As the term implies, boardroom dynamics are a complex web that includes a variety of behaviors and interactions. They are increasingly, being recognised as an essential aspect of successful governance. Regulators, behavioural scientists and governance experts, as well as boards themselves all increasingly recognise that the more subtle aspects of boardroom behaviour make a difference to the effectiveness of a board, more than the structures and boxes to be checked.

The decision-making process of boards can be hampered when members are influenced by their superiors to put their own priorities over the interests of the business and the stakeholder’s. Spring loading is a concern that must be addressed by promoting transparency, accountability, and a culture of open communication. Open communication channels, strong governance mechanisms, diversity, and continuous education and training for board members are proven methods to limit spring loading.

It is also important for boards to engage in vigorous debates and to embrace constructive conflict, especially when it comes to tackling controversial issues or making decisions. This can help to avoid the phenomenon of groupthink, in which the board fails to consider the various options and comes to a decision that is suboptimal for the business. Boards can also use their independent advisors from third parties and corporate secretary to help provide structure, challenge assumptions, and play the devil’s advocate.

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