Often when we talk about Board Diversity, people tend to think of the factors or components that need to be considered in order to establish diversity criteria within the board, such as gender, skills, age, and experience, among others.

The question of whether doing so is the correct approach is likely to be answered with yes, because it is considered a good foundation for promoting diversity within an organization. However, the criteria used to determine this must take into account the appropriateness in the context of each organization.

When considering the ultimate outcome desired from diversity on the board, it's certain that everyone will think of the variety of perspectives and ideas that will help refine decision-making processes. This ensures that the final conclusions resulting from those decisions are well-considered and of high quality.

However, with the hope that if there is diversity in the board according to the criteria and various factors we have set, it will automatically lead to an effective decision-making. It is not necessarily correct, as having a diverse group of people does not mean that they will express their views or opinions to result in an overall effective decision-making process. That comes to the roles and responsibilities of the chairman, who needs to understand the nature of this matter and find ways to lead the board to fully perform their duties and express their perspectives in the meetings, in order to achieve an efficient decision-making outcome.

In this world, there are numerous tools or instruments that are often used to test and learn about the characteristics, habits, or patterns of thinking of individuals. These tests can help us understand the unique personalities of different people, which then provides direction on how to manage or deal with them effectively.

No matter which tools or methods are used, the results obtained from analyzing through various instruments or even from experiences working together for a certain period of time can reveal that the characteristics, habits, and patterns of thinking of individuals can be broadly divided into two main categories: 1) people who prioritize and rely on feelings (Feeling) in their decision-making process, and 2) people who prioritize and utilize their perception (Sensing) in making decisions.

People who prioritize feelings (Feeling) in their decision-making process tend to be dreamers, who enjoy thinking, imagining, and are principally guided by their emotions. They are often quite sensitive to various matters. On the other hand, people who prioritize perception (Sensing) are generally those who rely on principles in their thinking and evaluation processes and require a clear framework before making decisions.

Understanding these different groups of people can be beneficial in a meeting context. If, for example, the chairman, who is an important figure in leading meetings, comprehends and can identify which board members possess characteristics related to each group, they can effectively conduct the meeting.

Certainly, in each board meeting, there will be topics that require decision-making, and good decisions should go through a structured decision-making process. If the chairperson can integrate the differences in characteristics and thoughts of the board members into the decision-making process, it will result in more efficient outcomes.

The first step in the decision-making process is to gather facts and information for consideration. In most cases, the board of directors will receive basic information from the management beforehand to aid in their decision-making. However, this information may not always be sufficient, and the board may want to ask for additional details to get a more comprehensive understanding. At this stage, if the chairman can utilize their understanding of the members' characteristics and involve those who prioritize perception (Sensing) in their decision-making to question the management, more information can be obtained. This is because people in this group require clarity, details, and sufficient information before making decisions.

After receiving enough information, the next step of the decision-making process is to brainstorm alternative solutions or options for the various potential decisions. Ultimately, the best alternative can then be chosen. In the step where possibilities are considered, if the chairman can involve board members who prioritize feelings (Feeling) in their decision-making to give their opinions on what the management has presented, it allows both the management and the board to see broader opportunities and possibilities. It enables them to explore more diverse options because people in this group characteristically enjoy thinking and imagining scenarios.

The next step is to consider the criteria that will be used to make decisions among various options to find the best choice. In this part, if the chairman can harness the potential of the board members who prioritize sensing, this will help provide clearer guidelines and principles that will increase the quality and effectiveness of decision-making.

Lastly, the decision-making process involves making a decision and considering the potential impacts that may result from that decision. The board may consider utilizing the potential of members who prioritize their feelings to provide input in this part. This group of people tends to be sensitive to various issues, which will help take into account the possible consequences for both the company and the stakeholders involved. This results in better decision-making, as it also considers the outcomes that arise from that decision. Additionally, this approach can help find ways to manage or cope with future situations if the outcomes are not beneficial for the company or its stakeholders.

In conclusion, for the chairman to be able to effectively use these skills, it is crucial to observe the behavioral traits and thought processes of the board members. This might require spending time getting to know them to identify which group each member falls into. By doing so, the chairman can fully harness the potential in each type of board member group, leading to efficient and beneficial decision-making for both the organization and the stakeholders.

Tanakorn Pornratananukul
Vice President- Training and Facilitators
Thai Institute of Directors Association (IOD)