For-Profit Approach Is Essential

To the Editor:

Thomas K. Klein’s letter regarding attitudes of not-for-profit management towards for-profit disciplines (“The Chronicle Shouldn’t Overstate the Risks of Change,” April 6) was insightful and inciteful. It is a discussion that deserves to continue.

The for-profit sector in this country has transformed itself. It can be described in words such as “creative,” “resourceful,” “disciplined,” “motivated,” and above all, “hard-working.” The for-profit sector has produced the very wealth that will drive growth and health in the not-for-profit sector. Rather than disdaining or resenting the for-profit sector, we should embrace it.

The work that we do is important. When I was managing a for-profit business, and our people pushed themselves too hard for whatever reason, I would counsel them to “relax, we’re publishing books, not curing cancer.” You can’t say that in the not-for-profit world.

Not-for-profits do this country’s most important work. They run the hospitals, they feed the hungry, they care for troubled people. They do the things that count.

It is because our work is so important that we need the best people, the best facilities, the best equipment. And we need the best management — the kind that takes risks and makes changes — just like the for-profit sector. There are many things to admire and emulate in the for-profit sector. We shouldn’t fear becoming like the for-profits; we should fear not becoming like the for-profits.

Kevin A. Hoolehan
Managing Director
Indiana State University Foundation
Terre Haute, Ind.