The aquarium example suggests what happens at stage one - the rating of all nonprofit programs by anonymous participants to expose for themselves and their colleagues what they know, what they don't know, where they agree with their colleagues, and where they disagree, so that they can move to the next stage, that is, doing something about untested ignorance, hidden assumptions, and more rigorous measurements of program deliveries. We would argue that it is unlikely that effective strategic decision-making can be pursued if such underlying issues are not first exposed and tested.
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