In the often opaque environment of boardroom decision-making, the unsaid—the silent assumptions, unspoken biases, and unvoiced expectations—plays a critical role. Governance hinges not only on what is overtly communicated but also on what remains beneath the surface, shaping outcomes in ways that are frequently overlooked.
Recent research highlights the importance of understanding the invisible forces that guide decision-making. According to Hugh Massie’s study on behavioural variability, unmeasured and unseen behavioural issues significantly affect boardroom outcomes (Massie, 2022). This variability often goes unnoticed, creating hidden biases that subtly influence decisions.
Similarly, the phenomenon of informal decision-making in smaller board sub-groups is another area where transparency often falters. While such sub-groups may be efficient, they obscure critical processes from the wider board, making it difficult to ensure that decisions are fully scrutinised and remain free from undue influence (Jiraporn et al., 2009).
In this context, there is a need for conscious deliberation over automation in decision-making. Automated reactions, born from unexamined assumptions, often bypass the deliberate reflection necessary for effective governance. As Useem highlights, boards that obscure their processes miss the opportunity to improve through reflection and learning from best practices (Useem, 2006). Thoughtful introspection on these assumptions can lead to more mindful and effective decisions.
For example, unvoiced role expectations among key board members – particularly between the Chair, CEO, and new directors – often lead to misaligned actions and decisions. Regular introspection and clarification of these expectations are essential to create a transparent and cohesive board dynamic.
As we look deeper into these unsaid dynamics, Rumi’s quote, “Listen to the silence, it has a lot to say,” offers a poetic reflection on governance. By doing so, we uncover insights that shape more inclusive and informed decision-making by attuning ourselves to the unsaid.
Mindful listening becomes transformative, inspiring board members to move beyond surface-level dialogue and explore the undercurrents of silence. This practice nurtures diversity, interdependence, and a culture of shared effort in governance.
By recognising the power of the unsaid Board members can foster a decision-making environment where every voice is heard and valued, it involves paying close attention to silences, inconsistencies, and unspoken biases.
References:
Jiraporn, P., Davidson, W., Dadalt, P., & Ning, Y. (2009). Too busy to show up? An analysis of directors’ absences. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.1254642
Massie, H. (2022). Navigating the Invisible: Measuring and Managing Behavioral Variability in Board Decision-Making. https://doi.org/10.1002/bl.30211
Useem M. ( 2006) How well-run boards make decisions. Harv Bus Rev. 2006 Nov;84(11):130-6, 138, 158. PMID: 17131569.