Rigorous Debate

When a board sets out to begin its job of writing the organizations values and perspectives (policies) it must be willing to engage in rigorous debate. The people on the board must not be so polite that they hold back in articulating passionately the values that they think the organization must stand for. The more the board members feel their ownership in the organization the better. But even with a deep sense of personal ownership, individual board members can feel intimidated. Perhaps the other board members are close personal friends and they don't want to upset their relationship. The relational dynamic between board members is just an example of any number of reasons why a board member will not speak up, but if they don't, then they are not doing their job and should resign the board. The process of rigorous debate must be seen as normal and even vital to the organizations success in the long run. The power of the boards voice is that it is unified - the board speaks as one voice or not at all. If the lead executive and the staff do not have a clear mandate from the board, then their work will be hindered. The debate process is what brings the divergent views into a single powerful and united voice-- i.e., a clearly articulated policy.