Differentiation and Integration in your Deliberations

Differentiation (analysis) and integration (synthesis) are the two main thinking modes we use in all situations where deliberation is involved. Non-profit leaders who wish to improve their deliberative processes may benefit from reflection on how effectively they are using both modes. Whether we are differentiating facts from fiction, signal from noise, salient from irrelevant, logical… Continue reading Differentiation and Integration in your Deliberations

NFP Success(ion) Planning: Pipelines and Pathways

NFP Volunteering – Part 1 Identifying future leaders and supporting their development is a key dimension of ‘resource management’ in the ‘For-Purpose’ sector. ‘Talent Pipelines’ and ‘Pathways to Directorship’ are often referred to in the succession planning literature, alongside the expectation that a board skills matrix (or director competency framework) should be used to select… Continue reading NFP Success(ion) Planning: Pipelines and Pathways

Adaptive Strategy

Continuous adjustment of strategy in the light of changing organisational context has been a recurring theme in my last three posts. This post offers something of a footnote to the earlier articles. The header image above provides a slightly different perspective on the ever-shifting point of decision. The time dimension is emphasised here in a… Continue reading Adaptive Strategy

Sledgehammer or scalpel? Governance capability development

(Part 3 – ‘Duty of Care, Skill and Diligence’ series) “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow While it may seem obvious that non-profit directors require a set of skills to perform their duties, elections or appointments… Continue reading Sledgehammer or scalpel? Governance capability development