Remove Nonprofit Organizations Remove Organizational Behavior Remove Participation and motivation
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3 Big Reasons Why An ‘Ask’ Is Mostly About Your Donor’s Hero Story (Not Your Organization’s)

iMarketSmart

These establish motivation from the main character’s original identity. Without this, even a catastrophic threat won’t motivate action. To motivate dramatic action, the problem must be disruptive. Otherwise, it won’t motivate action. The narrative arc. Story moves through a narrative arc. The inciting incident.

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How to Reduce the ‘Cost’ of Philanthropy So Major Donors Give More

iMarketSmart

Giving is motivated by social emotion. Because giving doesn’t come just from motivation. It comes from the intersection of motivation and cost. Motivation must overcome the cost barrier. Giving results from the intersection of motivation and cost. Image motivation and monetary incentives in behaving prosocially.

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Why you must deliver value in fundraising, not just take the money and run

iMarketSmart

Participants each get money. They are motivational. It actually reduces the charitable behavior.[23] 24] When giving appears motivated by benefits, it loses its value as a signal. Even these “anonymous” gifts are often not anonymous to the recipient organization. Behavioral and Brain Sciences, 12 , 683-739.;

Values 89
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Why you must deliver value in fundraising, not just take the money and run

iMarketSmart

Participants each get money. They are motivational. It actually reduces the charitable behavior.[23] 24] When giving appears motivated by benefits, it loses its value as a signal. Even these “anonymous” gifts are often not anonymous to the recipient organization. Behavioral and Brain Sciences, 12 , 683-739.;

Values 52
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Giving vs. Sharing: The Power of Community in Major Gifts Fundraising

iMarketSmart

The letters referenced family upbringing as the source motivating generosity. This worked even when participants were randomly assigned and anonymous. Behavioral and Brain Sciences, 12 , 683-739; Chen, X. Organizational Behavior and Human Decision Processes, 66 , 192-202; Dawes, R. Nature, 437 (7063), 1291-1298. [9]