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Boardroom disputes : how to manage the good, weather the bad, and prevent the Ugly : Споры в совете директоров : Как управлять хорошим, пережить плохое и предотвратить ужасное (Russo)

A dynamic board seeks to stimulate the flow of ideas, identify key issues, consider alternatives, and make informed decisions. And for that you need deliberation and debate. But these positive processes can sometimes turn into boardroom disagreements that must be dealt with properly and promptly; otherwise, they can devolve into acrimonious disputes that undermine the board’s effectiveness and the company’s performance. This paper describes key steps that boards can take to mitigate the impact of disputes, and, even better, to minimize the risk of disputes arising in the first place. It is intended as companion and post-training material for a course called ‘managing disputes and difficult conversations on the board.’ This highly interactive course for board directors was created by the IFC Corporate Governance Group in partnership with the Center for Effective Dispute Resolution (CEDR). It is designed to help directors understand board conflict and conflict styles, and it covers difficult scenarios that directors often encounter. The course offers guidance and practical tips for how to have a difficult conversation; for handling avoidance, high emotions, and status issues; and for breaking through deadlock, and how to apply these skills specifically in a board context. This publication also can be used as stand-alone guidance for boards. While the training itself focuses heavily on individual development of interpersonal skills relevant in the board context, this publication also deals with the board as a collective body that needs to cultivate its ability to manage disputes effectively, starting by establishing good corporate governance policies and practices.

Detalhes

  • Data do documento

    2015/01/01

  • TIpo de documento

    Documento de Trabalho

  • No. do relatório

    109567

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Mundo,

  • Região

    Regiões Mundiais,

  • Data de divulgação

    2016/10/27

  • Disclosure Status

    Disclosed

  • Nome do documento

    Споры в совете директоров : Как управлять хорошим, пережить плохое и предотвратить ужасное

  • Palavras-chave

    Global Corporate Governance Forum;alternative dispute resolution;creative problem solving;good corporate governance;Code of Ethics;business performance indicator;compliance with law;resolution of dispute;Enterprise Risk Management;recommendation to shareholder;Venture capital companies;venture capital company;conflict management system;duty of care;flow of idea;flow of information;board meeting;executive session;interpersonal skill;consensus building;specific issue;independent director;minority shareholder;dispute arising;information flow;management authority;Conflict Resolution;strategic development;written permission;performance system;risk indicator;informational material;full participation;majority vote;press release;casting vote;board papers;formal setting;standard practice;seating arrangement;peer pressure;cultural background;minority group;cultural superiority;heavily dependent;extended response;benefit assessment;professional standard;analytical skill;auditing principle;conflict style;equal right;organizational process;internal control;financial plan;capital allocation;financial obligation;material transactions;ethical behavior;clear rules;corporate performance;equal vote;external advisors;discussion topic;information gap;assessment result;external expert;interpersonal relationship;noncommercial use;fiduciary duty;democratic environment;company control;subsidiary right;management succession;corporate philosophy;corporate activity;innovative initiative;preventing disputes;oversight function;civil justice;financial reporting;executive management;gender difference;financial statement;personal behavior;subject matter;labor claim;effective leadership;committee meeting;succession planning;skill need;international negotiation;professional advice;active participant;two-way communication;fiduciary responsibility;cultural sensitivities;skilled individual;civil environment;investment analyst;leadership training;operational strategy;gap analysis;dissenting opinion;network monitoring;nonverbal communication;young people;governance principle;interpersonal communication;building consensus;regular assessment;informal conversation;administrative issues;regulatory restriction;meeting agendas;procedural rule;

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