Navigating dialogue about implementing the SDGs
Governance Advisory
This approach is for:
- Statutory bodies, social enterprises, and public sector organisations where financial governance frameworks are perceived to dominate
- Boards sensing that important considerations get systematically excluded from decision-making
- Governance architecture that embodies one logic but the organisational context demands multiple frames
What this involves:
Board review and observation followed by iterative feedback and framing work. This means:
- Noticing how current architecture embodies and reinforces the prevailing logic
- Identifying what gets excluded when one frame dominates
- Practising reframing; seeing the same situation through different logics
- Developing capacity for faster toggling between frames to enable better-informed decision-making
- Expanding the logic bandwidth, the board can hold
What you develop:
Not recommendations for restructuring governance, but board capacity to recognise when they’re blindsided in single-logic thinking and the ability to consciously shift between frames. This means working towards better informed decision-making that can accommodate economic, social, environmental, and mission logics without unconsciously defaulting to the most familiar one.