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Uncovering the value of the right word
Author(s) -
Oliver Caroline
Publication year - 2001
Publication title -
board leadership
Language(s) - English
Resource type - Journals
eISSN - 1542-7862
pISSN - 1061-4249
DOI - 10.1002/bl.38620015802
Subject(s) - corporate governance , value (mathematics) , orthodoxy , work (physics) , word (group theory) , business , public administration , public relations , political science , economics , management , computer science , engineering , history , mathematics , mechanical engineering , archaeology , machine learning , geometry
Most people join boards for selfless reasons, because they want to “make a difference.” Received wisdom tells us that making a difference is grueling and overwhelming work, and unfortunately the muddled governance procedures of most boards seem to prove the case. In this article, Caroline Oliver, chair of the International Policy Governance Association, shows us why the Policy Governance board must disabuse itself of the orthodoxy that says that there is a one‐to‐one relationship between effort and effectiveness. Relying on just a handful of concise policies, the Policy Governance board dictates a whole range of organizational ends and so has more time to govern than the board that busies itself with staff means. The Policy Governance board may have a more straightforward job than the traditional board, but it is also more effective.