Abstract
The landscape of the nonprofit sector in the United States is vast, encompassing approximately 1.08 million public charitable organizations, with Human Service Organizations (HSOs) constituting 35.2 percent of this total, generating annual revenues exceeding 243 billion dollars (URBAN Institute, 2020b). However, these organizations grapple with significant tensions stemming from the inherent conflict between their social mission and the pragmatic realities of a neoliberal culture.
This study investigates the organizational tensions faced by HSOs, arising from the complex interaction of internal and external groups, each with its own values, interests, and power. Drawing on Benson's seminal work (1977), which emphasizes the importance of understanding and analyzing these tensions, this study employs an in-depth case study methodology to explore the experiences of an exemplary HSO operating in South Florida. Through qualitative analysis of interviews, organizational documents, and meeting observations, 25 distinct organizational tensions are identified, revealing significant challenges that impact the organization's ability to fully achieve its mission and act according to its values. These tensions are categorized into seven categories: accountability, collaboration, learning, epistemology, participation, practice, and operation. To navigate these organizational tensions effectively, the author proposes the PIVOT framework, a heuristic tool grounded in the understanding of Power, Interests, Values, and Organizational Tensions. By employing this framework, HSOs can gain insights into the underlying dynamics shaping organizational tensions and develop strategies to address or navigate them proactively.