Home' Independence : Independence Vol 31 No 2 Nov 2006 Contents Independence Volume 31 No. 2 9
• Look backward and forward. The
role of the board is to make meaning
of the past as well as policies for
the future. Differentiate between a
packaged past (audits, reports, data)
and an unpackaged past (recollection,
interpretation, anecdotes, legends).
• Look outside and inside. Confer with
stakeholders, learn what others think.
• Catalyze discussion as well as analyse
data. Legitimate debate and criticism,
encourage playfulness of mind.
Raise introspective as well as
• Organize to discern and to decide.
Identify knowledge gaps. Tap the
intellectual capital of the board as well
as technical expertise. Discern problems
for staff to ponder as well as consider
solutions to proposals staff present.
When organisations embrace governance
as leadership the board is empowered,
its intellectual capital is engaged and
its work is enriched. Closing the gap
between good and great governance can
also make the difference between a good
and a great school.
Tri-modal governance is explained in
Governance as Leadership: Reframing the
Work of Nonprofit Boards, co-authored
by Professor Chait with William P. Ryan
and Barbara E. Taylor; published by John
Wiley & Sons; ISBN 0471684201.
The Powerpoint presentations linked to
Professor Chait's keynote address and
workshop at the Independent Schools
Council of Australia's national biennial
conference can be viewed on ISCA's
website at www.isca.edu.au by clicking on
'ISCA Conference' in the left-hand menu.
The Association of Independent
Schools of WA and the Association
of Independent Schools of SA are
hosting a visit by Professor Chait to
their states in the second half of 2007.
Further information will be available
at www.ais.wa.edu.au and
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