Moving and Seconding: A Tradition No Longer Relevant in Modern Governance
In the ever-evolving corporate governance landscape, certain traditions remain ingrained, often out of habit rather than necessity. One such tradition is moving and seconding motions in board meetings, a concept deeply rooted in Robert’s Rules of Order. While historically significant, this practice is increasingly viewed as outdated and unnecessary in modern governance.
The Origins of Moving and Seconding
The tradition of moving and seconding motions dates back to the early days of parliamentary procedure. Robert’s Rules of Order, first published by Brigadier General Henry Martyn Robert in 1876, formalised this process. The intent was to bring structure and order to meetings, ensuring that every motion had at least a minimal level of support before being discussed by the assembly.
According to Robert’s Rules, a motion must be made by one member (the mover) and then seconded by another member (the seconder) to confirm that more than one person believes the issue is worthy of the assembly’s time. This process was designed to prevent frivolous or unsupported motions from monopolising meeting time and to promote efficient decision-making.
The Case Against Moving and Seconding
While the rationale behind moving and seconding was sound in the context of large, deliberative assemblies, its relevance in modern board governance needs to be investigated. Here are several reasons why this practice may no longer be necessary:
- Streamlined Decision-Making: Modern governance focuses on efficiency and agility. The requirement for a seconder can slow down the decision-making process, especially in smaller boards where the support for discussing an issue is often implicit.
- More transparent Accountability: Without a seconder, the responsibility and accountability for introducing a motion lie solely with the mover. This can lead to more thoughtful and considered proposals, as the mover knows they cannot rely on a seconder to lend initial support.
- Enhanced Inclusivity: The formality of requiring a seconder can sometimes discourage less vocal members from participating. Removing this requirement can foster a more inclusive environment where all members feel their contributions are valued.
- Board as a Unified Entity: Modern governance views the board as a single entity responsible for collective decision-making. This perspective is supported by legal principles in corporate law, where the board acts as one body rather than as individual members with separate authorities. According to the principles of corporate governance outlined by the OECD, the board’s collective decision-making process is vital in ensuring balanced and well-considered outcomes.
- Adapting to Technology: In the digital age, where meetings are often conducted via video conferencing or other virtual platforms, the logistics of moving and seconding can be cumbersome. Simplifying this process can make virtual meetings more efficient and effective.
Evidence and Expert Opinions
Several governance experts and organisations have advocated reevaluating the moving and seconding requirement. According to the Chartered Governance Institute, many modern governance practices focus on consensus-building and streamlined procedures rather than rigid adherence to traditional rules.
Additionally, research published in the Harvard Business Review suggests that effective decision-making in boards is more about the quality of discussion and less about procedural formalities. The study found that boards focusing on substantive issues rather than procedural minutiae tend to make better decisions and operate more efficiently.
Conclusion
While the tradition of moving and seconding motions has a storied history and played a vital role in developing parliamentary procedures, its relevance in modern board governance must be revised. By moving away from this practice, boards can enhance efficiency, accountability, and inclusivity, ultimately leading to better governance outcomes.
As governance practices continue evolving, boards must reassess their procedures and regularly adapt to the changing landscape. Embracing more flexible and streamlined approaches to decision-making can help boards stay agile and responsive in today’s fast-paced business environment.
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