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O B
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Decks in this class (92)
1.1 The emergence of board dynamics in governance
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6
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1.2 The evolving focus of governance
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2
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1.3 Organisational failures
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7
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1.4 Interest in human factors
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14
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1.5 Shifts in approaches to leadership
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3
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1.6 Focus on ethics
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2
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1.7 How corporate governance is maturing
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4
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1.8 A broader model of corporate governance
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8
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1.9 Defining board dynamics
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8
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1.10 The evolving role of the company secretary
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10
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2.1 Governance structures
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4
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2.2 Govenance theory related to board structure
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5
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2.3 Defining structural elements of boards
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6
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2.4 Impact of board structures on performance
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23
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3.1 Board director demographics and attributes
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8
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3.2 Board demographics
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15
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3.3 Board attributes
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22
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4.1 Psychology of the board
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6
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4.2 The importance of board dynamics
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3
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4.3 Defining board dynamics
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4
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4.4 Characteristics of boards and board meetings
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11
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4.5 Boards as high-performing teams
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16
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4.6 Board team outcomes
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8
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4.7 Board team processes
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2
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5.1 Board decision making
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5
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5.2 Board decision making - an overview
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4
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5.3 Evidence based boards
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4
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5.4 Cognitive biases
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20
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5.5 Individual difference in relation to decision making
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5
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5.6 Decision making tools
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13
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5.7 Board team decision making - key factors and tools to contribute to a better process
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0
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6.1 Stakeholder conversations
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3
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6.2 Stakeholder systems
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2
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6.3 Systems inside the board
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25
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6.4 Sytems outside the board
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6
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7.1 Culture in the boardroom
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7
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7.2 Governance and culture
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1
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7.3 Defining board culture
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6
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7.4 Board cultural markers
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4
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7.5 Board cultural dynamics
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17
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7.6 How to influence board culture
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5
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8.1 Diversity in the boardroom
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5
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8.2 Diversity in governance
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5
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8.3 Types of diversity
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2
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8.4 The impact of diversity on dynamics and performance
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18
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8.5 Diversity mindset
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2
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8.6 How to promote a diversity mindset
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4
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9.1 The effect of meeting design on boardroom dynamics
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8
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9.2 Introduction to meeting design
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8
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9.3 Temporal characteristics
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10
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9.4 Physical characteristics
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9
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9.5 Procedural characteristics
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6
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9.6 Attendee characteristics
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4
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9.7 Board design checklist
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0
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10.1 The role of the governance professional in influencing the board
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5
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10.2 The twenty-first century governance professional
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4
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10.3 The company secretary as strategic leader
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7
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10.4 Leadership influence
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16
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10.5 Ethical dilemmas
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0
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11.1 Effective talent management
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5
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11.2 Board talent management overview
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7
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11.3 Board competencies
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16
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11.4 Board recruitment
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4
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11.5 Board induction
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4
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11.6 Board learning and development
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4
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11.7 Board performance management
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7
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11.8 Board succession
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2
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12.1 Board evaluation
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5
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12.2 The company secretary as board consultant
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5
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12.3 The current landscape of board evaluation
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8
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12.4 How to conduct board evaluations
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14
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12.5 Board evaluation - moving towards best practice
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3
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13.1 Cultural differences in the boardroom
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6
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13.2 The company secretary as cultural diplomat
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4
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13.3 Cultural development
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22
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13.4 Company culture
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3
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13.5 Sector culture
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10
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13.6 Country culture
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5
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14.1 Developing behavioural agility
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9
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14.2 The company secretary as team coach
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3
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14.3 One-to-one coach
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12
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14.4 Mentor
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6
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14.5 Systemic team coach
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6
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14.6 Facilitator
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16
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14.7 Other supporting roles
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3
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14.8 Concluding thoughts
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0
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15.1 Maintaining personal resilience
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8
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15.2 The requirement of resilience
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5
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15.3 The stress response
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4
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15.4 Defining resilience
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2
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15.5 Building resilience
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19
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15.6 A resilient board dynamic
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7
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