Abstract

Non-profit board functioning is traditionally examined through structures and procedures. While there is a growing interesting in meaningfulness at work, most research focuses on paid employment. This report looks at a non-profit board functioning in relation to meaningfulness. Presented as a case study, this report analyses a consulting project through the combined lenses of complex responsive processes of relating (Stacey, 2003a) and process consultation (Schein, 1999). The project found that meaningfulness within a non-profit board was inextricably related to its organisational structure, that complex responsive processes of relating uses the reality of our humanity to help make sense of how we organise, and finally, how consultant learning emerges from imperfect experiences. The hope is that further research will be conducted on the impact of meaningfulness on non-profit boards, and that complex responsive processes will become a more widely used lens for consulting practice.