Titlebook: Disaster in the Boardroom; Six Dysfunctions Eve Gerry Brown,Randall S. Peterson Book 2022 The Editor(s) (if applicable) and The Author(s),

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The Subordinated Board: Facebook a dominant CEO with a strong character, but sometimes it happens because of the way power within the organization is structured, for example if the chief executive is also a dominant shareholder and/or has the power to control appointments to the board. When this happens, it becomes hard—if not imp

fatuity

Hiatal-Hernia

Forsake

The Bystander Board: BP and sion of responsibility manifests itself in the lack of challenge, enquiry and scrutiny especially by the independent directors. This can be especially dangerous when the company is faced with a major disaster such as BP and the explosion on one of its contracted oil rigs in the Gulf of Mexico. As a

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shrill

The Conforming Board: Royal Bank of Scotlande for consensus in the boardroom, such as lack of independence, amplification of culture and missing key voices. Groupthink involves a shared Illusion of unanimity where silence is taken as agreement and an element of self-censorship where every board member avoids rocking the boat. All of this was

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Stakeholder Engagement drawn between stakeholder engagement and governance, the latter usually involving direct board representation by employees, customers and so on. We explain the practical barriers to engagement including that some stakeholders lack the necessary knowledge and experience to contribute effectively to

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