Board Swamped with Overload

Everybody's getting into the act now. Paul made such a noise about the increase in spending for Development Department's budget that he alienates his colleagues. Tempus fidgets and Gloria's got to leave, we've spent the hour allotted and still are nowhere close to a decision to approve the next year's budget. Even laid-back Sam is starting to feel some irritation and begins to say things that don't exactly lend themselves to constructive examination of the issues involved.

Each person has their own image of themselves and who they are, which needs constant polishing. Everyone in the group is either consciously or unconsciously working on this and the way they perceive others see them. Each is trying to get something done by way of enhancing their own role and standing in the group. To top it off, there are professional agendas operating, constraints on and mis-management of time, There's the matter of the way the CEO "sprung" this on the Board through the budget process. There's the demand that the budget be approved because of the fact that the fiscal year is about to end.

As the discussion proceeds, we have to ask a question: Can any of the Board members really see clearly enough through all the stuff that's on the table, all the fog generated in peoples' minds by all these factors, to suggest a way of proceeding that will lead to a decision that is wise and fair and effective at moving the organization ahead strategically?

Paul's in a sweat to make himself heard, raise his point and keep it foremost. He now has a lot at stake and feels he must personally drive home a decision to scrap the database project, even if only because he first saw it as a "hidden agenda" by the CEO.

Gloria's really put off by that, has sided with the CEO, and now must bear the burden of the fact that he buried the bone in the budget even though she would rather have had it done another way. Neither she nor Paul can afford to "back off" for fear of losing "face" in the group.

Sam's really given it a try, he knows this is needed, but he's getting anxious because he sees not only the discussion falling apart, but the board's effectiveness as well. He's worried that, once again, Do-Good might be in for a resignation surprise, and he doesn't want that to happen. He's looking around for some sort of way to interject an alternate plan into the discussion.

Melinda is basically putting on her coat to leave. She said her piece, her mind's not on the discussion by this point, she's in a rush to get outta there! Her boss is waiting. Besides, she's seen these kinds of discussion before and knows this one is going nowhere; it's a waste of time.

Mary doesn't know what to do. She's never comfortable in a fight like this. Her peers never do this kind of thing. Knife in the back, clever manipulation, power plays, she's seen it all, but never in a loud discussion. It's always done behind the scenes in her crowd. So she's at a loss to keep up appearances with this group.

Tom suddenly sees the incredible difference between business execs arguing like this and the members of a charity board doing it. With the business guys there 's a lot of money at stake and the guy who loses or wins the argument has a lot at stake. Even if the decision isn't made well and thoroughly, it will be made and the business will either sink or swim – people will either go broke or come out with unbelievable riches. In the charity, the argument is over a few thousands of dollars and no matter who wins the outcome won't cost anybody anything except some face, a few headaches and an ulcer.

In this situation, how can deliberative thought be done on an issue as complex as the enhancements planned for fundraising infrastructure?