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Culture in the boardroom - Coggle Diagram

- - - - National, according to one's country
      - Regional and/or ethnic and/or religious and/or linguistic
      - Gender, having different assumptions and expectations of females and males
      - Generational, being the differences between age groupings
      - Social class, linked to educational opportunities and occupations
      - Organisational, with different organisations having their individual cultures and subcultures
    - - What's expected when no one says what's expected
      - A unique combination of processes and priorities
      - What actions lead to a person being promoted/getting paid more
      - How we deal with each other and with our customers
      - What happens when no one is looking
      - A by-product of the leaders and what they stand for
      - The worst behaviour the leader is wiling to tolerate
      - Culture is the way we do things around here
    - - Group norms
        
        These are the implicit standards and values that emerge in working groups, eg the process of board and committee, how board meetings get done
      - Espoused values
        
        These are the articulated, publicly announced principles and values that a group claims to be trying to achieve
      - Formal philosophy
        
        These are the broad policies and ideological principles that guide the group's action towards the requirements of their stakeholders (eg organistion specific corporate governance codes of conduct)
      - Rules of the game
        
        These are the implicit, unwritten rules for getting along in the organisations, the ropes that a new group member must learn in order to be accepted
      - Climate
        
        This is the feeling that is conveyed in a group by the physical layout and the way in which members interact with each other and with outsiders
      - Embedded skills
        
        These are the special competencies displayed by group members in accomplishing certain tasks that get passed on to future generations without necessarily being articulated in writing
      - Habits of thinking and mental models
        
        These are the shared cognitive frames that guide our perception, thought and decision making, which are taught to new group members
      - Shared meanings
        
        These are the emergent understandings created by group members as they interact with each other
      - Root metaphors or integrating symbols
        
        These are the ways in which groups evolve to characterise themselves, which may or may not be appreciated consciously, but can become embodied in the physical layout and other material artefacts of the group
      - Formal rituals and celebrations
        
        These are the ways in which the group celebrates key events that reflect important values or important passages by members
- - - - Facial expression
      - Eye contact
      - Tone of voice
      - Pace of speech
      - Frequency of speech
      - Whisphering and asides
      - Who speaks to whom and how frequently
      - Gestures
      - Angle of body
      - Choice of clothing
      - Late or early arrival
      - Interruptions
      - Note taking
      - Early or late departure
    - - Honesty
      - Openness
      - Respect
      - Adaptability
      - Reliability
      - Recognition
      - Acceptance of challenge
      - Accountability
      - A sense of shared purpose
  - - - Diretors who are expert and well qualified may cease to be engaged in board conversations and 'loaf'
      - The board may be susceptible to group conformity rather than challenge
      - Directors are likely to discuss information that is already known rather than novel, causing information asymmetry
      - Individual concerns may not be raised
      - The group may make more extreme decisions than any one individual would choose to make
      - The group may become prone to groupthink
      - The board's conversational processes may reflect previously useful but now outdated routines
      - Conflict conversations may turn personal, emotional and be destructive
      - The board may be vulnerable to particular directors abusing their power
    - - An issue is discussed for a whole meeting then left unsettled
      - Personal conflict exists between a director and the board
      - A talkative member takes over a meeting or a quiet member rarely speaks
      - Emotional interactions commonly occur which are draining and negative feelings carry over for a long time
      - Board members fail to signal their concern or disagreement about a significant issue and only alert the chair after the meeting
      - The board is over engaged in minor details and avoids addressing more strategic and difficult issues
      - Board members fail to make decisions or constantly revisit and open debate about the decision that has already been made
      - Board members appear remote and uninterested
      - One or two individuals dominate the conversation and proceedings
      - People are overly polite and feel that consensus must be achieved, consequently there are no dissenting voices or differing views at the table
      - A small group sews up decisions before the meeting
      - The CEO is aggressive and tries to manage and control the board or committee meeting
      - One or more of the directors breaches confidentiality, does not support board decisions, acts out of self-interest, says one thing and does another or speaks on behalf of a stakeholder rather than in the best interests of the organisation
      - There is an overall lack of diversity of opinion in the boardroom
      - The chair weighs in to topics too early or unduly influences the collective board or is owned by the CEO
      - The board does not assess itself or its members adequately or at all
      - The board looks too much to, and over relies, on one particular director
      - The chair seems to favour some directors over others