Pattern building for a strong civil society
Starting small. Adding on. Building speed.
I find inspiration for improving organizational systems and processes in the strangest places: airport security, mommy-and-me yoga, and Zumba. These insights are then applied to how I think about philanthropic foundations and their systems, such as grantmaking, stakeholder engagement, and incorporating new cultural norms.
Last week at an off-brand Zumba class, I was compelled by the teacher’s clear instructions on pattern building & muscle memory.
Starting here, move your legs like this.
Then, move your arms like that.
Work on that pattern for a while.
If you have that pattern, try this new thing.
And for 15 seconds, do everything at once quickly. But only for 15 seconds.
Stop. Rest.
Do it again.
Then move on to a new pattern.
In a week that has been nonstop about nonprofit tax-exempt status and the threats (or perceived threats) to civil society, I thought off-brand Zumba’s pattern building might hold some insights for how to flex the nonprofit advocacy muscle.
I’m noticing a series of statements and commitments to sign in the philanthropy space, which is very heartening and galvanizing. These four address the specific moment in time and call philanthropy to action.
(Sources: Wings, Council on Foundations, TBF/GEO/NCFP, Joint Statement COF/IS/NCN/UPF)
Analyzing the various calls to action, I noticed that they ask foundations to do slightly different things. One emphasizes solidarity through public advocacy, another focuses on internal reform, while a third encourages trust-based relationships with grantees. Each has merit, but the lack of alignment can be confusing, especially in an already fragmented philanthropic landscape where roles, responsibilities, and strategies vary widely.
These divergent messages can create uncertainty for foundation staff and boards navigating complex operational demands: Which call should take priority? Are they complementary, or are they pulling institutions in different directions? Without clearer guidance or coordination across the field, well-intentioned efforts risk becoming piecemeal, driven more by responsiveness to external pressure than strategic coherence or long-term vision.
So, what patterns must institutions build to fulfill these calls to action? Signing on is just the beginning. But when the aspiration is vast, expecting all the patterns to emerge quickly and simultaneously, it can overwhelm those just beginning the work.
If we’re serious about pattern-building for a resilient civil society, have we made the steps clear and accessible to every institution, every individual? My take: not yet. But the potential is there, and it’s ours to shape.