Tools and Strategies for Effective Collegial Deliberation and Decision-Making
We have observed that collegial deliberation and decision-making is one of the five roles that boards perform. Citizens only know when this role is not working well when they observe various kinds of board dysfunction – rancorous deliberations, personal attacks by board member on fellow members, turbulent citizen testimony, grand-standing by board members, media stories that take advantage of the entertainment value of board activities and individual board member behaviors. In this brief overview we bring together all of the tools and strategies we have already discussed and add to this list additional tools and strategies that focus on the interface between the board and the external community.
Tools and Strategies for Working Effectively in Small Groups
Board members need to have a rudimentary understanding of how to function within a small group decision-making environment. This understanding incudes: a strengths-based approach to leadership; the difference between task v. social leadership; the role of the board chair; creating internal norms governing internal information flow, contact with the media, managing interpersonal disagreements, rules of confidentiality; and dysfunctional small group behaviors.
Tools and Strategies for Managing the Board’s Deliberative Interface with the Community
In addition to the internal-focused tools and strategies enumerated above, there are an equally impressive constellation of tools and strategies for managing the board’s deliberative interface with the community. These include: managing meetings; norming external board governing processes and public expectations, such as the norms governing interactions with the media, the role of citizen participation; strategic planning; goal-setting; policy development and mediating the tension between citizen knowledge and technical expertise through the use of task-forces, advisory bodies, boards, technical reports, and use of the consent agenda.