Board Management and Conflict
As with any work group, conflict can arise on a board. Some common conflicts occur because of clashing personalities, a lack of accountability or attendance, or conflicts of interests related to board membersí outside affiliations. The articles below give some ideas for how to handle these common situations.
Articles and Guides
- Model Engagement: Tools for Better Board Measurement - by Barbara Thomason, IOM, PCED, Chamber Executive magazine (Winter 2017)
- Toolkit: Making Boards Better - Resources from the Chronicle of Philanthropy
- The Dysfunctions of a Board - by Connie Hanner, M.Ed., and Bob Harris, CAE (Fall 2016)
- Must Executive Committee Minutes Be Shared With the Full Board? - Q&A with George E. Constantine, Venable LLP
- What Gets a Board to Support Strategic Planning?- by Mark Athitakis, Associations Now (March 2016)
- Avoiding Board Orientation - Article by Robert C. Harris explains the importance of holding an annual orientation for board members, and discusses some common reasons why board members may not understand the extent of their responsibilities.
- Before Saying "Yes" to Serving on a Board - Checklist from the Robert C. Harris Nonprofit Center has questions to consider before accepting an offer to serve on a board of directors provides information about documents that prospective board members should review, as well as what to ask about expectations, risk and compliance.
- Forty Chamber Challenges: Boards, Committees, Strategic Planning, and Policy Adoption - The Robert C. Harris Nonprofit Center addresses four areas of persistent concern: boards and governance, committee management, strategic planning, and policy implementation. It identifies ten challenges related to each area, and suggests perspectives and solutions for each.
- When Board Members Just Don't Get It - Nonprofit Times (November 24, 2014)
- Don't Fire Until You See They're Out of Line: Ideas on handling difficult board members, by Brad Holt, ACCE News (November 2011)
- Quick Governance and Management Fixes, by Bob Harris, Chamber Executive magazine (Winter 2011)
- Legal Matters: Ethics Q&A, by George E. Constantine, III, Esq., Chamber Executive magazine (Winter 2010)
- An Effective Board Begins With Clarity, by Mark Eagan, Chamber Executive magazine (Winter 2009)
- How Effective Is Your Board?, by Lana J. Furr and Richard M. Furr, Ph.D, Chamber Executive magazine (Winter 2007)
- Board Effectiveness: Replacing the Classic Cycle of Dysfunction, by Aldonna R. Ambler, Chamber Executive magazine (January/February 2005)
- Board Policy is Good Policy, by Robert C. Harris, Chamber Executive magazine (January/February 2005)
- How Well Does Your Board Govern?, by BoardSource, Chamber Executive magazine (January/Feburary 2004)
- The Chamber Board, by Susan Higginbotham, Chamber Executive magazine (January/February 2003)
Books & eBooks
Conflict of Interest
- Obstructive Behaviors and Coping Strategies - This document from Birnbach Success Solutions contains a list of different types of obstructive behaviors along with cues for recognizing them and strategies for how to cope.
- Board of Directors Code of Conduct Agreement - The Bowling Green Area Chamber's agreement covers conflicts of interest and confidentiality, as well as the chamber's antitrust, fraud and harassment policies.
- Board of Directors Ethics Policy - The Greater Cleveland Partnership's policy addresses conflicts of interest, confidential Information, oversight & consequences of violation, and a Board of Directors Conflict of Interest Statement 2012 Declaration and Report.
- Ethics Policies - The Greater Valparaiso Chamber created this policy manual for ethical standards ordinances. It addresses appointments and employment, use of public property, conflicts of interest, statement for disclosure of economic interest, ethics commission, and the establishment of an Ethics Officer.
- Board Member Code of Conduct and Service Commitment Pledge - Agreement from the Lebanon Valley Chamber acknowledges each board member's role, commitment and duties to the chamber board.
- Code of Ethics - The Montgomery Ohio Chamber of Commerce Code of Ethical Practices sets forth guidelines to ensure that Chamber employees, directors, and all related parties maintain the highest ethical standards in the conduct of Chamber affairs.
- Code of Conduct Board Sample - This code of conduct from the Robert C. Harris Nonprofit Center outlines the roles, commitments, and behaviors appropriate for members of the Board.
- Code of Conduct and Conflicts of Interest Sample - This document from the Robert C. Harris Nonprofit Center communicates the general responsibilities to members of the Board of Directors and details the processes for identifying and handling conflicts of interest.
- Conduct a Governance Review - This document from the Robert C. Harris Nonprofit Center provides suggestions for improving governance in several areas, including board organization and structure, mission, meetings, and strategic planning.
- Risk Management for Chambers - Flowchart from the Robert C. Harris Nonprofit Center divides risk management considerations and relevant policies into three areas of concern: federal, state and workforce.
- Board-Conduct Certificate - This is a sample conduct certificate from the Toledo Regional Chamber of Commerce, which states that the person signing has read and agrees to the Code of Conduct for volunteers.
- Board-Code of Conduct - This document applies to volunteer practices at the Toledo Regional Chamber of Commerce.
Board Assessment & Evaluation Samples
Convention & Seminar Resources
- "Board Restructuring," presentation by Bob Rohrlack of the Greater Tampa Chamber of Commerce, from ACCE 2013 Annual Convention
Videos, Webinars & ACCE U Resources
Related Chamberpedia Topics
| Governance and Leadership
| Board Management and ConflictLast Updated: 2/20/2017