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1. |
Record Nr. |
UNINA9910482579803321 |
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Autore |
Palladius Niels |
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Titolo |
Om Dommedage[n], en nyttelige Tractat, tilsammen scriffuit och fordansket aff Nicolao Palladio Aar 1559 [[electronic resource]] |
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Pubbl/distr/stampa |
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Copenhagen, : Hans Vingaard, 1559 |
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Descrizione fisica |
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Online resource ([95] s.) |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Reproduction of original in Det Kongelige Bibliotek / The Royal Library (Copenhagen). |
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2. |
Record Nr. |
UNINA9910786475703321 |
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Autore |
Trower Cathy A (Cathy Ann) |
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Titolo |
The practitioner's guide to governance as leadership [[electronic resource] ] : building high-performing nonprofit boards / / Cathy A. Trower ; [foreword by Richard Chait] |
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Pubbl/distr/stampa |
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San Francisco, : Jossey-Bass, c2013 |
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ISBN |
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1-283-83513-4 |
1-118-22423-X |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (272 pages) |
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Disciplina |
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Soggetti |
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Nonprofit organizations - Management |
Corporate governance |
Directors of corporations |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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The Practitioner's Guide to Governance as Leadership: Building High-Performing Nonprofit Boards; Copyright; Contents; List of Exhibits, |
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Figures, and Tables; Exhibits; Tables; Foreword; Preface; Who Should Read this Book; Structure of the Book; Chapter 1: The Governance as Leadership Model; Premises; Underlying Assumptions; Governance Reform; The Three Modes or Mental Maps; Type I: Fiduciary; Type II: Strategic; Type III: Generative; Why Three Modes?; Why Boards Need a Type III Mental Map; Spotting Generative Opportunities; The Three Types of Governance Summarized; Chapter One Highlights |
Chapter 2: Getting Started and Gaining Traction with Governance as LeadershipWhat Is Optimized at Board Meetings?; What Is Different about Generative Governance?; Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation; Reluctance to Change; Fear of Change; Vulnerability and Fear of the Unknown; CEO and Board Ambivalence; Navel-Gazing; Moving to Higher Purpose and Optimizing Performance: Getting Started; Survey Members About Board Service and Board Effectiveness; Build Support; Calculate the Cost of the Status Quo |
Consider Whether to Apply the Three Modes Sequentially or SimultaneouslyMoving to Higher Purpose and Optimizing Performance: Getting Traction; Discuss and Define Generative Thinking; Practice Thinking in Three Modes; Apply Trimodal Thinking to Committee Work; Discuss How the Board Is Doing; Chapter Two Highlights; Chapter 3: Encouraging Critical Thinking in the Boardroom; Critical Thinking and Metacognition; Getting on the Balcony; Ways of Thinking; Hedgehogs and Foxes; Boardroom Lions and Humble Hounds; More Hedgehogs/Lions Than Foxes/Humble Hounds; Impediments to Critical Thinking |
Being WrongBeing Certain; Diagnosis Momentum; Loss Aversion; Delusions of Rationality; How Governance as Leadership Helps; Cognitive Biases and Board Workarounds; Anchoring, Arbitrary Coherence, and Ordering; The Anchoring Cognitive Bias Applied to Boards; Framing and Loss Aversion; The Framing and Loss Aversion Biases Applied to Boards; Confirmation Bias and Cognitive Conservatism; The Confirmation Bias and Cognitive Conservatism Applied to Boards; False Consensus Bias; The False Consensus Bias Applied to Boards; Approaches to Dealing with False Consensus Bias; Bounded Awareness |
Overcoming Bounded Group AwarenessSocial Loafing; Groupthink; The Abilene Paradox; Social Conformity; Cascades (Social, Informational, and Reputational) and Group Polarization (Risky Shift); Avoiding Groupthink and Its Close Cousins; Resist the Urge to Suppress Debate; Engage in Dialogue and Discussion; Learn; Chapter Three Highlights; Chapter 4: Turning Your Board into a High-Performing Team; Social Systems; Groups and Teams; Boards as Teams; Effective Board Teams in the Context of Governance as Leadership; Board Composition; Shared Sense of Compelling Purpose; Values and Behavioral Norms |
New Board Member Orientation |
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Sommario/riassunto |
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Praise for The Practitioner's Guide to Governance as Leadership ""With wisdom and insight, Trower has written the seminal guide for nonprofit boards. This is a must-read for every current and incoming nonprofit board member.""-Joel Allison, president and CEO, Baylor Health Care System ""For nonprofit chief executives who are ready for more engaged and purposeful boards and for board members who want to work more meaningfully and be true partners in leadership, Trower shows the way. She brings Governance as Leadership to life with case studies, t |
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