Why do people give to charity? The answer is more complex—and more human—than many nonprofit strategies assume.

A growing body of research suggests that emphasizing a charity’s efficiency or effectiveness does not reliably increase donations, particularly among casual or first-time donors. While highly engaged donors may care deeply about measurable impact, most people give for reasons that are emotional, social, and personal. Independent ratings from evaluators such as Charity Navigator, for example, appear to play a surprisingly small role in motivating donations. Instead, people tend to support causes that resonate with their values, identities, or lived experiences, regardless of how precisely each dollar is spent.

Social influence is one of the strongest drivers of charitable giving. Studies consistently show that people are more likely to donate when they know that friends, colleagues, or trusted peers have already given. Research also indicates that donors often calibrate their gift size based on what others have contributed before them. In short, giving is contagious. When generosity is visible or socially reinforced, participation increases. These findings help explain why fundraising strategies that include public recognition, peer-to-peer campaigns, or communal giving experiences are often so effective.

Matching donations further amplify this effect. Research shows that simply announcing the availability of matching funds increases revenue per solicitation by roughly 19 percent and raises the likelihood of an individual making a gift by more than 20 percent. The match itself does not change the charity’s underlying impact, but it changes how donors perceive their contribution—making it feel more consequential and time-sensitive.

Perhaps most counterintuitive, studies also suggest that people are willing to give more when donating requires some degree of effort or “sacrifice.” Charity runs, endurance challenges, and other participatory fundraisers routinely outperform passive appeals. This phenomenon likely has less to do with suffering itself and more to do with meaning, social connection, and shared experience. Participating in an activity creates a sense of investment and belonging that writing a check alone often does not.

Understanding these motivations can help organizations design more effective fundraising strategies.

One of the most reliable approaches is to focus on a single, compelling story. Research in psychology and behavioral science shows that people respond more strongly to identifiable individuals than to abstract statistics. Telling the story of one rescued animal, family, or community makes a problem tangible and emotionally real. When supporters can follow that story over time, they are more likely to feel connected and invested. This is why storytelling—done ethically and authentically—remains one of the most powerful tools in fundraising.

Listening to supporters is equally important. Surveys, focus groups, and donor feedback can reveal which issues resonate most and which campaigns inspire action. While research and data collection require upfront investment, nonprofits that are willing to spend thoughtfully to understand their audience are often better positioned to grow sustainable support.

Asking for small contributions can also be surprisingly effective. Initiatives that normalize modest giving—such as recurring low-dollar donations—reduce psychological barriers and allow supporters to participate without feeling financial strain. Over time, these small gifts can add up to meaningful impact.

Finally, inviting people to participate, not just donate, deepens engagement. Community-led efforts—whether bake sales, birthday fundraisers, charity races, or peer-to-peer campaigns—empower supporters to take ownership of the cause. These activities transform donors from passive contributors into advocates.

Charitable giving is shaped by emotion, social context, trust, and meaning—not just logic or efficiency. Organizations that recognize this reality and design their fundraising strategies accordingly are more likely to build lasting relationships, not just one-time transactions. The most effective approach is not rigid adherence to a single model, but ongoing experimentation: testing ideas, listening to supporters, tracking results, and adapting with humility and care.