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The article is a reading of the strategies of not-for-profit organizations (NPOs) according to Lacan’s four “discourses.” Our aim is to demonstrate that there are different ways for managers to consider the cracks hidden in the environment, made up in this case of public policies. NPO 1 bases its strategy on spotting unused budget items or weaknesses in new legislation that put the “Master”—the local council or the Family Allowance Fund—in a position where it has to fulfill a legal obligation. This is a “slave” strategy. NPO 2 bases its strategy on a keen knowledge of the work of experts in the field, and it proposes or imposes on local actors innovations that arise logically from this expert work. This is a “modern master” type strategy. The aim of NPO 3 is to propose projects to public authorities that correspond to needs observed in the field, as well as to the wishes of voluntary workers in the NPO. These projects are not developed in relation to public authorities but through an internal dynamic based on the wishes of the volunteers. This NPO’s project is essentially hysteric, revealing the flaws in public measures in a dynamic where seduction strategies are by no means absent.