Boardroom Bias Assessment
Our board regularly tolerates interventions of directors who believe they could do a better job of managing the organization than the current management team is doing
Yes
No
Our board focuses more on the upside opportunities of new initiatives than it does the downside risks
Yes
No
Our board has insiders and outsiders – board members are not always treated equally
Yes
No
The views of our male board members are given more credence than those of our female board members
Yes
No
Our board focuses more on the downside risk of new initiatives than on the potential opportunity
Yes
No
Our board is not visibly diverse
Yes
No
Our board is susceptible to “group think”
Yes
No
Our board has not discussed the impacts of promoting racial diversity at all levels of the organization – including at the board level
Yes
No
Our board has a history of turning down opportunities that turned out to be a success (either later here, or somewhere else)
Yes
No
Our board has cliques
Yes
No
Our board favours information that supports what it currently believes
Yes
No
Our board and management team have not had or considered having diversity and inclusion training
Yes
No
Our board usually believes and relies on the first explanation it hears
Yes
No
Our board does not have a policy that encourages broad diversity
Yes
No
Our board is more likely to believe the organization will experience a negative event than a positive one
Yes
No
Our board worries little about the probability of the potential harmful effects of negative future events
Yes
No
Our board uses a skills matrix but does not include diversity as a significant consideration
Yes
No
Men and women are not treated equally in our boardroom
Yes
No
Our board is more likely to believe the organization will experience a positive event than a negative one
Yes
No
Women have less opportunity to serve as the board or committee chair than the men on our board
Yes
No
Our board members are polite almost to a fault
Yes
No
Our board never changes a decision even if new information indicates their initial understanding of the problem was inaccurate
Yes
No
Our Board does not think diversity is important to organizational success
Yes
No
Our board rarely questions updates to information or reports it routinely receives
Yes
No
It takes several board meeting cycles before new board members feel like a part of the team
Yes
No
Our board regularly tolerates interventions of directors who believe they have better solutions to the problems of the organization than management does
Yes
No
Our board has a history of approving initiatives that fail to hit their projected targets
Yes
No
Our board has is made up of more than 60% white males
Yes
No
Our board relies heavily on the framing of the decision items it receives from management
Yes
No
Our board does not set diversity targets
Yes
No
Our board looks for management to confirm what it already understands to be true
Yes
No
Our board shows a preference for “who they know” when considering board candidates
Yes
No
Our organization is diverse in gender and race; however, our management team and board are not.
Yes
No
Our board regularly tolerates interventions of directors who believe management’s strategies are inferior to those the board is suggesting
Yes
No
Woman and racially diverse employees are promoted less frequently in our organization than white males are.
Yes
No
Our board worries a lot about the probability of potential harmful effects of negative future events
Yes
No
Our board does not use a skills matrix
Yes
No
Our board members could be described as like-minded
Yes
No
Our board does not diverge from its initial understanding of a problem
Yes
No
Women and racially diverse board members have less opportunity to actively participate in our boardroom
Yes
No
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