The Questioning Board strategic thinking responsible compliance

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The Questioning Boardstrategic thinking -
responsible compliance

• John Little
• Australian Catholic University
• Centre for Research
• into Ethics and Decision-making
• in Organizations

NOT Part of NEALS. This material is
excluded from NEALS.
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What preventsgrowth?
What nurtures growth?
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The structure of governance (and control)
Trust
Value
Choice
Fact
The Ground
4
Questions . seeking answers
choice
Will I?
be responsible
4
Short answer
yes, no
.. (maybe)
Is it?
be reasonable
3
Long answer
explanation
Why?, how?
2
be intelligent
Who?, what?, When?, where?..
data
1
be attentive
be open and driving
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A new template of control a dynamic structure
4
3
2
1
enquiry
public
personal and invisible
wonder
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Control as compliance
1. within self
be responsible
2. with others
be reasonable
be intelligent
be attentive
be open
Progress if compliance Decline if not
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Some questions for self - inner compliance /
integrity

• do I walk the talk?
• does my speech reflect blame or responsibility?
• am I acting on what I judge to be correct?
• have I asked all relevant questions in order to
  assent?
• am I clear, accurate and complete in what I
  express?
• do I understand?
• have I got all the data? etc etc

be responsible
be reasonable
be intelligent
be attentive
be open

• am I open?

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The School co-operating in 8 value-adding
products
board
5. Vision / mission / values
4. Positions
be responsible
3. Facts / reality / risks / probabilities
6. Policy / strategy
be reasonable
2. Opportunities / possibilities
7. Plan / capability
be intelligent
be attentive
8. Action on the ground Valued outcomes
1. Research
be open
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Some questions as a board member

• are we in touch with the business?
• do we understand the industry?
• have we assessed our risks?
• do we hold what is given to us in trust?
• does our mission and vision reflect this?
• do our policies and strategies reflect our
  values?
• is our capability right?
• are we on track - and what research / evidence
  backs this up?

5. Vision / mission / value
4. Positions
3. Facts / risks
6. Policy / strategy
2. Opportunities
7. Plan / capability
1. Research
8. Valued outcomes
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The heart of the school as the willing of..
bishop
CEO
principal staff
parents
government
children
community

• and reassured by
• attentive
• intelligent
• rational
• responsible
• stewardship

• expressed by entrusting
• capital
• resources
• powers
• values

Values
Rights Responsibilities
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The good in the willingis the schools source
of values
Openness to transcendent reality Friendship Integr
ity Truth Beauty Achievement (in work and
play) Life itself T Daly
The golden rule
Personal good
The sleep test
personal
social
Particular goods
Good order
Values
Rights Responsibilities
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What stops one from asking questions?
On a board
What helps one to ask questions?

• fear
• lack of knowledge
• being put down in the past
• intimidation by others
• lack of interest
• lack of engagement
• specialist interest
• pressure to decide and come to agreement
• aggression
• defensiveness of others

• openness
• encouragement
• courage
• protocols in place
• reading board papers before meeting
• preparation
• time to reflect
• reduce time pressure
• relaxed style
• acknowledge that no question is off the agenda -
  that all are acceptable
• taking time to answer
• valuing them

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some excuses for not asking a question

• I better not rock the boat
• they will not understand
• I am making a mountain out of a molehill
• I will look a fool
• this is not my area of expertise
• who am I to say anything?
• surely Bill will say something
• the Catholic Ed Off is to blame
• the bishop is not interested
• this is not my business..
• Ill just wait and see what happens

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In conclusion - excellence into the future is
promoted ..
..by a questioning board
..which engages the heart, mind and hand of
the school