For over forty years, I have worked inside what critics call the “NGO-industrial complex.” In 1982, as a Vietnam combat veteran, I quit teaching organizational psychology at MIT’s Sloan School of Management to work full-time for peace and justice. Since then, I have helped lead and build social change efforts across the country. That experience has made me a critic of the NGO model—not because NGOs are useless, but because of how they are structured.