| ABOUT BOARDSOURCE |
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| ABOUT THE AUTHORS |
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xi | |
| PREFACE |
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xv | |
| ACKNOWLEDGMENTS |
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XXV | |
| CHAPTER 1 First Principles |
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1 | (10) |
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Principle One: Nonprofit Managers Have Become Leaders |
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2 | (2) |
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Principle Two: Trustees Are Acting More Like Managers |
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4 | (2) |
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Principle Three: There Are Three Modes of Governance, All Created Equal |
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6 | (2) |
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Principle Four: Three Modes Are Better Than Two or One |
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8 | (3) |
| CHAPTER 2 Problem Boards or Board Problems? |
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11 | (22) |
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12 | (3) |
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From Problems of Performance to Problems of Purpose |
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15 | (8) |
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Some Official Work Is Highly Episodic |
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17 | (1) |
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Some Official Work Is Intrinsically Unsatisfying |
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18 | (2) |
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Some Important Unofficial Work Is Undemanding |
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20 | (2) |
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Some Unofficial Work Is Rewarding but Discouraged |
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22 | (1) |
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23 | (10) |
| CHAPTER 3 Type I Governing: Fiduciary |
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33 | (18) |
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34 | (4) |
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38 | (2) |
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40 | (5) |
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45 | (4) |
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49 | (2) |
| CHAPTER 4 Type II Governing: Strategic |
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51 | (28) |
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Nonprofits Enter the Marketplace |
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52 | (2) |
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Boards and Formal Strategy: A Type I Approach to Type II Work |
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54 | (2) |
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Strategic Disillusionment |
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56 | (6) |
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Strategic Thinking: Beyond a Type I Mindset |
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62 | (3) |
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Governing in Type II Mode |
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65 | (1) |
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The Evolution of Strategic Governance |
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66 | (2) |
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Processes and Structures for Type II Governing |
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68 | (7) |
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75 | (1) |
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Why Not Just Types I and II? |
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76 | (3) |
| CHAPTER 5 Type III: Generative Thinking |
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79 | (22) |
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The Power of Generative Thinking in Organizations |
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80 | (2) |
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Inside the Black Box of Generative Thinking |
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82 | (7) |
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Toward Generative Governing |
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89 | (10) |
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Leadership as Governance: Executives Displace Trustees |
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90 | (3) |
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Governance by Default:Trustees and Executives Disengage |
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93 | (1) |
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Governance by Fiat: Trustees Displace Executives |
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94 | (1) |
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Type III Governance: Trustees and Executives Collaborate |
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94 | (5) |
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99 | (2) |
| CHAPTER 6 Type III: Generative Governing |
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101 | (36) |
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Using a Type III Mental Map of the Organization |
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104 | (3) |
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Recognizing Generative Landmarks |
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107 | (4) |
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107 | (1) |
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108 | (1) |
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Spotting "Triple Helix" Situations |
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109 | (2) |
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111 | (5) |
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Working at the Internal Boundary |
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111 | (4) |
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Working at the External Boundary |
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115 | (1) |
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Looking Back: The Future in the Rear-View Mirror |
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116 | (3) |
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Deliberating and Discussing Differently |
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119 | (11) |
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The Cardinal Rule: Suspend the Rules |
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120 | (4) |
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Promoting Robust Dialogue |
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124 | (6) |
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130 | (1) |
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131 | (6) |
| CHAPTER 7 Working Capital That Makes Governance Work |
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137 | (26) |
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142 | (4) |
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146 | (4) |
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150 | (5) |
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155 | (6) |
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161 | (2) |
| CHAPTER 8 Where to Next? |
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163 | (20) |
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Is the Game Worth the Candle? |
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163 | (4) |
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167 | (7) |
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174 | (5) |
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179 | (2) |
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181 | (2) |
| REFERENCES |
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183 | (6) |
| INDEX |
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189 | |