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

Getting on board with employee engagement

Starting a new job is a little like being a tourist visiting another country, where they speak another language and have different customs. Learning the language and understanding the culture are just parts of the process of onboarding, which is itself only one aspect of the organisation’s talent management and employee engagement system. A basic… Continue reading Getting on board with employee engagement

Problems ‘for’ and ‘of’ governance

Problem classification Every field of human endeavour has problems, and the myriad problem solving approaches that have been identified through history reflect that diversity. Even within a field, such as non-profit governance, the variety of problems that come before a board of directors can be extremely diverse. Strategic, risk, financial, structural, logistical, human, technological, safety,… Continue reading Problems ‘for’ and ‘of’ governance

Strategic Archery

Just as “All models are wrong, but some are useful” (George Box), I’d like to suggest that “All metaphors are oversimplified, but some are quite helpful“. Archery, darts, and other target metaphors are frequently used in strategy discussions e.g. “Hitting our target”“Missed our target”“Ready, Fire, Aim” (criticism) Strategic targets are set as part of the… Continue reading Strategic Archery

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

Continuous Reflective Governance

I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance

Looking outward and inward

Non-profit directors are not usually spies. They do need to gather and analyse ‘intelligence’ however, to inform their governance activities. This includes monitoring the external environment and internal systems, processes and performance. Business intelligence software and dashboards are available commercially. While some non-profits will be able to afford these, most smaller entities will seek free… Continue reading Looking outward and inward

Blockers or Enablers? The 3 lines of defence

Just as strategic mindsets can be framed in polarised pairs like Growth Vs Fixed, or Solution Vs Problem Oriented, risk management mindsets can also be described as Blocking or Enabling (see header illustration). While reducing any complex matter to a simple binary choice can lead to distorted thinking, when considering your risk mindset it is… Continue reading Blockers or Enablers? The 3 lines of defence