WHEN BAD THINGS HAPPEN--discusses the dreaded possibility that a crisis might strike a nonprofit group. Defining a crisis as an event which threatens the existence of the organization, "When Bad Things Happen to Good Organizations" goes on to discuss prevention and cure by focusing on policies and people. While other books offer management advice to nonprofits or discuss organizational development, "When Bad Things Happen to Good Organizations" is a vital resource for every nonprofit which might encounter a disaster--which is to say, every nonprofit organization. The focus on policies and on people (board and staff) is from the discrete perspective of preventing crises which might be prevented and mitigating the damage of those which cannot. "When Bad Things Happen to Good Organizations" will bring peace of mind to leaders of nonprofits, whether they be executives or boards or pastors or councils. It is practical and can be implemented easily.

Offers an inspirational and compassionate approach to understanding the problems of life, and argues that we should continue to believe in God's fairness.

When Good Companies Do Bad Things explores the strategic relationship between know-how, integrity, and integration, demonstrating how companies that fail to embrace the deeper meanings of these terms jeopardize their reputations and future prosperity. Schwartz and Gibb present new approaches to avoid the financial pitfalls of bad corporate assumptions and enable good companies to make good on translating social value into business value.

The author considers the different opinions people have before investigating the biblical answers about a crucial topic that needs to be faced by an evangelistic church. He looks at the situation biblical characters faced, the opposition to Jesus himself, and the suffering of the early church.

This road map will give confidence to leaders of nonprofit organizations and faith groups facing the unknown with sometimes limited resources. The many examples--of actions which averted calamities and of failures resulting in chaos--are engaging. "When Bad Things Happen to Good Organizations" answers the questions that are often in the backs of the minds of those who lead organizations: How do I know this is a crisis? Can crises be prevented? What do I do when I walk out the door and the media has questions? What actions can our board or council take right now? The guides which are included are easily adapted by any organization. Every nonprofit leader should own "When Bad Things Happen to Good Organizations". Every board should discuss this topic. Every organization should have a plan for "When Bad Things Happen to Good Organizations".

WHEN BAD THINGS HAPPEN discusses the dreaded possibility that a crisis might strike a nonprofit group. Defining a crisis as an event which threatens the existence of the organization, When Bad Things Happen to Good Organizations goes on to discuss prevention and cure by focusing on policies and people. While other books offer management advice to nonprofits or discuss organizational development, "When Bad Things Happen to Good Organizations" is a vital resource for every nonprofit which might encounter a disaster--which is to say, every nonprofit organization. The focus on policies and on people (board and staff) is from the discrete perspective of preventing crises which might be prevented and mitigating the damage of those which cannot. When Bad Things Happen to Good Organizations will bring peace of mind to leaders of nonprofits, whether they be executives or boards or pastors or councils. It is practical and can be implemented easily.

A simple one-act production of The Wizard of Oz gets derailed by missed cues, forgotten lines, and a renegade sound board op who refuses to play anything but dinosaur noises. A comedy that proves, when it comes to live theatre, everything that can go wrong, will go wrong, and it will be hilarious. Comedy One-act. 25-30 minutes 10-30 actors, gender flexible