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Building better National Health Service boards

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Abstract:

Nationally and internationally, the focus of interest around building better performing boards has been mainly structural and procedural, recommending a plethora of changes to the architecture of committees and the kinds of skills, knowledge and experiences required to operate successfully at board level. Whilst such reforms have been necessary and helpful, they are not sufficient in themselves to improve the performance of boards. Our learning from working with a whole variety of NHS Boards is that they also need to get the balance right between board members trusting one another and constructively challenging each other if higher levels of performance are to be secured. This article will describe these two fundamental aspects in detail, demonstrate what happens when there is too much of one and not enough of the other and outline how they can be pro-actively nurtured, reinforced and protected in the NHS boardroom.

Keywords: CHALLENGE; CORPORATE GOVERNANCE; CULTURE; NHS BOARDS; TRUST

Document Type: Regular Paper

Publication date: June 1, 2005

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