™This model examines how a governance arrangement is applied. It considers the procedure under which carrying out certain actions counts as performing a specific act. For example, this could be the chair of a committee saying “I declare the meeting closed”, or a procurement manager selecting the winner of a competitive bid. You can apply this model to any act done under a governance arrangement. Assessing effectiveness also requires examining what the arrangement is intended to achieve and the results achieved.
There are seven stages to distinguish in the application of the arrangement.
Description
There is an arrangement with a particular conventional effect: following it counts as performing a particular act.
Typical failure
The purported arrangement does not exist.
Description
The arrangement is accepted within the organisation.
Typical failure
The arrangement exists but is not accepted.
Description
The participants, their capacities, and the circumstances are appropriate for using the arrangement.
Typical failure
The arrangement is invoked by inappropriate people or in inappropriate circumstances.
Description
The participants implement the arrangement in the required manner.
Typical failure
The arrangement is implemented incorrectly.
Description
All parts required to complete the act are performed.
Typical failure
The arrangement is left incomplete.
Description
The participants have whatever thoughts, feelings, or intentions the arrangement requires.
Typical failure
A required attitude is absent.
Description
After implementing the arrangement, the participants act as it requires them to.
Typical failure
The required subsequent conduct does not occur.
The stages distinguish different relationships between the arrangement and its application:
- Existence and acceptance concern the arrangement's availability and recognition within a practice.
- People and circumstances concern its application on a particular occasion.
- Correct and complete execution concern how it is performed.
- Required attitudes concern the participants' thoughts, feelings, and intentions in performing it.
- Subsequent conduct concerns what its performance requires afterwards.
Failures at these stages will affect the act in different ways. A failure concerning the procedure, its applicability, or its execution may prevent the purported act from being accomplished. The act may still be accomplished even if a participant lacks a required attitude. It may also be accomplished even if participants later fail to do what the procedure requires.
A board establishes an AI subcommittee to examine proposed uses of AI and make recommendations to the board. The example follows the organisation’s own rules for establishing subcommittees.
- 1. Existence. The organisation’s rules provide for the board to establish subcommittees by resolution. They specify the voting, membership, and terms of reference requirements.
- 2. Acceptance. This procedure is recognised within the organisation as a way of establishing a subcommittee. Directors can recognise the procedure while voting against this particular proposal.
- 3. People and circumstances. The board has authority to establish this subcommittee. A quorum is confirmed by the chair, the directors taking part are entitled to vote, and the proposed members meet the eligibility requirements.
- 4. Correct execution. The chair puts the motion to a vote. The votes are cast and counted in accordance with the meeting rules.
- 5. Complete execution. The board passes a resolution establishing the subcommittee, approving its terms of reference, and appointing its members. The appointed members accept their roles.
- 6. Required attitudes. The subcommittee’s members intend to carry out the responsibilities they accept: examining AI proposals and making recommendations to the board.
- 7. Required subsequent conduct. The subcommittee meets quarterly, examines proposals, and reports its recommendations to the board, as its terms of reference require.
Apply this guidance to your own arrangement or an example.
Plain Governance, developed by Dr Julien Maréchal. © 2026 The Governance Practice.
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