Professional Documents
Culture Documents
This questionnaire helps you to discover new ways to investigate and learn about
governance. It is designed to stimulate awareness of how governance operates within
your organisation, and how governance affects you in your organisational role.
As educators, the authors’ are committed to developing 'reflexive' practitioners (managers, employees,
professionals, trustees and directors) able to reflect on their own experience to develop applied knowledge.
This questionnaire, therefore, is a learning tool rather than a test. It contributes to learning:
There are no right or wrong answers. The diagnostic nature of the tool does not test for levels of
compliance with legislation, codes of conduct, or evaluate the performance of you individually or your
board. Instead, it provides a picture of your awareness levels and perception of problem-solving in your
organisational role, so that you can reflect on the effectiveness of both your (and your organisation's)
approach to governance.
The questionnaire has 24 questions about situations you may face in the workplace. These are grouped
into six sections as follows:
Legal Responsibilities
Stakeholder Involvement
Funding and Investment
Employees, Members and Volunteers
Executives and Management
Board Development and Maintenance
To complete the diagnostic questionnaire, read each of the questions and choose the answer that most
closely matches your experience (or aspiration if you do not have direct experience). Where you have
direct experience, answer on the basis of practice (rather than policy) - choose what actually happens
rather than what is supposed to happen. Where you do not have experience, choose on the basis of what
you would like to happen.
Designed by Dr Rory Ridley-Duff. Input from Mike Bull and Dr Tracey Coule.
© 2009. Restricted Rights. This version may be used “as is” for educational purposes. Commercial use is not permitted.
To licence a web-based version of this questionnaire, or to licence customised versions for corporate or commercial use, please contact
r.ridley-duff@shu.ac.uk, Sheffield Hallam University or m.bull@mmu.ac.uk, Manchester Metropolitan University.
Governance Diagnostic Questionnaire
1. How has your organisation gone about developing its policy on equality of opportunity?
a. We are individually committed to equal opportunity but don't have a formal written policy.
b. Our policy was negotiated by members / employees and managers together, then discussed and
approved by the board.
c. I don't know if we have an equal opportunity policy / we've not discussed this policy at board level.
d. We left development of our equal opportunity policy to our Chief Executive / Human Resources
Manager.
e. We discussed the basic parameters at board level and then delegated the task to a manager.
2. How does your board go about assessing threats and opportunities from new legislation
or regulations?
a. We ask our Chief Executive / General Manager or get professional advice when we need to know
something.
b. We discuss risks and opportunities arising from new legalisation and involve our managers and other
staff in these discussions.
c. Our board has been assembled / appointed for their legal awareness. We rely on them to identify
threats and opportunities.
d. I'm unsure if we've ever properly discussed the threats and opportunities that arise from new
legislation.
e. We have informal discussions inside/outside board meetings and occasionally involve experts to raise
our awareness.
3. Which of the following most closely resembles the way your organisation resolved a
recent difference of opinion about how to respond to legislation?
a. We didn't debate it much. We took guidance from our Chief Executive / Chair / External Consultant.
b. Disputes are rare, but when this one occurred, there was a lot of politics involved to reach a
compromise.
c. We got someone to carefully research the underlying issues, get input from our stakeholders, then
facilitated a board level debate.
d. I can't ever remember us having a major difference of opinion or dispute about the way we meet our
legal obligations.
e. We had robust debate at board meetings until we agreed a policy. We don’t wash our dirty linen in
front of staff.
4. Which of the following most closely resembles the way you involve the workforce in
meeting new legal requirements?
a. Staff representatives are informally and formally involved in developing plans from the outset.
b. We consult staff once proposals are formally agreed by the board and address concerns in the light of
organisational needs.
c. Our CEO doesn't discuss plans with staff until s/he has got in principle agreement from the board /
senior management.
d. Our planning process is informal and organic. We go with good ideas regardless of their source.
e. I can't remember ever seeing a strategic plan in this place. We usually go along with the founder's /
chair's wishes.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 1
Governance Diagnostic Questionnaire
Section 2 - Stakeholders
Pursuing the common good or meeting the needs of stakeholders?
5. Which of the following most closely matches the way your executive(s) view the
development of a mission and social values?
a. This mission stuff is a fad: all stakeholders' values have to be respected in an effective organisation.
b. It is vital that the board sets a clear mission and values. This has to be communicated by managers
to all staff.
c. The mission / values of an organisation are set by the founder / leader. The board, staff and
volunteers learn to apply these in their decision-making.
d. It is a bit vague here - that's no bad thing. I've not participated in discussion about mission or values.
e. It doesn't help to fix mission and values: we debate how to change and evolve our organisation.
