Written in 2007 by Leslie Crutchfield and Heather McLeod Grant. Reviewed by Jenny Blagdon and Helen Wilson.

Forces for Good provides a thoughtful challenge to popular beliefs about what makes a non-profit organisation effective. Contrary to common understandings, the key to a successful non-profit organisation lies not with the management of their internal operations, but how they work outside their own boundaries. The authors of this book came to this conclusion after four years of extensive research surveying thousands of non-profit CEOs, conducting hundreds of interviews and doing in-depth study into twelve highly effective non-profit organisations.

They found that the most successful organisations were the ones which mobilised every sector of society - government, business, non-profits and the public - to be a force for good. This means working with many different groups and individuals and at many different levels. Such work involves not just service delivery but policy advocacy. It involves tapping into the self-interest of business to encourage them "to do well while doing good". It involves being adaptive and sharing leadership. And importantly it involves real collaboration not competition with peers.

This is a book for those social entrepreneurs who, as the authors say, are not content merely to give a man a fish, or even teach him to fish, but want to revolutionise the fishing industry.