“It was RESOLVED …”

Why are board decisions often called resolutions? There are three main senses in which a matter being considered by a board is resolved. These relate to focus, agreement and intention. Focus We adjust the focus of an optical instrument, camera lens, microscope, spectacles, or a telescope to render visible objects and spaces distinguishable. The power… Continue reading “It was RESOLVED …”

Coming to our (shared) ‘sensus’

When making decisions or negotiating agreements, it is always helpful to use shared meanings for the terms and concepts we employ. In the interests of promoting that outcome, this etymological interlude* is offered (with considerable assistance from Etymonline). Gifted with sense We take for granted that we are all sensate beings, capable of sensation. Etymonline… Continue reading Coming to our (shared) ‘sensus’

Making sense

Decision-making and sense-making While much of our focus is on problem-solving and decision-making when we reflect on non-profit governance, without effective sense-making, boards will be likely to make poor decisions. Good decision-making could therefore be considered somewhat dependent on good sense-making. Individual or personal sensemaking When we engage in sense-making we are “structuring the unknown”… Continue reading Making sense

‘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

The argument ‘rabbit hole’: debate, discussion, or dialogue

This particular excursion down the rabbit hole started aimlessly enough, browsing a table of new releases on the way out the door of the (increasingly rare) bookstore. Good arguments Bo Seo’s new book Good Arguments: What the art of debating can teach us about listening better and disagreeing well caught my eye. Perhaps my high… Continue reading The argument ‘rabbit hole’: debate, discussion, or dialogue

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

Rely-ability, Re-liability, and Reliability

‘Reliability’, like ‘validity’, is a term with multiple meanings. In non-profit settings (amongst others) there are several contexts in which the concept of ‘reliability’ is expressed differently. This post reflects only some of these. A dictionary definition sounds straightforward enough – ‘that which can be relied upon, fit to be depended upon, trustworthy‘. When we… Continue reading Rely-ability, Re-liability, and Reliability

Interdependency, Mutual Dependency, and Co-dependency in your NFP

While the terms interdependency, mutual dependency, and co-dependency sound similar, it is important to distinguish between them if a healthy culture is to be nurtured in your non-profit. Beware co-dependency A co-dependent relationship has been described as a shared psychological condition (meaning pathology) in which ‘one party needs the other party, who in turn, needs… Continue reading Interdependency, Mutual Dependency, and Co-dependency in your NFP

Validity and Validation in your non-profit

We all seek validation Most of us are very familiar with the kind of validation offered when others like or share our social media posts. This emotional validation involves processes of uncovering, accepting, approving, and hopefully understanding, the emotional experience of another person. Organisations also seek a similar form of validation when they monitor engagement… Continue reading Validity and Validation in your non-profit

Mixed feelings about ambivalent decision-making?

Validity, value, and valence are three terms used in the governance and management of non-profits, and each refers to concepts of ‘strength’ and ‘worth’ in some way. Etymonline advises that their common Proto-Indo-European root is wal- (“to be strong”, also “be well, be strong, be worthy”). Shades of this underlying meaning can be found in… Continue reading Mixed feelings about ambivalent decision-making?