Articles by Gavin Nicholson
Gavin is an experienced director, governance researcher and board consultant. He has provided advice on corporate governance and strategy to listed and large public companies, government owned corporations, statutory authorities, not-for-profit organisations and local government. Gavin heads several large research programs aimed at understanding how to help boards make better decisions. He has published extensively in a range of leading journals in his field and currently serves on the editorial board of Corporate Governance: An International Review and co-authored a number of best-selling books with Prof Geoff Kiel including the practitioner-focused title “Directors at Work”. Gavin is an active director and currently Chairs the board at Cannon Hill Anglican College (CHAC).
Board Fundraising Check-Up
Not-for-profit boards are under increasing pressure from the press and regulators to ensure the propriety of their fundraising practices. The Shane Warne and E.J. Whitton Foundations are simply two of the latest examples where boards are asked to explain their approach to raising and distributing funding. If you have been thinking about reviewing your own fundraising practices, we have put together a series of eight points to guide your review.
Gavin Nicholson on Handling Complexity in Board Decision Making
In this video, on handling complexity in board decision-making Gavin Nicholson – Associate Professor at the QUT Business School – examines how decision-making processes can help to tackle significant complexity in matters considered by the board. Transcript This is a very abstracted kind of decision that I’ve got here. But I really wanted to make the point that you can have all the information in the group and still make a bad decision, depending upon how you make the decision, the actual process.
Gavin Nicholson on Why Processes Really Matter
In this video, Gavin Nicholson – Associate Professor at the QUT Business School – examines how testing underlying assumptions and instituting better processes can subvert poor decision-making. Transcript This is a very abstracted kind of decision that I’ve got here, but I really wanted to make the point that you can have all the information in the group and still make a bad decision, depending upon how you make the decision, the actual process.
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