This chapter starts with an example of a closed board and an open board that uses social media. The open board is taken to the extreme, but it's noted that not all board will be able to operate that way immediately (again, long transition period). I like a lot of the ideas presented in this chapter though. Boards do need to be open because they make many major decisions.
The key characteristics of an open board presented in the chapter by the P2P Foundation really hit it perfectly, so I'm just going repeat them:
- "Anticredentialism, the idea that anyone can participate regardless of their title or position."
- "Collective choice systems, meaning that hte group makes key decisions democratically."
- "Communal validation, in which the products and choices of the group are open to public scrutiny and revision."
- "Open development, which eschews closed doors and hiding places. The entire project is developed transparently."
Luckily, the next part of the chapter is dedicated to the "beginning" of governing as a Networked Nonprofit. It lists a bunch of easy steps an organization can take to be more open. This means small things like having a Facebook group to posting agendas online to just meeting somewhere new. It basically means stepping out of comfort zones and utilizing social media/the Internet to its fullest.