Are foundation officers more courageous risk-takers than other people? Some new research says: Evidently not. Then again, should they be?
Applications of Behavioral Economics in Philanthropy: Understanding Loss Aversion and Risk Tolerance in Grantmaking
John R. Ettinger and John T. Ettinger
For a foundation spending down, the final years entail a lot of ending, closing, and exiting. But there are good reasons why they should also include some creative new work.
A lot of foundations automatically shun proposals for buildings. There are good reasons to reconsider.
Organizations need change periodically, and most of them think they’ve found the perfect one. The Ford Foundation isn’t so sure, but it’s open to suggestion.
Foundations hold troves of important research and evaluations. But how do they decide what parts of this to publicize, how, and for what audiences?
By at least one measure, the Kresge Foundation has made the biggest bet, among all national foundations, on the future of Detroit. The question is: What led them to accept the risk?
Here’s a further thought on my last post, about the Kresge Foundation’s ambitious, high-risk effort to help Detroit come out of bankruptcy as a stronger, more stable city.