http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
This case presents a situation based on real interactions in several non-profit organizations. The substitute board chair must decide how to deal with conflicting interests on the board as well as breaches of meeting protocol. This case presents the colliding nature of personal relationships, leadership positions, and policy choices.
Originally Published InLamb, B., & Brock, J. (2011). The board chair's dilemma (B). Seattle, WA: Evans School of Public Policy & Governance, University of Washington.