our work
does not end with the submission of a report. We continue to work with
an organization to help implement the needed changes. It is hard to change,
and easy to slip back into old, familiar ways of operating. We help the
group to stay the course by providing ongoing guidance and, sometimes,
mid-course reviews. For example, if we have helped a board of directors
to redefine its role, we will work closely with the board to hammer out
specifics and new support structures, staying in touch with the executive
director and board chair for up to six months after the completion of
our work to help smooth out any problems that develop. Follow-up work
is absolutely integral to MAG's process.
