Rethinking Governance: The Power of Generative Thinking

In association boardrooms across the world, governance is often understood as a mix of fiduciary responsibility and strategic oversight. We review finances, monitor performance, approve plans. But those of you with whom I've worked on redefining governance will know that increasingly, the most effective boards are doing something else too, something deeper. They’re engaging in generative thinking.

Generative thinking is the sense-making function of governance. It happens upstream of decision-making, before we jump into problem-solving or strategic planning. It’s about asking “What’s going on here?” rather than, “What should we do?” It focuses on framing problems, not just solving them.

This kind of thinking is especially valuable in complex, fast-changing environments. Membership bodies, charities, and professional associations (organisations that are often rich in purpose and complexity) are recognising that their boards need to operate at more than just the operational or strategic levels. They need to make sense of what matters and why.

So, what is generative thinking?

At its heart, generative governance invites boards to explore meaning, values, and purpose. It’s about noticing patterns (see our white paper on systems thinking in associations), challenging assumptions, and understanding the context behind issues. 

Instead of asking “How do we grow membership?”, a generative board might ask, “What does ‘membership’ mean in today’s world?” or “How is our community’s identity evolving?”

Generative conversations are not just abstract musings. They help boards see issues in new ways, explore multiple perspectives, and consider options that might not have been visible before. They unlock insight and creativity. Often, they change the questions we’re asking entirely.

Why does it matter?

Because without generative thinking, boards risk working on the wrong problems. They can end up approving well-crafted strategies that address yesterday’s challenges—or pursuing operational fixes without understanding the cultural or systemic issues at play.

Generative thinking helps ensure that governance is not just reactive or procedural. It brings the board’s collective wisdom to bear in shaping the organisation’s sense of direction. It’s a way to ensure the organisation is not only doing things right, but doing the right things.

What does it look like in practice?

It might be a board stepping back from a budget conversation to ask what the numbers are really telling us about our priorities. Or a generative discussion triggered by a story, a shift in member behaviour, or a new societal trend. These conversations often involve ambiguity and curiosity, asking “why” and “what if?” rather than jumping to action.

Importantly, generative thinking requires the right culture. It thrives when boards create space for open-ended dialogue, welcome multiple viewpoints, and tolerate not knowing the answers straight away. It’s not always easy but it is transformative.

Final thought

Governance isn’t just about oversight or strategy, it’s also about insight. Boards that embrace generative thinking are better positioned to lead organisations that are responsive, resilient, and deeply connected to their purpose.

So next time your board meets, pause the rush to solutions. Ask instead: What’s really going on here? You might be surprised by where the conversation leads.

Want to know more about governance as leadership and the opportunities that open up to an association whose board engages in generative thinking? Join us at our forthcoming leadership retreat in September 2025. Details and registration at https://associationtransformation.org/executive-retreat.