Over the past twenty years I have found myself in governance roles.  That is I have had the opportunity to participate in both interaction and decision-making among the various stakeholders involved in the creation and  reinforcement, of organizational norms.

In simpler terms, this involves ensuring everyone understands what the boundaries are and adheres to them (whether related to processes,  policies or behaviours).

Bad Word

Frequently governance is viewed with distaste both by practitioners and victims ( at least they see themselves as victims).  So why do we bother?

To be clear, as a practitioner I personally found my own involvement in governance unpleasant regardless of the fact some viewed my role as the easier one.

Why bother?

The motivation for implementing and maintaining governance practices is  avoidance of cost impacts and  reputational risks. Governance leads to cost effective consistency and sustainability.

The downside mainly arises from the fact that governance is restrictive.  It is a control process.

We all love control

Not surprisingly, whether it’s an  editor  controling the consistency and clarity of a communication or an  auditor advising how operations are deficient and creating unacceptable risks, people grit their teeth and bear it, but seldom like it.

Who among us likes to be corrected.  Pick me, please pick me.  I think not.  Most people think who are you to say I am wrong.  Bloody control freak!

Emotional remonstration aside, the reality is this governance.control practices can guide us to success.  As distasteful as it may be to actually perform the role of editor or auditor,(policeman, bureaucrat , etc., without them anarchy would rein.  Quality would suffer greatly.

Sadly, we need to be governed for our own good.