Winners and finalists of the 2022 Indigenous Governance Awards talk about the importance of developing the next generation of leaders and how succession planning takes place in their organisation...
Organisational hotspots for conflict and complaints
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Home
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01 Understanding governance
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02 Culture and governance
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03 Getting Started
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04 Leadership
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05 Governing the organisation
- 5.0 Governing the organisation
- 5.1 Roles, responsibilities and rights of a governing body
- 5.2 Accountability: what is it, to whom and how?
- 5.3 Decision making by the governing body
- 5.4 Governing finances and resources
- 5.5 Communicating
- 5.6 Future planning
- 5.7 Building capacity and confidence for governing bodies
- 5.8 Case Studies
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06 Rules and policies
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07 Management and staff
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08 Disputes and complaints
- 8.0 Disputes and complaints
- 8.1 Aboriginal and Torres Strait Islander and non-Indigenous approaches
- 8.2 Core principles and skills for dispute and complaint resolution
- 8.3 Disputes and complaints about governance
- 8.4 Your members: Dealing with disputes and complaints
- 8.5 Organisations: dealing with internal disputes and complaints
- 8.6 Practical guidelines and approaches
- 8.7 Case Studies
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09 Governance for nation rebuilding
- Governance Stories
- Glossary
- Useful links
- Acknowledgements
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Organisational hotspots for conflict and complaints
08 Disputes and complaints
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- Governing body—disagreement and conflict within the governing body itself; poor chairing or bullying at meetings; poor conduct and dishonesty; interference by the governing body in the daily work of individual staff and managers; intimidation or unilateral direction of staff.
- Management—poor conduct and dishonesty among management; tension and unresolved issues between the governing body and top manager; poor management communication and leadership; inconsistent decision making and application of policies; poor work performance; failure to communicate relevant information to governing body and staff.
- Staff—poor conduct and dishonesty; harassment and tensions between management and staff; operating without delegation; poor work performance; confusion about roles and responsibilities; failure to report on actions and progress.