Board Perspectives: Risk Oversight, Issue 174 

Directors and C-suite executives are not expected to agree on every matter. But when differing perspectives are not probed and understood in a constructive, trust-based and transparent manner, opportunities for improving board and C-suite performance can be missed. Obstructive dissonance can impede the effectiveness of board oversight. However, when differences in perceptions about the board and its work are discussed openly within the context of shared goals, a creative tension emerges that can lead to greater clarity regarding the board’s priorities and performance. 

This issue of Board Perspectives reveals several important opportunities leaders can take to improve board governance and performance.