How It Shows
- Board meetings end without genuine alignment
- Conflicts are handled bilaterally, never within the full team
- Individual board members pursue diverging agendas
- The organization senses the tensions, even when no one names them
Typical Patterns
- Unspoken power struggles masked as substantive disagreements
- No shared problem definition — each leader is solving a different problem
- The CEO moderates instead of leading
- Coalition-building replaces collective decision-making
What Needs to Be Decided Now
- Is there a shared understanding of the current situation — yes or no?
- Which tensions are productive and which are destructive?
- Does the team need external facilitation or internal resolution?