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Boardroom Dynamics - FINAL > Case Study References > Flashcards

Case Study References Flashcards

1
Q

What are the 6 stages of cultural development?

A
  1. Denial
  2. Defence
  3. Minimisation
  4. Acceptance
  5. Adaptation
  6. Integration
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2
Q

What are the 6 lenses of board dynamics?

A
  1. The individual director - personalities, life roles
  2. The inter-personal director relationships - trust is key (Stav and Charlie)
  3. Board team relationships - Tuckman, Lencioni
  4. Board team tasks - 4 P’s
  5. The board’s stakeholder interfaces - stakeholders categorised by power, influence, interest
  6. The board’s wider systemic context - wider environment (PESTLE)
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3
Q

What is the WRAP Framework?

A

Widen options
Reality
Attain distance before making a decision
Prepare to be wrong

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4
Q

What is the resilience in practice model?

A

Hint: “Call PC Holy Shit”
Physical - eat, move, sleep
Cognitive - reframe, inoculate, build belief, active coping
Humanistic - signature strengths, moral compass, meaning
Social - social connections, support

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5
Q

What are the 3 core elements of stress?

A
  1. Demands - placed on individual
  2. Appraisal - perception as opportunity or threat
  3. Response - fight or flight, high blood pressure, burn-out, increased heart rate, change in behaviour (Stav)
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6
Q

How can you help make a new idea stick?

A 
The SUCCES model:
Simple
Unexpected
Concrete
Credible
Emotional
Stories
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7
Q

What are the 4 categories of the 21 characteristics that could affect perceptions of meeting quality?

A
  1. Temporal - length, time, promptness
  2. Physical - lighting, noise, temp, refreshments
  3. Procedural - agenda prep and use, pre-agreement
  4. Attendee - number of attendees, use of facilitator
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8
Q

What are ways of managing conflict in meetings?

A

Kilman’s 5 methods of conflict handling:

  1. Avoid
  2. Accommodate
  3. Compete
  4. Compromise
  5. Collaborate
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9
Q

What is the 11 C’s Model

A

Demographics (Capacity, Capability, Connections)
Attributes (Character, Commitment, Competence)
Dynamics (Culture, Challenge, Cohesion)
Structure (Configuration, Compliance)

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10
Q

What are the 4 categories of Dulewicz’s 16 board tasks?

A
  1. supervision of management
  2. accountability to shareholders and other stakeholders
  3. strategy and structure and longer-term vision
  4. mission, values and policy formation
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11
Q

Name all stages of Tuckman’s stages of group development

A 
Forming
Storming
Norming
Performing
Adjourning
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12
Q

Name the 5 Dysfunctions of a Team developed by Lencioni

A
  1. ABSENCE OF TRUST
  2. FEAR OF CONFLICT
  3. LACK OF COMMITMENT
  4. AVOIDANCE OF ACCOUNTABILITY
  5. INATTENTION TO RESULTS
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13
Q

What is the Radical Candour model?

A

Manipulative insincerity – silence & worrying about own feelings (not saying anything)

Ruinous empathy – scared to challenge but does care about the colleague (tiptoeing around the issue)

Obnoxious aggression – army-style masculine approach to leadership (calling someone out)

Radical candour – cares personally & challenges directly (communicate/be discreet)

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14
Q

What are the 6 principles of Wates Corporate Principles for Large Private Companies?

A
  1. Purpose and Leadership
  2. Board Composition
  3. Director Responsibilities
  4. Opportunity and Risk
  5. Remuneration
  6. Stakeholder Relationships and Engagement
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15
Q

How does Stomana comply with the Wates Principles?

A

Principle 1 “Purpose and Leadership” - clear purpose stated of Stomana

Principle 2 “Board Composition” - balance of skills, backgrounds, experience and knowledge

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16
Q

How does Stomana not comply with the Wates Principles

A

Principle 2 “Board Composition” - Stav as the Chair is not effective in this position. Individual directors not all able to make a valuation contribution (NEDs with insufficient experience currently).

Principle 3 “Director Responsibilities” - unclear if the board understands their accountability and responsibilities.

Principle 4 “Opportunity and Risk” - Charlie not willing to look at Bulgaria factory. No policy for future opportunities. No risk appetite agreed.

Principle 6 “Stakeholder Relationships and Engagement” - 2 way dialogue, both informal and formal with workforce

17
Q

What are Cohen’s currencies of influence?

A 
Inspiration
Task
Position
Relationship
Personal

Boardroom Dynamics - FINAL (1 decks)

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