Maeling Thompson Governing for Community & Org.

Leadership

Final Project

7/5/2011

Generative thinking and Board effectiveness

The history of America is continually changing along with the practices that we have adapted and attributed to success. History has always been revisited best when a seasoned traveler was present to illuminate the way. One can almost slip away into the echo of an older and wiser person pulling them into their reminiscent speech that always seemed to start with, I remember in my day, Or I remember long ago, Wisdom and the lessons learned from the journey through time make one truly appreciate the visitation to past history and valuable knowledge it was able to yield for today. Every notable time in history has undoubtedly had its share of challenges and troubles, yet has still managed to make a debut in the recorded pages of antiquity. However America today seems so much different; what will be recorded of todays present history? What will the future generations of tomorrow learn when they reflect back on the literature of today? Will the generations of tomorrow still care about philanthropy and helping others? Will the future NPO boards be able to travail with the economic labor pains that will most likely face them? What can the Non-profit boards of today do to build a strong foundation for our successive leaders tomorrow? The history of modern non-profit governance dates back to Americas earliest settlers. History reveals that many of the earliest colonies were settled by proprietors from private companies. A prime example of this would be the Massachusetts Bay Company. The charter of this company provided their members with the authority to choose who would be their successors and elected officers at the appointed time of replacement. The Massachusetts Bay Company can be credited with causing a fundamental transformation in the nature of authority by making its corporation and individual offices subject to corporate rules rather than of those

Maeling Thompson Governing for Community & Org. Leadership

Final Project

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who comprised it. The corporation appointed thirteen men who were selected for their wisdom, honesty, and expertise to manage the colonial government. It was through this action that the board illustrated a lack of distinction between public and private domains. It wasnt just about the right to grant property, but also delegating the right to govern. The tripartite structure of the MBC which consisted of an executive component and two legislative components became a paradigm for governance to other politic bodies in the colony. Two of these politic followers in particular were the church and town officials who were elected and willfully served by being elected to position. This paradigm of private government has continued to establish and build the walls of private governance for entities all over America to present. While the foundation of the non-profit board has been set by earlier settlers, its future will depend on continued fortification and sound leadership to span the generations of tomorrow. Presently non-profits boards operate in three modes of governance; fiduciary, strategic, and generative. However recent economic devastation and innovative technology call for the NPOs of today to solidify their operations and adapt to a new paradigm of governance that will institute all three modes of governance into one. In the past effective leaders operated in any of the three modes at any given time based on what was warranted by their organizations specific need. While the leaders of the organization were able to effortlessly negotiate the three modes to suit their needs, trustees often equipped themselves with only one mode to handle whatever situation that they were face with.This under sight can be viewed as cause for board mismanagement and poor productivity. A review of the literature shows that when trustees are well equipped in all three modes of leadership that they in essence enable their boards to achieve a leadership of governance (Chait, et al, 2005, p.7). How then can the NPO sector take innovative steps that will enable them to embrace the communities they reach while maintaining

Maeling Thompson Governing for Community & Org. Leadership

Final Project

7/5/2011

their own strength from within? According to literature the most effective way for boards to do this is to implement generative thinking into the core of their fabric. While all three modes of governance are equally important generative governance is the least practiced (Chait et al, 2005). Successful governing requires that boards are able to set the goals and directions of the organization while at the same time being held accountable for the progress of those goals as well. Generative thinking is an essential key to goals becoming realistic and successful. Yet generative thinking often times loses its ability to mature into generative governing because it loses steam after being used to handle different situations. In the process of trying to build a board that is ruled by generative governance what are the steps that can be identified to keep the generative thinking strong in its effort to grow? 1. The first step to overcome thedeterioration of generative thinking is for the board and its members to establish a mental map that gives clarity as to what the boards terrains and boundaries are. 2. 3. Review the signs that signal that an opportunity for generative thinking is occurring. Fortify the board with unified wisdom, experience, and new ideas to support conditions where generative thinking may be most fruitful and productive. 4. Practice a regimen for reflecting on the past accomplishments while progressing toward the future. 5. Identify innovative and creative ways to encourage generative discussion. In light of the preceding steps to support generative thinking there are key elements to focus on as well. Generative thinking should never be viewed as a solution to every decision but every decision should be made with sound wisdom and with a unified board direction. Generative thinking should never be viewed as a sole mode of operation but should be unified with the other

