Beth Gazley's Transformational Governance : how boards achieve PDF

By Beth Gazley

"There hasn't ever been lots strain on nonprofit forums of administrators to accomplish a degree of responsibility that meets public and stakeholder expectancies. Member-serving organization forums might be specially challenged by way of their extra advanced associate buildings and a better emphasis on consultant governance. yet what does the adventure to solid governance appear like? Markedly assorted from present board Read more...


There hasn't ever been lots strain on nonprofit forums of administrators to accomplish a degree of responsibility that meets public and stakeholder expectancies. Member-serving organization forums may possibly be Read more...

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Extra info for Transformational Governance : how boards achieve extraordinary change

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Thus, action research often involves an outside consultant to bring new knowledge to the organization. 1. Problem identification: The aha moment that includes a leader’s awareness that bringing in an organizational development (OD) practitioner might be helpful to solve a problem. 2. Consultation with a behavioral science expert: Leader and practitioner assessment of the state of the organization and the opportunities for change. 3. Data gathering and preliminary diagnosis: Data gathering through interviews, process observation, questionnaires, and organizational performance data; preliminary diagnosis by the OD practitioner.

When Fred Somers was brought in to address a declining membership, he didn’t realize he and AOTA’s board were embarking on a 10-year effort to ensure the association was aligned with modern legal governance expectations. But that’s what they achieved. In the process this board not only learned to lead itself, it learned a lot about effective member communication and taking the long view on governance change. Established in 1917, the American Occupational Therapy Association (AOTA) is a national professional association.

They reassure everyone involved in a change process, whether an agent of change or a recipient, that others have gone down this road before them. Types of Change Change takes many forms. Change may occur due to growth or a leadership transition, be proactive or reactive in nature, be unplanned or planned. Rune Todnem By (2005) observes that change can be structural, remedial, evolutionary, revolutionary, and radical. It can occur as a result of internal or external events, rules or legislative change, strategy deployment, consolidations, mergers or acquisitions, restructuring or downsizing.

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