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| About Boardsource | |
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| About the Authors | |
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| Preface | |
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| Acknowledgments | |
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| First Principles | |
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| Nonprofit Managers Have Become Leaders | |
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| Trustees Are Acting More Like Managers | |
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| There Are Three Modes of Governance, All Created Equal | |
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| Three Modes Are Better Than Two or One | |
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| Problem Boards or Board Problems? | |
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| Problems of Performance | |
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| From Problems of Performance to Problems of Purpose | |
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| Some Official Work Is Highly Episodic | |
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| Some Official Work Is Intrinsically Unsatisfying | |
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| Some Important Unofficial Work Is Undemanding | |
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| Some Unofficial Work Is Rewarding but Discouraged | |
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| The Challenge of Reform | |
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| Type I Governing: Fiduciary | |
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| Type I Governing | |
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| The Type I Mental Map | |
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| The Type I Board | |
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| Assessing the Problems | |
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| Conclusion | |
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| Type II Governing: Strategic | |
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| Nonprofits Enter the Marketplace | |
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| Boards and Formal Strategy: A Type I Approach to Type II Work | |
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| Strategic Disillusionment | |
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| Strategic Thinking: Beyond a Type I Mindset | |
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| Governing in Type II Mode | |
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| The Evolution of Strategic Governance | |
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| Processes and Structures for Type II Governing | |
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| Implementing Strategy | |
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| Why Not Just Types I and II? | |
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| Type III: Generative Thinking | |
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| The Power of Generative Thinking in Organizations | |
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| Inside the Black Box of Generative Thinking | |
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| Toward Generative Governing | |
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| Leadership as Governance: Executives Displace Trustees | |
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| Governance by Default: Trustees and Executives Disengage | |
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| Governance by Fiat: Trustees Displace Executives | |
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| Type III Governance: Trustees and Executives Collaborate | |
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| Can Boards Do It? | |
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| Type III: Generative Governing | |
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| Using a Type III Mental Map of the Organization | |
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| Recognizing Generative Landmarks | |
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| Generative Landmarks | |
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| Embedded Issues | |
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| Spotting "Triple Helix" Situations | |
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| Working at the Boundary | |
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| Working at the Internal Boundary | |
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| Working at the External Boundary | |
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| Looking Back: The Future in the Rear-View Mirror | |
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| Deliberating and Discussing Differently | |
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| The Cardinal Rule: Suspend the Rules | |
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| Promoting Robust Dialogue | |
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| Mind the Mode | |
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| The Payoffs | |
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| Working Capital That Makes Governance Work | |
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| Intellectual Capital | |
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| Reputational Capital | |
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| Political Capital | |
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| Social Capital | |
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| Capitalizing on Trustees | |
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| Where to Next? | |
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| Is the Game Worth the Candle? | |
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| Diagnostics | |
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| "Attractive Nuisances" | |
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| A New Covenant | |
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| Coming Full Circle | |
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| References | |
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| Index | |