ACE would like to thank the W. K. Kellogg Foundation for its steadfast support of this project and for its commitment to strengthening higher education. ACE would also like to recognize the 26 institutions that participated in the ACE Project on Leadership and Institutional Transformation. Their efforts and participation provide the Copyright © 1999 American Council on Education Readers are encouraged to reproduce and widely disseminate this document. For permission to do so, please send a request stating how many copies will be made and the audience to whom the document will be distributed:

Branding is being adopted by charities and written about in charity literature with increasing frequency (Tapp 1996; Hankinson 2001). There is evidence to suggest, however, that the conceptualisation of values in corporate branding may be not be compatible with the conceptualisation of values in the charity context. To support this argument, the paper explores the values dimensions of key branding models using the metaphors of mirror, lamp and lens. It is suggested that the apparent negotiability of certain brand values in the for-profit context is incompatible with the need for non-negotiable values in the charity sector. It is proposed that charity brands should focus solely on the communication of organisational values that emanate from the charity itself

There is a need to develop structures that enable communications to become part of the organisational process. The chapter therefore centres on team building approaches that develop a system of semantic communication that can help establish coherent communications processes. 12.1 The Need to Make Social Communities Viable Most social communities suffer from pathologies, and they can both deal with them and develop sustainable viability if they develop abilities to locally and globally consciously intensify the knowledge associated with their superstructure (e.g., tasks) and substructure (e.g., issues), and develop their capacity for intelligence. They often maintain their pathologies unrecognised as they move through crises, and infrequently understand how to replace them with viability. Some are more concerned with phenomenal aspects of the community that relate to steering media like money (or profitability) and power. Few invest in seeking pathological diagnosis and strategies for improvement. Where social communities have become conscious of the need to deal with their pathologies and act on this awareness usually seek facilitators to help them. A facilitator can be selected internally to the