7. When there are disagreements between two stakeholder groups, which of the following
most closely matches the way you go about resolving the dispute?
a. Disputes happen and are often complex once investigated. We have a process, but the person with
most power usually prevails.
b. There is very little conflict in our organisation: I can't remember us ever needing to use a conflict
resolution process.
c. If two parties cannot agree, we bring in a third-party to mediate until the parties reach agreement.
d. We have a clear mission and set of values. When there is conflict we ensure the organisation is put
first and its values are upheld.
e. Whoever is in disagreement, we get round a table to identify underlying issues / interests. Conflict
can be used to improve decisions and create respect.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 2
Governance Diagnostic Questionnaire
9. Which of the following statements most closely matches the control of budgets in your
organisation?
a. We're driven by projects and project managers who liase with finance staff to monitor and report to
the board.
b. We work all the time with managers / staff on budgeting/accounting for projects that fit in with the
board's plans.
c. Our funders/investors determine what we do. We agreed budgets and report back to them how we are
performing.
d. Our CEO drives this. S/he is well connected and takes responsibility for accounting to funders.
e. I think we're very reactive and do whatever we can as opportunities arise. It makes budgeting almost
impossible.
10. Which of the following most closely represents the board's attitude to involving funders
/ investors in business planning?
a. Funders are vital, but we don't want them on the board. We have a dialog but the board also keeps its
own council.
b. The individuals / organisations who fund our organisation dominate the board and policy. It's their
responsibility.
c. I'm not sure how we obtain our funding and income. It doesn't get discussed much at board level.
d. Investor involvement, whether individuals or organisations, is important: we work with them on new
projects and ideas.
e. These matters are dealt with by our Chief Executive / Fundraiser. We get the CEO to set targets and
monitor them.
11. Which of the following statements most closely matches your approach to evaluating
different investment and income generation schemes?
a. We have a formal process for evaluating investment proposals. Some we support. Some we don't.
It's the board's job to decide.
b. I'm not sure how we choose between different proposals: it all seems to be hit and miss, or decided on
a whim.
c. Whenever a member of staff / board member has a good idea, we find ways to support it even if it
takes time.
d. There are always double or triple bottom-line issues. We debate these widely then make decisions.
e. There are one or two people who are influential here. Their judgement is critical and we usually
follow their lead.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 3
Governance Diagnostic Questionnaire
13. Which of the following is most true of your organisation's approach to board
membership and involving members in joint decision-making?
a. Our employees can't sit on the board. We keep a strict separation between board / employees to
avoid conflicts of interest.
b. We have strong 'membership' values. We try to remove barriers that prevent stakeholder
involvement in decision-making.
c. We don't care if members/employees are board members or not: they all have a formal role in
decision-making at different levels in the organisation.
d. We expect our CEO to be knowledgeable and capable of using their judgement to decide who
should be involved.
e. We accepted our accountant's advice. We've never discussed how the constitution affects decisions.
15. Has your organisation incorporated natural justice principles (written allegations, a
formal hearing, a chance to cross-question any party making an accusation) into its
disciplinary and grievance procedures?
a. Yes, absolutely. We drew up a policy with staff / members. If there is an allegation, it must be in
writing and go through due process.
b. All this formal stuff makes my blood boil. We should be left to solve problems informally.
c. We've reviewed our contract terms, including Employment Contracts, and told our staff about the
changes we're making.
d. I don't really know what 'natural justice' is or whether we've incorporated the principles into any of
our contracts.
e. We rely on professionals for this and review implementation with our CEO or HR Manager.
16. Which of the following statements is closest to the way your organisation defines the
purpose of its Annual General Meeting (AGM)?
a. I'm not sure I've ever attended an AGM or have any concept of what we should be doing there. Are
they good fun?
b. We have a fantastic informal evening each year. The board and a few members accept the accounts,
confirm officers, then have a drink.
c. It's a huge undertaking. We celebrate, have debates and involve not just members but staff, clients /
customers / beneficiaries.
d. We use the AGM as a way for our founder / Chair to communicate their vision for the next year.
We keep formalities to a minimum.
e. We invite all members, give them information and use social events to encourage participation.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 4
Governance Diagnostic Questionnaire
18. Which of the following statements is closest to the way your board sees the links
between management style and risk taking?
a. We consciously develop an entrepreneurial culture. We're activists and impatient with bureaucracy.
b. We're quite careful, I think. We don’t jump prematurely to embrace the latest fad. Most of us are
quite conservative (with a small 'c').
c. We value diversity here. It's deliberate to create a healthy tension between activism and management
control.
d. This place is dominated by a few strong characters. We give them plenty of scope then pull on the
reigns if we see risks escalating.
e. It is not a big issue here. So long as things get done, we're happy. That's the best way to reduce risk.
19. When there is disagreement in management meetings, which of the following most
closely resembles the outcome?
a. Managers come and go here but I don't remember them ever coming into conflict with the board.
b. Conflict is both overt and covert. We force issues into the open so we can negotiate a solution.
c. Occasionally board members have battles with managers. When that happens, we follow a process to
help rebuild their relationship.
d. Managers manage operations. Board members direct the managers. If managers don't understand
that, they don't last long here.
e. Conflicts are often puzzling and over really petty things. If that happens, we get a respected person to
discuss things informally.
