In my previous post, I described a first step in addressing the complex interpersonal issues that can hinder an organization’s governance effectiveness. After forming a committee of rival stakeholders we work to clearly define the issue that has the organization seemingly deadlocked.

This process includes detailing the history of the issue, past attempts to address it, and any other pertinent facts or observations.

But the goal of this process moves beyond pure catharsis when we begin to pose “what if” scenarios. By engaging the committee members in a reasoning process without immediately requiring they declare their support or opposition for any given idea, stakeholders begin to see commonalities of interest that were previously masked, and the vague outlines of a solution start to emerge…

This entry was posted on Tuesday, June 17th, 2008 at 3:22 pm and is filed under Consulting for Nonprofits. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.