Maeling Thompson Governing for Community & Org. Leadership

Final Project

7/5/2011

two modes to establish a strong support system in which to fall back on. In essence generative thinking can be looked at as the spirit of the board in its attempt to span boundaries and close deficiency gaps. Generative thinking enables the board to see ahead to the future enabling the board to have valuable foresight in times of feeling complacent. Implementing generative thinking begins with first recognizing the landmarks of generative thinking (Chait et al, 2005). Five hallmarks of generative onset are the following: y Ambiguity- there may be multiple interpretations of what is happening and what steps should be taken to gain resolution. y Saliency- the issue (however defined) holds a great amount of weight in the lives and opinions of others. y Risks- the stakes of the situation are high because they reflect the organization and its values. y y Strife- The odds of confusion and conflict are very high for the organization. Irreversibility- decision and handling of the situation may affect the psychological view of those who support it (inside and out). The next step to implement generative thinking is to learn to negotiate boundaries. Boundaries should be viewed as internal (inside boardroom) and external (client populations and community served). The best way for the board to navigate the internal boundaries within itself is to reach beyond the normal way of doing things. This can be interpreted as steering away from the traditional way of doing things. Things that can be done include talking to organization members and finding out what their ideas of the organization are. What ideas do they offer in reference to how the organization might grow or better achieve desired goals? The second part of this would be to bring that information back as ideas for open discussion and not simply

Maeling Thompson Governing for Community & Org. Leadership

Final Project

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throwing the idea or suggestion away as unimportant. Another idea would also be to allow room for testimony and personal reflection whether this is from a fellow board member, an organization employee, or recipient of the organizations mission work. Negotiating external boundaries requires strategy and guided operations to reach across the lines of the NPO sectors. This could involve attending another non-profit board meeting and discovering what common threads weave both organizations together. Consistently looking for ways to network and collaborate with others whose mission and agenda stimulate and reflect that of your own board helps to not only strengthen but also equips both parties to make a dynamic impact on a greater population of recipients. This may also be viewed as an opportunity to not necessarily collaborate but to also learn from the others experiences and ideas. Identifying areas and plans of actions that reflect the primary boards goals and agendas can be used as practice sheet for making sure the best course of action is taken. The last step to implementing generative thinking is to consistently reflect on the past as a key element of making progress to the future. Someone once said that for one to know where theyre going they must first know where they have been. Going back to the past enables the board to gain clarity as to why a goal was accomplished, and also why a goal ended in failure. A few examples of reflecting on the past is to acquire an audit of old financial records (which in itself might hold the key on how to increase budget productivity), and also to reflect on past performance levels to see what marks were reached and which areas could be improved on. A foreseeable outcome of implemented generative thinking can be viewed as NPO board breaking up fallow ground in their day to day operations. To be successful in the new economic paradigm the board must embrace new ideas and abandoning the old way of doing things as always the most plausible solution. Transitions are sometimes awkward and should be

Maeling Thompson Governing for Community & Org. Leadership

Final Project

7/5/2011

recognized as such, however the key is to embrace change even it means taking steady steps to do so. The non-profit board that embraces generative thinking plants a seed that has the ability to mature into tree of innovative power; this innovative power gives the board the power to spread its branches across boundaries that other boards are unable to cross.When full matured generative governance gives the board the ability to do the following four things: y Empowers the board to do great work. Generative thinking encourages trustees and leaders to work together in unity to establish solutions to problematic situations that demand the organizations attention. y Engages and encourages the collective ideas of members. Generative thinking promotes intuitive thinking from members of the board and this enables the board to make better decisions based on united decision instead of just the decision of one or two trustees. y Enhances the boards work and mission. Generative thinking adds richness and purpose to board work, and gives board members the opportunity to feel that they are really making a difference. y Enhances the boards overall value. The board is considered more valuable because all levers of mobility are now accessible. The impact that comes from no stone being left unturned enables the board to fully reach its potential knowing that it has utilized every resource that it has. In conclusion generative thinking is an investment that holds the key to great achievement, reaching goals, enhancing mission, and last but not least bringing a renewed sense of purpose to boards who feel stagnate or stuck in their progress and purpose. How ironic that generative thinking does not require the board to forget the past to embrace the

Maeling Thompson Governing for Community & Org. Leadership

Final Project

7/5/2011

future. To the contrary it requires that the board embrace the old with the new to make progress for successive generations of tomorrow by being innovative leaders of today.

Maeling Thompson Governing for Community & Org. Leadership Works Cited

Final Project

7/5/2011

Chait, R. P., Ryan, W. P., and Taylor, B. E. (2005).Governance as leadership: reframing the work of non-profit boards. Hoboken. N.J. John Wiley & Sons Hall, P. D. A history of non-profit boards in the United States.Retrieved from www. board source.org.