LEADER 06028nam 2200757 450 001 9910131414103321 005 20230912153111.0 010 $a1-118-97673-8 010 $a1-119-16054-5 010 $a1-118-97674-6 035 $a(CKB)3710000000441478 035 $a(EBL)2083727 035 $a(SSID)ssj0001515729 035 $a(PQKBManifestationID)11895201 035 $a(PQKBTitleCode)TC0001515729 035 $a(PQKBWorkID)11481503 035 $a(PQKB)11579830 035 $a(DLC) 2015007602 035 $a(Au-PeEL)EBL4180338 035 $a(CaPaEBR)ebr11270071 035 $a(CaONFJC)MIL812229 035 $a(OCoLC)904012308 035 $a(CaSebORM)9781118976722 035 $a(MiAaPQ)EBC4180338 035 $a(MiAaPQ)EBC2083727 035 $a(EXLCZ)993710000000441478 100 $a20161006h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aTranformational governance $ehow boards achieve extraordinary change /$fBeth Gazley and Katha Kissman 205 $a1st edition 210 1$aHoboken, New Jersey :$cASAE :$cWiley,$d2015. 210 4$dİ2015 215 $a1 online resource (291 p.) 225 1 $aASAE/Jossey-Bass Series 300 $aDescription based upon print version of record. 311 $a1-118-97672-X 320 $aIncludes bibliographical references and index. 327 $aTransformational Governance: How Boards Achieve Extraordinary Change; Contents; Foreword; Acknowledgments; Introduction and Study Design; Chapter 1: Where Does Board Change Begin?; Concepts and Application; Understanding the Nature of Change; Types of Change; Change Models; Lewin's Planned Change Model; Action Research Model; The Positive Model; Change and Life-Cycle Theories; Summary; Chapter 2: Change and People; Concepts and Application; Change Agents; Recipients of Change; Using Organizational Culture to Support Recipients of Change 327 $aUsing Emotional Intelligence to Support Recipients of ChangeHabitualizing Change; Summary; Chapter 3: Catalysts and Watersheds; Concepts and Application; Many Windows of Opportunity; Many Starting Points; Summary; Chapter 4: Implementing Change; Concepts and Application; How to Introduce Organizational Change; Starting the Journey of Change; Imagining the Future: Visioning Exercise; Designing a Change Plan; Dealing with Obstacles; Using Knowledge Management to Manage Board Turnover; Anticipating Reactions to Governance Change Using the ""Five Cs"" Framework; Summary 327 $aChapter 5: Leading Sideways: Influencing Change within the BoardConcepts and Application; Supporting Board-Led Change through Team Building; Orientation and Education; Summary; Chapter 6: Leading Up:The CEO's Opportunity; Concepts and Application; Summary; Chapter 7: Leading Forward: The Board Chair's Opportunity; Concepts and Application; Group Facilitation Skills; Generative Thinking; Summary; Chapter 8: Working with External Consultants; Concepts and Application; Engaging Board Consultants; Engaging Interim Management; Successful Engagement of a Consultant; Summary 327 $aChapter 9: Getting the Most from Assessment and EvaluationConcepts and Application; Organizational Strategic Assessment; Board Self-Assessment; Meeting Evaluations and Other Process Evaluations; Summary; Conclusion Strategies and Resources for Success; Summary; Appendix:Tools and Resources; Tools; Team and Group Dynamics; Forming; Storming; Norming; Performing; Adjourning; Team Ground Rules; Sample Communications Guidelines; Board Member Agreement; Duty of Loyalty; Duty of Obedience; Duty of Care; Orientation and the Basic Understanding of the Mission for New Members; Continuing Education 327 $aBoard Meeting AttendanceCommittee Meeting Attendance; Communications; Personal Giving; Ambassadorship and Advocacy; Confidentiality; Conflict of Interest; Board Orientation; Board of Directors' Meeting Evaluation Form; Resources; ASAE; Board Source Learning Center and Store; Policy Governance; CompassPoint Workshops; IFC Global Corporate Governance Forum; Organizational Websites; References; About the Authors; Index; End User License Agreement 330 $a"There has never been so much pressure on nonprofit boards of directors to achieve a level of accountability that meets public and stakeholder expectations. Member-serving association boards maybe especially challenged by their more complex affiliate structures and a greater emphasis on representative governance. But what does the journey to good governance look like? Markedly different from existing board development books, this modern approach focuses lesson the behaviors and qualities of "high-performing boards" and more on the stages and processes that directors and their staff used to transform their boards. Based on research funded by the ASAEFoundation, the book fills a gap in the governance literature by emphasizing diagnosis and problem solving, using the actual tools and activities implemented by 85 transformed associations. Combining the credibility of scholarly research with lively and compelling stories, tools, and teachable moments, this book is designed to help associations and other nonprofit organizations achieve the entire journey to good governance, from first to laststeps"--$cProvided by publisher. 410 0$aASAE/Jossey-Bass Series 606 $aBoards of directors 606 $aNonprofit organizations$xManagement 606 $aOrganizational change 606 $aCorporate governance 615 0$aBoards of directors. 615 0$aNonprofit organizations$xManagement. 615 0$aOrganizational change. 615 0$aCorporate governance. 676 $a658.4/22 700 $aGazley$b Beth$f1961-$0928799 702 $aKissman$b Katha 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910131414103321 996 $aTranformational governance$92087412 997 $aUNINA