Across-the-Board Contradictions: Re-aligning foundation trustees to incentivize learning

Tanya Beer writes: “One of the things that routinely gets in the way of foundations having a learning culture is what happens when staff and boards engage. The problem is that most of the routines in the board room are actually based on the mental model that social change is a technocratic problem-solving endeavor. So what happens—in the ways that artefacts get exchanged with boards, and in the ways that board conversations get set up—is that we incentivize and reward staff who project a degree of certainty about how social change happens that’s just not real because the change process is much more complex…”

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