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

Ways of knowing and being in organisational culture

Organisation culture – Part 5 When we hold directors and managers accountable for a problem with organisational culture, we affirm that culture is a product of choices made and actions taken (or neglected). Consequently, it cannot be fixed and immutable. While it may be consistent (and sometimes even seems ossified), it is amenable to reshaping.… Continue reading Ways of knowing and being in organisational culture

Organisational ‘personality’

Organisational Culture – Part 4 The personality metaphor ‘Organisational personhood’ refers to the legal concept that an incorporated entity, like a non-profit or for-purpose organisation, as distinct from its associated people (i.e. directors, managers, or employees), has some of the legal rights and responsibilities enjoyed by ‘natural persons’. (A ‘natural person’ in this sense is a human… Continue reading Organisational ‘personality’

Working ‘on’ or ‘in’ your organisational culture

Organisational Culture – Part 1 When we read about an association’s or charity’s culture in the media, all too often it is not a ‘good news’ story. They don’t generally give out Walkley or Pulitzer awards to journalists for stories about innovative, caring, or ethical cultures. The news focus, therefore, skews towards corrupt, risky, toxic,… Continue reading Working ‘on’ or ‘in’ your organisational culture