Liderança | Empreendedorismo | Gestão | Planeamento | Estratégia | Escrita para Financiamento | Especialista em financiamento para desenvolvimento | Orador internacional
2 de dezembro de 2025
In nonprofit organisations (NPOs), the capacity to react under the unexpected is often romanticised as an innate quality belonging to a few “natural crisis heroes”, but contemporary research paints a different picture. Studies on nonprofit organisational resilience show that adaptive capacity rests on interconnected, developable dimensions such as culture, leadership, people, tactical administration and planning, rather than on fixed personal traits (Singh, 2022). For civil society organisations working amid funding instability, political volatility and sudden shifts in community needs, treating reaction capacity as a trainable competency is now central to safeguarding mission and stakeholder trust (Witmer, 2016; Bridgespan Group, 2023).
The unexpected has become the operating context rather than the exception for NPOs, with disruptions ranging from public health crises to climate events and abrupt regulatory change (Nonprofit Risk Management Center, 2024). Organisational resilience research indicates that nonprofits sustain impact when they build “ongoing adaptive capacity” through learning-oriented cultures, distributed leadership and flexible structures, instead of relying on episodic acts of individual heroism (Witmer, 2016; Singh, 2022). In this perspective, the real strategic risk is not the crisis itself but the absence of systematic preparation that enables staff and volunteers to respond quickly, ethically and coherently when disruption arrives (Nonprofit Resources, 2022; Nonprofit Risk Management Center, 2024).
Preparedness for the unforeseen is also demonstrably trainable. Emergency-planning and public health literature shows that structured programmes combining risk assessments, drills, tabletop and functional exercises significantly improve the speed, coordination and confidence of responses (NACCHO, 2011; Nonprofit Resources, 2022). These interventions develop not only procedural fluency, but also situational awareness, decision-making under pressure and cross-functional collaboration – the core “muscles” of reaction capacity (Business Contingency Group, 2025; EFSA, 2025). In nonprofit settings, where teams are often small and multi-role, this deliberate practice allows ordinary staff members to perform with extraordinary effectiveness in moments of stress (Leah Chang Learning, 2025).
The myth of reaction as an inborn talent also obscures the role of organisational design and governance. Conceptual frameworks on adaptive capacity in NPOs argue that resilience emerges when organisations invest in three broad domains: culture, leadership and people; tactical administration; and tactical planning and restructuring (Singh, 2022). Empirical work on nonprofit organisational resilience further suggests that qualities such as commitment to mission, improvisation, community reciprocity, servant and transformational leadership, and fiscal transparency equip organisations to systematically adapt to funding shocks and other disruptive challenges (Witmer, 2016). What appears as “natural composure” in a crisis is often the visible outcome of hidden structures: prior planning, shared mental models, clear decision rights and repeated rehearsal of crisis scenarios (Nonprofit Risk Management Center, 2024; NACCHO, 2011).
For boards, executives and HR leaders, the implication is that reaction to the unexpected must be treated as a core competency in the nonprofit workforce, designed and managed like any other strategic skill. Sector guidance on resilient nonprofits recommends recruiting for learning agility and adaptability, embedding crisis scenarios into induction and leadership development, and integrating resilience-related behaviours into performance frameworks (501(c) Services, 2025; Atlassian, 2024). It also highlights the value of multidisciplinary crisis teams and institutionalised reflective practices after incidents, so that each disruptive event generates organisational learning and protocol refinement rather than isolated anecdotes (Nonprofit Resources, 2022; NACCHO, 2011). By reframing reaction capacity from an innate personal trait to a planned, trainable skill, NPOs reduce dependence on a few “heroes”, strengthen their ethical duty of care to staff and communities, and build a more sustainable foundation for impact in an era of chronic uncertainty (Singh, 2022; Witmer, 2016).
References:
Atlassian. (2024). 4 ways nonprofit teams can build resilience and adaptability.
Business Contingency Group. (2025). Emergency preparedness training: Be ready for anything.
EFSA. (2025). Multi-annual (2025–2028) crisis preparedness training package.
Leah Chang Learning. (2025). How to train and build resiliency in non-profit teams.
NACCHO. (2011). Notes from the field: A collection of emergency preparedness exercise and evaluation resources for local health departments.
Nonprofit Resources. (2022). Emergency planning for nonprofits.
Nonprofit Risk Management Center. (2024). The future is now: Preparing for the unknown crisis.
Singh, S. (2022). Nonprofit organisational resilience: Proposing a conceptual adaptive capacity framework. Acta Commercii, 22(1).
The Bridgespan Group. (2023). Make your organization more resilient with adaptive strategic planning.
Witmer, H. S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Nonprofit Management & Leadership, 26(3), 257–271.
501(c) Services. (2025). Building a resilient nonprofit workforce: Strategic hiring for long-term impact.