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|Additional Physical Format:||Print version:
Trower, Cathy A.
Practitioner's Guide to Governance as Leadership : Building High-Performing Nonprofit Boards.
New York : Wiley, ©2012
|Material Type:||Document, Internet resource|
|Document Type:||Internet Resource, Computer File|
|All Authors / Contributors:||
Cathy A Trower
|Notes:||New Board Member Orientation.|
|Description:||1 online resource (272 pages)|
|Contents:||The Practitioner's Guide to Governance as Leadership: Building High-Performing Nonprofit Boards; Copyright; Contents; List of Exhibits, Figures, and Tables; Exhibits; Tables; Foreword; Preface; Who Should Read this Book; Structure of the Book; Chapter 1: The Governance as Leadership Model; Premises; Underlying Assumptions; Governance Reform; The Three Modes or Mental Maps; Type I: Fiduciary; Type II: Strategic; Type III: Generative; Why Three Modes?; Why Boards Need a Type III Mental Map; Spotting Generative Opportunities; The Three Types of Governance Summarized; Chapter One Highlights. Chapter 2: Getting Started and Gaining Traction with Governance as LeadershipWhat Is Optimized at Board Meetings?; What Is Different about Generative Governance?; Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation; Reluctance to Change; Fear of Change; Vulnerability and Fear of the Unknown; CEO and Board Ambivalence; Navel-Gazing; Moving to Higher Purpose and Optimizing Performance: Getting Started; Survey Members About Board Service and Board Effectiveness; Build Support; Calculate the Cost of the Status Quo. Consider Whether to Apply the Three Modes Sequentially or SimultaneouslyMoving to Higher Purpose and Optimizing Performance: Getting Traction; Discuss and Define Generative Thinking; Practice Thinking in Three Modes; Apply Trimodal Thinking to Committee Work; Discuss How the Board Is Doing; Chapter Two Highlights; Chapter 3: Encouraging Critical Thinking in the Boardroom; Critical Thinking and Metacognition; Getting on the Balcony; Ways of Thinking; Hedgehogs and Foxes; Boardroom Lions and Humble Hounds; More Hedgehogs/Lions Than Foxes/Humble Hounds; Impediments to Critical Thinking. Being WrongBeing Certain; Diagnosis Momentum; Loss Aversion; Delusions of Rationality; How Governance as Leadership Helps; Cognitive Biases and Board Workarounds; Anchoring, Arbitrary Coherence, and Ordering; The Anchoring Cognitive Bias Applied to Boards; Framing and Loss Aversion; The Framing and Loss Aversion Biases Applied to Boards; Confirmation Bias and Cognitive Conservatism; The Confirmation Bias and Cognitive Conservatism Applied to Boards; False Consensus Bias; The False Consensus Bias Applied to Boards; Approaches to Dealing with False Consensus Bias; Bounded Awareness. Overcoming Bounded Group AwarenessSocial Loafing; Groupthink; The Abilene Paradox; Social Conformity; Cascades (Social, Informational, and Reputational) and Group Polarization (Risky Shift); Avoiding Groupthink and Its Close Cousins; Resist the Urge to Suppress Debate; Engage in Dialogue and Discussion; Learn; Chapter Three Highlights; Chapter 4: Turning Your Board into a High-Performing Team; Social Systems; Groups and Teams; Boards as Teams; Effective Board Teams in the Context of Governance as Leadership; Board Composition; Shared Sense of Compelling Purpose; Values and Behavioral Norms.|