For the sake of provocation: How is managing Cluelessness in Philanthropy any different from managing Cluelessness in, say, running a neighborhood coffee shop?
There is an unknowable amount of cause-effect relationships involved in running a business. Is there anything unique about Philanthropic modeling? Modeling dynamical systems is, in general, notoriously hard.
I wrote a few paragraphs fleshing out my question here if anybody wants to respond to me more in full.
This is briefly addressed by DiGiovanni here and there (his cluelessness X near-term AW post is also relevant), and I discuss some aspect of his point in the first ref a bit further here.
For the sake of provocation: How is managing Cluelessness in Philanthropy any different from managing Cluelessness in, say, running a neighborhood coffee shop?
There is an unknowable amount of cause-effect relationships involved in running a business. Is there anything unique about Philanthropic modeling? Modeling dynamical systems is, in general, notoriously hard.
I wrote a few paragraphs fleshing out my question here if anybody wants to respond to me more in full.
This is briefly addressed by DiGiovanni here and there (his cluelessness X near-term AW post is also relevant), and I discuss some aspect of his point in the first ref a bit further here.
Awesome—thanks Jim. Reading through some of these now