44
The metaphor of ventriloquism this implies
positions the governance professional in a
pivotal role (see Section 7.1).
The triumvirate signals hierarchy and places
the chair/principal/governance professional in
a privileged position. This was often signalled
through the private exchange of information -
or in some cases a shared joke - between the
chair and the principal. Incidentally, this is
entirely disrupted in the online setting, so it is
interesting to consider the effect of this removal
of hierarchy from the meeting (see Chapter 10).
9.2��Policy�context
Context also includes the wider policy
environment in which the college is operating.
This differed in the four countries of the UK.
In relation to this, it should be noted that in
Scotland (regional colleges only) and Northern
Ireland, college chairs are recruited, selected
and appointed as 'public appointments' and this
includes an annual remuneration (around £25k
per year) and annual appraisal (by civil servants).
It is interesting to consider the implications of
this in terms of the motivation for the post,
relationships with management, particularly
the principal/CEO, and the influence on
accountabilities, actual and perceived (Forrest
et al., 2021; see Chapter 5, Section 5.3).
9.3��Power�dynamics�and�relationships
The boardroom is a space within which power
flows. Although there is undeniably hierarchy
and control in the boardroom, the flow of power
is, as Foucault (1980) suggests, productive rather
than merely repressive. The flow of power is
related to wider social and policy discourses
and finds its expression through the social
interactions and the material practices of the
governing board. Clearly, the chair occupies a
key position in this. Materially, where the chair
sits, and who sits next to them, positions the
chair with respect to the board. In our research
we were particularly struck by the relationships
between, on the one hand the chair and the
principal/CEO, and on the other the chair and
the governance professional. Frequently, we
observed these three figures sitting in a row
forming what is sometimes referred to as 'the
triumvirate' (Chalk, 2020). The triumvirate,
constituted in and through the power dynamics
of the meeting, was marked by shifting contests,
alliances and identities, all of which contributed
to the 'culture' and set the 'tone' of the board
meeting (see Chapter 4, Section 4.3). Thus, the
responsibilities of the chair, as laid out in codes
of good governance, are better characterised as
the jointly produced actions of the triumvirate.
When we remarked on the seating arrangements
of the chair, principal and governance
professional at a meeting of our Impact Group,
members agreed with our observation but
argued that it was 'natural'. As one governance
professional said, 'we just naturally fall into that
seated area and I'd never thought of it before'.
Another agreed, 'invariably it would be me on
the left of the Chair or whatever, or the CEO
on the other side and the Chair in the middle.'
The reasons for this were largely presented
as pragmatic: the need to advise the chair
on points of procedure or to be at hand with
documents to be signed. One Impact Group
member did, however, allude to power
dynamics in the triumvirate, saying:
" So [the chair] can cross the line and
be�operational�...�And�sometimes�you�
hear�that�[the�chair's]�meeting�people�
and�you�think�'what�are�you�meeting�
them�for'?"
"�If�you're�in�a�room�with�the�Chair�often�
you're,�as�the�governance�professional�
in�the�room�you�may�well�be,�and�I�
hate to use the expression, but with
one hand up the back of the Chair …"