The debate about the practice and value of strategic planning and evaluation in the philanthropic sector is robust. Critics ask whether strategic philanthropy that attempts to predict outcomes is effective for solving complex social problems, and whether such approaches limit flexibility and stifle innovation. Last summer, John Kania, Mark Kramer, and Patty Russell argued that while we can apply strategic philanthropy to both simple and complex problems, using a more emergent approach that allows for regular modification of strategy might work better for complex problems. On the other hand, supporters feel that when crafted well, a predictive strategy that is tied to specific outcomes allows for evolution; Phil Buchanan argued precisely this point last year when debunking myths related to foundation strategy. ”

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