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

Stakeholder Engagement and Empowerment Options

Policy advocacy In helping my clients to develop advocacy campaign plans and stakeholder engagement strategies, I often find the assumption we start with is that the client has ‘the message’ and everyone else with an interest is seen as ‘the audience’. Discussion inevitably ensues about the focus on ‘public interest’ versus a possible perception of… Continue reading Stakeholder Engagement and Empowerment Options

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

An Organisational Policy ‘Taxonomy’

In Carrots, Sticks and Sermons – sorting policy types, I outlined a broad range of policy categories. This provided a very simplified view of the various types of policy and policy instruments available for use in divers policy settings. Excellent analyses of public policy typologies and taxonomies have been catalogued for many years (e.g. in… Continue reading An Organisational Policy ‘Taxonomy’

NFP strategic opportunities: Collective bargaining exemptions

Under Australian consumer law, nonprofits were prohibited from engaging in collective bargaining on behalf of members unless they were granted an authorisation by the Australian Competition and Consumer Commission (ACCC). This legislation aimed to prevent businesses of any size working together to achieve a common commercial goal which was seen as ‘anti-competitive‘, ‘collusive‘, or acting… Continue reading NFP strategic opportunities: Collective bargaining exemptions

The case of the troublesome homograph

Confusion sometimes arises in our non-profit governance and management work where a word we use is assumed to have a particular meaning, but actually another meaning is intended. I think a case can be made for that to be the case with regard to the terms “business use case” and “business case“. Here the word… Continue reading The case of the troublesome homograph

20:20 Hindsight

Hindsight bias ‘Hindsight bias’ has been defined as believing that the onset of a past event was predictable and completely obvious, when actually, the outcome could not have been predicted. Politicians, media (and social media) commentators, and sometimes Counsel Assisting commissions of inquiry, all demonstrate a tendency to this form of cognitive distortion. Directors and… Continue reading 20:20 Hindsight

Federated Risk

A federation is ‘a formal, enduring, coalition of largely independent non-profit groups established to realise such advantages as coordination of activities, development of collective strategies, and sharing of facilities or resources. A federation is itself an organisation with a clear membership, leadership structure and unique name.’ (Smith, A Dictionary of Non-profit Terms and Concepts, 2006)… Continue reading Federated Risk