On Mon, May 08, 2017 at 11:14:45PM -0500, Laura Vargas wrote: > > 2017-05-08 15:20 GMT-05:00 James Cameron <[1]qu...@laptop.org>: > > On Mon, May 08, 2017 at 06:28:00AM -0500, Laura Vargas wrote: > > 2017-05-07 21:59 GMT-05:00 James Cameron <[1][2]qu...@laptop.org>: > > > Please instead build trust. > > > > Interesting point of view. Still, please elaborate in this > > suggestion. How to achieve this? > > As there is only one board member asking this question, I'm inclined > to be brief. > > Making "decision making process" understandable and friendly should > be relevant not only to current board members but also to everyone > in the community. > > > ;-) I don't feel I will be heard. > > Your opinion is very relevant for our community.
No doubt about relevance, but conflicting opinion may reinforce errant behaviour rather than improve a situation. The rebound effect. I have seen no other interest than what you have expressed. > I ask board members to be more intentional. To decide on their > own individual behalf to resolve conflicts and build consensus. To > communicate more frequently, either privately between individuals, > privately within the board, or publically. To track and measure how > their communication is received. > > This suggestion is really interesting. > > > > To identify conflict and reveal it. > To try different communication media to resolve conflict. > > It isn't easy. > > > It's sounds like the chair has the largest role on making procedures > > work... > > That's up to the board. > > It may be helpful for the board to select a meeting chairperson. > > "But we already have Walter!" is an anticipated response; but it isn't > obvious from the outside reading of logs or Wiki that everyone thinks > this, or knows what a chair does. > > Maybe, we can start rotating the chair so that every board member can have the > opportunity to have the experience and learn. > > > > > Thanks for your feedback. > > I'm a board member of several organisations. > > > A few months ago I attended a corporate governance training, > facilitated by a trainer from the Australian Institute of Company > Directors. I've still got the notes, but they are licensed in a way > that prevents my republishing them verbatim. There are similar > organisations in other countries. It's not cheap, costs to me were of > the order of $US 500 in fees, travel, and lost time. I feel it has > been worth it. > > During the meeting we also discussed the possibility to reduce from 7 to 5 the > number of seats. Not sure if this is the best way to facilitate the decision > making process but it could help. On one board, we increased members from 7 to 9 to facilitate the decision making process; we felt a diversity of opinion would make for more disagreement and conflict resolution, and so we would achieve results closer to consensus of the wider non-board membership. > Regards and thank you for sharing your experience :D -- James Cameron http://quozl.netrek.org/ _______________________________________________ IAEP -- It's An Education Project (not a laptop project!) IAEP@lists.sugarlabs.org http://lists.sugarlabs.org/listinfo/iaep