Getting Your Board on Board

Policy Governance

Model

Entrepreneurial Model

Constituency/ Representative

Model

Emergent Cellular Model

Singular

Networks

InnovativeStable

Policy Governance Model

• Clarity of Roles

• Focus on outcomes/results

• Board sometimes ‘disconnected’

• Interest in big picture

• Focus on adequate resources, fundraising

Constituency Representative Model

• Decentralized power

• Communication is emphasized

• Decision-making can be difficult

• Tendency sometimes to pursue self-preservation

Entrepreneurial Model

• Market orientation, focus on efficiency, effectiveness

• Innovation as an opportunity for market share

• Focus on bottom-line over societal interests

Emergent Cellular Model

• Organic and Flexible structure

• Board challenges deeply held assumptions, catalyst for change

• Reliance on distributed networks, technology innovations

• Significant negotiations often needed for decisions

Be a good fundraiser.

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Generative Thinking

Three Modes of Board Thinking

I. Fiduciary/Productive

II. Strategic/Logical

III. Generative/Expressive

Art Gallery – Loan to a Las Vegas Casino

• Fiduciary: Insurance, security, donor control, timeline, curatorial control

• Strategic: Attendance, image, prototypes, competitive, patrons

• Generative: Is this mission oriented? What else would we do for the right price? Are we conservative or populist? Is the art viewing experience compromised?

Moving to Generative Thinking

• Happens during informal times, not formal meetings

• Needs to be framed: structure, human resources, political, symbolic

• Retrospective thinking

• Executives and Directors work collaboratively

Moving to Generative Thinking

• Individual directors are sounding boards for advice

• Use “wicked questions” to expose issues

• Create informal time – board dinner before/after meetings

Your turn