6. Stakeholder conversations Flashcards
(41 cards)
Define board (system) dynamics
The interactions between board members individually and collectively, and how these influence, and are influenced by, the wider stakeholder system
What company law provision is an obvious indicator of progression to wider consideration of stakeholders?
CA 2006 S.172
What is systems thinking?
Focus on the patterns, relationships and interdependency between systems
Six different systemic lenses of board dynamics (adapted from Leary-Joyce and Lines, 2018)
- The individual director
- The inter-personal director relationships
- The board team relationships
- The board team tasks
- The board’s stakeholder interfaces
- The board’s wider systemic context
Why is it necessary go through each stage (lens) of the systemic approach to board dynamics?
Because board functioning will not have achieved the level of coordination, sophistication and enhanced outcomes that would be gained by working through all of the stages (but it might have improved somewhat)
2 reasons for resistance to systemic approach/perspective & overemphasis of individual lens
Fundamental attribution bias - emphasis of internal characteristics unreasonably, rather than broader systemic factors when explaining people’s behaviour
Standard worldview of heroic of flawed leaders
What are they key aspects to consider within the individual director lens? (5)
- Biology
- Personality
- Life roles (work vs life)
- Director roles
- Overemphasis of the individual lens
Individual director lens - what is meant by biology?
Physical factors, and their importance, inc. appropriate nutrition, sleep, exercise and stress management
Three areas within ‘life roles’ of individual director lens which can cause conflict
Time conflict - time spent on roles interferes with personal life
Strain conflict - stress caused by one leaks into the other
Values conflict - expectations as board member misaligns with life values
What is perhaps the most key antidote to life role conflict?
Values alignment - ensuring one’s role aligns most congruently with one’s core personal values
Individual director lens - what is meant by director role and what should be considered?
The role that a director has on a specific board (what do they bring to the table, and are expected to contribute)
Whether a director has a specific view of what their role is and how they need to behave, such as that they need to contribute X or demonstrate capabilities in Y, and whether this may misalign with the board’s actual needs
Two areas through which inter-personal board relationship lens can be explored?
Building trust (as this largely dictates quality of a one-to-one relationship)
Ego states
Maister et. al - 4 characteristics that contribute to trust (3 improve, one reduces)
Improves:
- Credibility
- Reliability
- Intimacy
Reduces:
- Self-orientation (essentially self-interest)
Three ego states, and characteristics that define them
Parent ego state - critical or nurturing
Adult ego state - neutral and logical
Child ego state - passive/aggressive, potentially more positive
What might cause somebody to act in a child ego state?
The person communicating with them acting in a parent ago state
Ego states - ideally in communication, what ego state would both individuals be in?
Adult ego state & adult ego state
What is meant by team relationship lens? - systemic approach to board dynamics
The interactions between board members collectively
Classic model which can be used to look at group development - re. team relationship lens of systemic approach to board dynamics - name
Tuckman’s stages of group development
Tuckman’s 4 stages of group development and brief description (and 5th sort of stage)
Forming stage - team meets and agrees goals, aiming to build cohesion
Storming stage - people voice their opinions, possibly causing conflict
Norming stage - team resolves differences and coalesces around a common goal, leading to emergence of joint leadership and accountability
Performing stage - characterised by establishing mission, vision, roles and norms, so team members can focus completely on achieving their common goal
Adjourning stage - completion of task and breaking up
2 key aspects to consider re. team relationship lens of systemic approach to board dynamics
- Need to have constructive conversations and dialogue
- Conflict - quality, quantity, constructiveness, etc.
4 roles within Kantor’s Four Player model for analysing group behaviour
Mover - providing direction
Follower - providing completion
Opposer - providing correction
Bystander - providing perspective
Kantor’s Four Player model - who might be expected to be the ‘mover’
Chair
Kantor’s Four Player model - who might be expected to be the ‘follower’
Director and often CoSec
Kantor’s Four Player model - who might be expected to be the ‘opposer’
NEDs
