1
Q
What is bias in terms of diversity?
A
An implicit attitude or association about a group that operates beyond our control and awareness.
2
Q
What are micro aggressions?
A
Words or actions that although not noticed, reinforce stereotypes and this reduce the likelihood of viewing people according to their individual merits.
Boardroom Dynamics
flashcards
Decks in class (92)
# Cards
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1.1 The emergence of board dynamics in governance6
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1.2 The evolving focus of governance2
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1.3 Organisational failures7
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1.4 Interest in human factors14
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1.5 Shifts in approaches to leadership3
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1.6 Focus on ethics2
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1.7 How corporate governance is maturing4
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1.8 A broader model of corporate governance8
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1.9 Defining board dynamics8
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1.10 The evolving role of the company secretary10
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2.1 Governance structures4
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2.2 Govenance theory related to board structure5
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2.3 Defining structural elements of boards6
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2.4 Impact of board structures on performance23
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3.1 Board director demographics and attributes8
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3.2 Board demographics15
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3.3 Board attributes22
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4.1 Psychology of the board6
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4.2 The importance of board dynamics3
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4.3 Defining board dynamics4
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4.4 Characteristics of boards and board meetings11
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4.5 Boards as high-performing teams16
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4.6 Board team outcomes8
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4.7 Board team processes2
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5.1 Board decision making5
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5.2 Board decision making - an overview4
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5.3 Evidence based boards4
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5.4 Cognitive biases20
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5.5 Individual difference in relation to decision making5
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5.6 Decision making tools13
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5.7 Board team decision making - key factors and tools to contribute to a better process0
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6.1 Stakeholder conversations3
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6.2 Stakeholder systems2
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6.3 Systems inside the board25
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6.4 Sytems outside the board6
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7.1 Culture in the boardroom7
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7.2 Governance and culture1
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7.3 Defining board culture6
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7.4 Board cultural markers4
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7.5 Board cultural dynamics17
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7.6 How to influence board culture5
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8.1 Diversity in the boardroom5
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8.2 Diversity in governance5
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8.3 Types of diversity2
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8.4 The impact of diversity on dynamics and performance18
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8.5 Diversity mindset2
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8.6 How to promote a diversity mindset4
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9.1 The effect of meeting design on boardroom dynamics8
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9.2 Introduction to meeting design8
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9.3 Temporal characteristics10
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9.4 Physical characteristics9
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9.5 Procedural characteristics6
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9.6 Attendee characteristics4
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9.7 Board design checklist0
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10.1 The role of the governance professional in influencing the board5
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10.2 The twenty-first century governance professional4
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10.3 The company secretary as strategic leader7
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10.4 Leadership influence16
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10.5 Ethical dilemmas0
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11.1 Effective talent management5
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11.2 Board talent management overview7
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11.3 Board competencies16
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11.4 Board recruitment4
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11.5 Board induction4
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11.6 Board learning and development4
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11.7 Board performance management7
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11.8 Board succession2
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12.1 Board evaluation5
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12.2 The company secretary as board consultant5
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12.3 The current landscape of board evaluation8
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12.4 How to conduct board evaluations14
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12.5 Board evaluation - moving towards best practice3
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13.1 Cultural differences in the boardroom6
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13.2 The company secretary as cultural diplomat4
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13.3 Cultural development22
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13.4 Company culture3
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13.5 Sector culture10
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13.6 Country culture5
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14.1 Developing behavioural agility9
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14.2 The company secretary as team coach3
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14.3 One-to-one coach12
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14.4 Mentor6
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14.5 Systemic team coach6
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14.6 Facilitator16
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14.7 Other supporting roles3
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14.8 Concluding thoughts0
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15.1 Maintaining personal resilience8
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15.2 The requirement of resilience5
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15.3 The stress response4
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15.4 Defining resilience2
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15.5 Building resilience19
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15.6 A resilient board dynamic7
