Can Governance Learn? The Development of 'Just' D.E.S.E.R.T.s (c) In the Form of the Directors' Effectiveness Self-Evaluation Research Tool

Abstract

The evaluation of organisational governance of Not-for-Profit organisations needs to first involve the Boards of Directors, with the CEOs or senior managers, as the facilitators of a suitable performance measurement system. The paper draws on Australia research into the D.E.S.E.R.T.O (Directors’ Effectiveness Self-Evaluation Research Tool). In various attempts to study organisational governance and the roles of Boards of Directors in evaluation, there were signs of errors or gaps between the espoused theories and the implementation of Board or Governance performance measurement and evaluation, which were not being addressed adequately to promote 'governance learning'. This paper attempts to identify how Boards of Directors might approach evaluation of governance and how to overcome blocks to learning. It is part of an attempt to operationalise Argyris's concepts of organizational learning as a form of governance learning. There appear to be defensive routines which undermine organizational learning by gaps of explanation and gaps of implementation. The paper suggests the need for further research on Boards of Directors and organisational governance learning. But such research and evaluation is likely to be difficult where such defensive routines are not addressed.