Governance

Someone exhibiting concientious behaviour would typically perceive governance as:

• of value if robustly defined, captured and agreed to by all relevant parties;

• about the flow of reliable and precise information to aide decision making;

• requiring a central function or similar that ensures compliance to the agreed best practice.

Concientious behaviour would typically propose or want to see:

• a detailed and comprehensive description that has been formally signed off and openly available;

• systematic and consistent good practice including structures and procedures to ensure a consistent and systematic approach is adopted;

• information flow and decision making happening as agreed with the team;

• monitoring of the level of complexity of the work and making changes to the agreed practice;

• a formal and, where possible, objective description of ethics and associated standards and behaviours - in particular around commitments to what will be done and how it will be done.

Someone exhibiting dominant behaviour would typically perceive governance as:

• requiring defined accountabilities and performance measures for how well it operates and the value the investment in it adds;

• a means of making better and quicker decisions to mitigate the risk to delivery;

• requiring a lean central function or similar with the authority to make informed and timely decisions.

Dominant behaviour would typically propose or want to see:

• a simple but robust form of governance that results in clear and speedy decision making;

• single point responsibility and accountabilities clearly laid out, communicated and formally accepted;

• sufficient freedom for leaders to make decisions and take action as they see necessary to aide delivery;

• information that is simple, summarised and objective;

• meetings that are short, structured and outcome focused and only as frequent as is necessary to make decisions that are important to delivery;

• ethics and associated standards and behaviours described in outline - in particular around the importance of meeting commitments that facilitate success.

Someone exhibiting steady behaviour would typically perceive governance as:

• requiring clearly defined roles and responsibilities that are performed by competent people with adequate resources and support;

• about the individual and the capability they need to balance the needs of stakeholders around ethical and transparency issues;

• most effective when there is shared and defined responsibility for effective governance across the team.

Steady behaviour would typically propose or want to see:

• governance arrangements that are focused on ensuring cooperation and balancing of the needs of different stakeholders;

• an approach that is used by all, is not overly burdensome, provides support when necessary and allows for feedback that is used when decisions are made.

• clearly identified roles and responsibilities across the team to that ensure people understand their place and the commitments they are making;

• a discussion on ethics and associated standards and behaviours - in particular around the quality of relationships and trust.

Someone exhibiting influential behaviour would typically perceive governance as:

• requiring only simple or informal structures and procedures that clarify how information flows and decisions are made;

• about the dynamics of how the team and stakeholders interact and share information to achieve a common aim;

• most effective when there is a shared responsibility across the team that is monitored through collective and regular communication and dialogue.

Influential behaviour would typically propose or want to see:

• flexible arrangements that can be adapted to meet circumstances as they arise without limiting the team;

• the minimal level of central control and oversight to achieve the objectives;

• active involvement of teams and stakeholders to ensure they have the information needed to make effective decisions;

• an open discussion on ethics and associated standards and behaviours - in particular around the importance of building relationships and trust.