We
agreed on a collaborative approach. We would videotape a regular
board meeting. After the meeting we would ask board members attending
the meeting to identify at least one problematic moment they had
observed in the meeting, and to briefly assess the effectiveness
of the meeting using a short evaluation form.
A
problematic moment is a moment when the group has the opportunity
to creatively struggle with its differences and solve a particular
problem. An edited version of the videotape was produced containing
four problematic moments, which were identified in the course
of the two-hour meeting.
The
edited tape was fifteen minutes long and was shown to the board
in a one-day retreat. Analysis of each moment helped the board
to assess strengths and areas of improvement in the way the board
managed itself and its differences. Based on this assessment and
discussions, action plans were developed by the group for the
future improvement of the board's work and multicultural relations.
An
example of one of the problematic moments was when the executive
director reported on the key activities of the last month. One
of them had been providing assistance and orientation to immigrants
in the community about a new law that had passed changing the
immigration and residency requirements.
A
brief discussion followed the report, which clarified the need
and scope of the services offered. Various board members voiced
their concern as to whether this activity fitted in with the mission
of the organization and whether it would exhaust the scarce resources
of the organization.
A
Cambodian board member raised his hand and asked to speak. Through
an interpreter, he told the story of his hardship and agony in
coming to this country after being persecuted in Cambodia. In
a very moving description the board member said how important
the former immigration laws had been in saving him and his family,
how important the support received by him from BEC had been for
his survival in the country, and how important it was for BEC
to continue to offer that assistance and support to others in
the community now.
A
few seconds of silence followed his speaking. During this time,
board members later reported, they got in touch with the mission
of the organization and their own commitment to working on the
board. They then felt more comfortable agreeing to support the
immigration assistance program despite the considerable drain
it would mean for the organization's resources. In that moment,
despite their many differences, the board was able to find common
ground for action and for reaffirming the organization mission
with its diversity components.
As
a result of the analysis of the above problematic moment plus
three others, the following sustainable improvements were brought
to the operation of BEC.
1.
Responsibilities and roles were clarified and an internal board
structure was set up consisting of the following committees: (a)
Community outreach committee, (b) Program/staff committee, (c)
Financial/Fund raising committee.
2.
A glossary of multicultural terms used frequently by the board
was produced. Interpreters now sit behind, not next to, people
receiving interpretation. A way for non-English speaking members
to have more input into the agenda was formalized.
3.
The board worked on improving their meeting skills and developed
multicultural norms for their meetings. The board now meets every
month to discuss 5 to 6 issues instead of meeting every two months
with 10 to 12 issues.
4.
Experienced board members began mentoring new board members on
key issues affecting the community.
� 2000, Chaos
Management, Ltd.
