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Dynamics at board meetings - Coggle Diagram
Dynamics at board meetings
Chair
Maintains control of proceedings, does not dominnate
Facilitiates decision making
Stimulates debate, encourages all to contribute
Encourages constructive discussions
Promotes airing and resolution of disagreements
Steers towards consensus
Ensures that decisions are understood and recorded
Creates a positive envirornment
Sets an example with respect to conflicts of interest
Executive / non executive director
Attends regularly, and prepares so as to be an effective decision maker
Acts objectively and is open to other perspectives
Does not dominate discussion
Recongises collective decisions
Fosters constructive challenge
Evidences independent enquiry
Shares information
Provides checks and balance
Gives access to network
Company secretary
Registers attendance
Determines a qurorum
Maintains a record of the proceedings in order to produce the minutes and an action log
Advises the chair on procedural matters
Monitors climate of meeting
Advises on governance issues
Successful meetings
Connections are made
Honest is encoruaged
Interests are elcitied
Time is allowed for discussion about feelings
The chair provides for consensus building
Issues and tasks clearly defined
Information is based on facts
There is adequate notice for preparation
Pros and cons are weighed
The group stays on task
There is an objective perspective
There is a productive problem solving climate
Common sense is elcited
Ideas are used
Decisions aligned with the realities of existing structures and resources
Closure is ahcieved
There is a flexible agenda
The participants look beyond stated objectives
Energy is generated
Actions are based on intutition
Talk of possible creative action is encouraged
Painful meetings
The chair is incentive to feelings
There is a lack of trust among the group
There are unresolved conflicts
Consideration is not given to people who will be effected by the group's decision
The meeting has no personal relevance
There is no agenda
The chair does not understand the total picture
There is no time for preparation
There is insufficient time spent defining the pronblem
No clarity is achieved as meeting progresses
There is insufficient information for problem solving
There is a lack of focus, forays into side issues
Emotions are vented
Personalities are dealt with, not issues
There is an inattention to practical realities
The chair does not move to closure
There is rigid adherence to agenda and/or timetable
People are tentative and cautious
Strong, spirited interests are not welcome
There are long monllogues