20. Which of the following most closely matches the way your directors (or trustees)
discuss work issues with your manager(s)?
a. Only our CEO meets the board on a regular basis. Reports are prepared and the CEO attends part of
the meeting.
b. There are regular meetings between board members and non-board members: both can bring
proposals to the table depending on what is discussed.
c. We don't have a separation here because we designed the organisation to have just one key decision-
maker.
d. There is regular communication between board members and those with management responsibilities,
but it is mostly informal rather than at meetings.
e. We do whatever we have to as the circumstances arise. We don't have formal meetings.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 5
Governance Diagnostic Questionnaire
Section 6 - Board Development and Maintenance
Developing ourselves.
21. Which of the following statements most accurately reflects the constitutional
provisions for the appointment of board members in your organisation?
a. Each stakeholder group has power to elect its own trustee(s) / director(s), and only members of that
group can vote them in and out.
b. I can't remember us appointing a trustee / director that was not a friend of the CEO or Chair.
c. Formally, we have elections for trustees / directors every 3 years, but elections are never contested.
d. We don't have elections. New directors are introduced through personal connections. Word of
mouth reputation matters the most.
e. I've never read our organisation's constitution. I don't know for sure what the provisions are for
replacing directors / trustees.
22. Which of the following statements most closely matches the selection criteria used to
appoint directors / trustees?
a. You can't become a trustee / director here unless the Chair / CEO like you. You have to agree with
their vision to be considered.
b. Candidates are nominated for election and make an election statement. These are sent to members
so they can choose between them.
c. Our trustees / directors are appointed using the same equal opportunity recruitment process as for
any other member of staff.
d. I'm not sure what criteria we use to select trustees / directors. I've never seen documents that
describe the process.
e. Each member group elects / appoints a director / trustee using a system they feel is appropriate. We
don't interfere.
23. Which of the following statements most closely reflect the way that work is allocated
at board level (in General Meetings)?
a. The Chair is influential. He / she suggests who does what. You are unlikely to get on a committee
without their support.
b. Anyone can nominate, but long-serving board members band together to decide who does what.
c. We decide these things formally at board meetings. There's a round table discussion until we're all
agreed who should do what.
d. We devolve these decisions to the committees themselves. They suggest who they would like and
we accommodate their wishes.
e. It really depends who is in with who and what you are interested in. I don't think we have any clear
cut approach to this.
24. Which of the following statements most closely reflects the way your board members
are appraised and developed?
a. So far as I'm aware, trustees / directors do not undergo any regular appraisal of their performance.
b. Members and/or those working in the organisation assess the performance of their trustees /
director(s) / managers on a regular basis.
c. The Chair appraises the performance of each trustee / director. He / she then decides on any
necessary training / development.
d. It is up to member groups to monitor and communicate with their trustee / director. If they don't
perform, they won't be re-elected/re-appointed.
e. The board members keep tabs on each other's work. It's pretty informal, but we do appraise each
other and give feedback.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 6
Governance Diagnostic Questionnaire
Awareness
Question a. b. c. d. e. Your Score
1. 2 4 0 1 3
2. 1 4 3 0 2
3. 1 2 3 0 4
4. 4 3 1 2 0
5. 3 4 1 0 2
6. 3 0 1 4 2
7. 3 0 4 1 2
8. 1 3 2 4 0
9. 2 4 1 3 0
10. 4 1 0 3 2
11. 3 0 2 4 1
12. 0 3 1 2 4
13. 2 3 4 1 0
14. 2 4 0 3 1
15. 4 1 3 0 2
16. 0 2 4 1 3
17. 4 1 2 3 0
18. 3 2 4 1 0
19. 0 3 4 1 2
20. 3 4 1 2 0
21. 4 1 3 2 0
22. 1 3 4 0 2
23. 1 3 4 2 0
24. 0 4 3 1 2
Total
If you did not answer all questions, multiply your score by 24, then divide by the number of questions
you answered. For example, if you answered only 21 questions, multiply [Total] by 24 then divide by 21.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 7
Governance Diagnostic Questionnaire
Orientation
Question No Preference or Individualised Collectivised Individualised Collectivised
Answer Given Exclusive Exclusive Inclusive Inclusive
1. c. d. e. a. b.
2. d. a. c. e. b.
3. d. a. e. b. c.
4. e. c. b. d. a.
5. d. c. b. e. a.
6. b. c. a. e. d.
7. b. a. d. c. e.
8. e. a. d. c. b.
9. e. d. c. a. b.
10. c. e. b. d. a.
11. b e. a. c. d.
12. a. c. d. b. e.
13. e. d. a. b. c.
14. c. e. a. d. b.
15. d. e. c. b. a.
16. a. d. b. e. c.
17. e. b. c. d. a.
18. e. d. b. a. c.
19. a. e. d. c. b.
20. e. c. a. d. b.
21. e. b. c. d. a.
22. d. a. c. b. e.
23. e. a. b. c. d.
24. a. c. e. b. d.
Totals
Count the number of times you circled an answer in each column and write the numbers
in the [Totals] column at the bottom.
To interpret your results, use the document Governance – Interpreting Questionnaire Results.
© Dr Rory Ridley-Duff, Mike Bull and Dr Tracey Coule, 2009. Reproduced with permission. 8