X marks the spot for reflexive practice

Reflective and Reflexive Practice According to Plato, Socrates said “The unexamined life is not worth living” as he faced trial for alleged “impiety and corrupting youth”. Subsequently used to promote the virtues of philosophy, the quote may also be seen as a precursor to more recent encouragements for leaders and professionals to engage in reflective… Continue reading X marks the spot for reflexive practice

‘Dirty’ data in – ‘Dirty’ decisions out

Directors and managers in the non-profit and for-purpose sectors generally like to think of themselves as rational (evidence-based) decision-makers. As in most fields however, decision quality is often compromised due to unconscious (cognitive) biases, and other factors. Evidence and decision quality Data quality is a key determinant of evidence quality. In turn, evidence quality is… Continue reading ‘Dirty’ data in – ‘Dirty’ decisions out

Strategic Causality – Part 2

When ‘strategic causality’ was introduced in an earlier post, it was described as “how causes lead to effects“. Of course, all reflections on strategic planning and decision-making have that recurring theme. Hence, my posts on strategic archery, evaluation, and reflective governance can be seen as background reading for this post (see links below). Dependencies and… Continue reading Strategic Causality – Part 2

Strategic Causality

Delving beneath the surface In my reflective practice work with mentees from a wide variety of organisations, a good deal of our time is spent exploring ‘beneath the surface’ of events and circumstances. Our aim is to better understand the underlying drivers and factors at work, to inform the shaping of considered responses, and avoid… Continue reading Strategic Causality

Creating Value using an integrated (multi-capital) approach

Value creation is a key function of every board and adding value is central to the roles of both directors and senior managers, but what do we mean when we refer to value in this way? The Capitals Coalition is a global collaboration that seeks to redefine value in order to transform decision-making. They recognise… Continue reading Creating Value using an integrated (multi-capital) approach

Measuring your social value (impact)

Traditional notions of value in the context of organisational governance have tended to focus on economic definitions and metrics. Value for money, profitability, cash flow, price/performance, and ‘value adding’ through risk reduction, automation, demand aggregation, logistic efficiency, etc. are just some of the forms of economic value used by managers and directors to assess the… Continue reading Measuring your social value (impact)

Measuring NFP Measures

Arguably, next to your non-profit board’s responsibility for setting directions for your organisation, the monitoring and evaluation of performance and conformance are the two next most significant board roles and activities. Central to these monitoring and evaluation activities is the use of metrics and indicators (see Locus Focus Vs Hocus Pocus for distinctions between these… Continue reading Measuring NFP Measures

Reflective Governance: The MELD Model

The MELD Model is a blend, or ‘melding’, of the COBIT5 EDM Governance Model and the Triple-Loop Learning Model, which has its origins in the work of Profs Chris Argyris and Donald Schon. MELD stands for Measure, Evaluate, Learn, and Direct. See the header image above. This contrivance is simply an elaboration of the Evaluate,… Continue reading Reflective Governance: The MELD Model

Locus Focus Vs ‘Hocus Pocus’

Measuring success is part of the governance and management responsibility of all non-profit organisations. This responsibility augments obligations related to compliance with legal, regulatory and ethical requirements ‘Hocus Pocus’ According to vocabulary.com, ‘hocus-pocus‘ is an illusion or a meaningless distraction that tricks you in some way. Originally derived from invocations used in magic shows (like… Continue reading Locus Focus Vs ‘Hocus Pocus’

Are we there yet? Evaluating NFP outputs, outtakes, outcomes & impact

Evaluation – Part 2 Evaluation is one of the central elements in the EDM (Evaluate, Direct, Monitor) Governance Model, but its role in governance (and management) is often obscured by the use of other terms, like ‘problem-solving’ or ‘decision-making’. The importance of evaluation in non-profit governance is highlighted in the extracts from AICD’s NFP Governance… Continue reading Are we there yet? Evaluating NFP outputs, outtakes, outcomes & impact