Hi all,
I have some more or less unpolished ideas. Unpolished in the sense that I didn’t think that much on how to put them possibly in a policy, or did not try to find all possible nuances, although those may be important.
Putting my ideas in the basket now. Hope it will inspire others 
and let’s see what of it survives, and where, in later phases.
Oh, and please breath and if possible: do read to the bottom before letting yourself being distracted by possible impulses 
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General
I’m looking at staff and board from their distinctive roles and their cooperation. For the cooperation understanding the roles and preventing frictions is important. Or if frictions appear, handling these in a respectful and effective way, is important.
On a high level - before looking in more detail: in general (and that is obviously far from unique to the staff-board relation) there are situations in which it is not wise to speak up in public, maybe even in private. E.g. staff publicly disputing or undermining board decisions, is IMO no good. (And obviously that should also apply to directors). And directors publicly criticizing staff’s work, is no good. Staff advising directors on how to vote, is no good. Etc. Then more detailed.
Engaging in discussions
Staff members engaging in discussions in general is appreciated, and definitely not a problem.
I think that is different in certain phases around topics that are clearly political, for example a fundamental choice about the foundations policy/direction, in the phases that the board is about to take, or did take a decision.
In case of a new situation (that may also be a topic with a standing decision, where a new situation arises) engaging in discussions looks fine to me. I think is is fine to if a member of staff suggest that it might be appropriate to look at topic again, when there is a new situation.
But when a decision stands, it is IMO not appropriate if members of staff debate that (and obviously that should also apply to directors).
So in general engaging in discussion: please, but not in some situation and in some ways. E.g. when there is a discussion on fundamentals of TDF: please join. When there is a discussion around a board topic: please stay way from supporting/repeating negative framing about the board or members of the board.
Is that always easy to understand, do ‘the right’(…) thing?
No, so IMO it is good if the staff-board-policy gives tools/suggestions that people can use. E.g. ‘discuss this with the ED or a colleague first to find out what is best to do. Maybe there are other in this case better ways to express your opinion.’
In general you can say that members of staff should avoid choosing a position or communication in a way that they support either side in a situation of political/personal sensitive situation.
And that implies that directors have to behave sane, and do not try to drag team members in these discussion. (edit 2023-08-01; 11:54 CEST)
Obviously the other way round that works as well - though these situations are I think far more unlikely: if there are visible conflicts in the team, directors should be very careful in communication.
And if there is a role for the board, directors should walk a careful and respectful path towards all people involved, to work on/help with resolving the situation.
Conflict resolving
I think we need both committees and some simple protocols on how to act in case of conflicts, frictions.
The goal should IMO be to handle these at the lowest possible level: give ideas, tools for people to talk and resolve the situation to an acceptable state.
But it may be needed that people get help from someone else. That can be an internal committee/person/position. And in some cases external mediating will be mandated.
IMO we should not want to let it happen that situations end in a state where frustration basically are swallowed by individuals ‘so that they can live with it’, but at the very moment that something happens that triggers the unresolved conflicts, the old emotions pop up. Because if that happens, first it influences the interaction/work in the here and now and not less important: it does not make people happy in their work.
And imagine that it happens that an opinion is expressed by a member of staff in a way that (a) director(s) feel unhappy, or think it is inappropriate. Or the other way round.
It is needed that we know what is the right place and setting (extra people?) to express that, how it is expected to happen, so that it helps us to a growing a culture of understanding and respect.
And with that, you are looking in the direction of conflict prevention. Maybe it is possible to use the moments where board and team meet, more consciously to support the process.
Personal skills
It’s obvious that in our community, with an interesting and huge variety of people, experiences, characters, culture, situation, languages, skills, … there are (extra) challenges in understanding, preventing frictions, talking respectful and listening open.
It is vital therefor that the foundation has say a basic program for at least directors and staff to support them, and can offer additional training and coaching etc.
Growing a culture where this is more or less understood, makes it easier to also look at the process (meta-communication) together without the need of completely structured, staff-roled process
Something with the combination, interaction, of protocols, rules, suggestions, learning, culture…
Please do ask if anything is not clear (must be inevitable with that many words )
HTH,
Cor
