Overcoming a Challenge in Using a New Technology.

Was this a dream-the nightmare kind? A Policy Governance board was in the middle of a meeting when a question that surely sounded like operational means came from a newer board member: "What programs should the CEO develop?" It might have been inexperience that caused the inquiry, but no one raised an objection. What had gone wrong? The members of this board had been doing everything right. They chose Policy Governance after a full consideration of available options. They participated in the introductory course of training and developed a model-consistent policy manual in the blitz session. They sought out additional support for their first year of implementation. Every year, they conduct orientation for new board members and hold a policy development session that includes synthesizing what they have learned over the year from their education and ownership linkage. Practically every year, they make an adjustment to their ends policies based on what they have learned. How could they be making such an elemental mistake regarding boundaries? The question drives Eric Craymer and Susan Stratton to seek a better understanding. [ABSTRACT FROM AUTHOR]