The Boston Foundation December 15, 2004

1. The Boston FoundationDecember 15, 2004 The Governance Futures Project

2. What’s the Problem? G o v e r n a n c e as L e a d e r s h i p

3. What kind of governing do modern organizations demand? Effective leaders see organizations as they really are: • Complex, multi-dimensional • Partly non-rational • Venues that demand multiple modes The board sees organizations as we wish they were: • Simple • Rational • Amenable to governance by task and structure G o v e r n a n c e as L e a d e r s h i p

4. The Governance Triangle Governance as Leadership Type II: StrategicThe LogicalOrganization Type III:GenerativeThe ExpressiveOrganization Type I: FiduciaryThe Productive Organization G o v e r n a n c e as L e a d e r s h i p

5. Generative Thinking • Definition: A cognitive process for deciding what to pay attention to, what it means, and what to do about it. • Familiar version: Paradigm shifts • Less familiar: Organizational process • Implication: Made explicit, generative thinking is governance G o v e r n a n c e as L e a d e r s h i p

6. Locating Generative Thinking The Generative Curve Looming, Nagging, Intriguing Opportunityfor Generative Work Plans, Strategies, Technical Solutions Time The opportunity to influence generative work declines as issues are framed and converted into plans, strategies, and problems. G o v e r n a n c e as L e a d e r s h i p

7. The Generative Dilemma Generative Curve Amount Typical Board Involvement Curve Time Trustee involvement is lowest where generative opportunity is greatest; trustee involvement increases as generative opportunity declines. G o v e r n a n c e as L e a d e r s h i p

8. Generative Thinking in Organizations G o v e r n a n c e as L e a d e r s h i p

9. Generative Thinking: Four Scenarios Staff Engagement High Trustee Engagement Low G o v e r n a n c e as L e a d e r s h i p