Conflict Governance: Managing Role Conflict, Strain & Ambiguity

While ‘conflict of interest’ is generally understood to relate to directors needing to separate their board responsibilities from self-interest (especially financial benefit for themselves or those close to them), role (or goal) conflict, role strain, and role ambiguity tend to be less thoroughly addressed in non-profit governance mechanisms. Social scientists tell us that the term… Continue reading Conflict Governance: Managing Role Conflict, Strain & Ambiguity

Organisational power

The powers and duties of directors were the focus of some earlier posts, however these make quite narrow use of the concept of ‘power’ – which has many forms and applications. My previous post dealt with powers legally (and therefore legitimately) afforded non-profit boards and directors, and made reference to those powers being distinctly different… Continue reading Organisational power

Moral Governance – Part 2

Moral Climate and Culture When the moral climate in an organisation is the cause of moral distress, it could seem like ‘victim blaming’ to suggest that a ‘resilience bundle’ should be provided to employees or volunteers to help them to cope.  As with any risk analysis, unless you identify and address the root cause of… Continue reading Moral Governance – Part 2

Moral Governance – Part 1

Moral decision-making Governance can be recognised as a moral undertaking, especially when characterised as ‘doing the right things in the right way’.  Ethical (or moral) decision-making involves use of a ‘moral compass’, guided by agreed values, to make decisions which are both legally and ethically sound.  The quadrant chart below summarises the combinations facing non-profit… Continue reading Moral Governance – Part 1