skills and group processes are then applied through the structures and processes that are in place, resulting in governance (the outputs). For example, a governance "output" (or function) is to be accountable for the organisation. This is achieved by the individual trustees using their skills in evaluation and analysis, applying them in the group setting through the committee using committee structures (such as a meeting) and processes (an agenda). Assessment Once governance has been defined, it should be possible to assess it. However, because of the complexity involved it is tempting to choose one or two aspects of governance and assess them by taking a small number of features as a proxy for good governance. For practical reasons, it is common to look at just two aspects of governance (individual skills and structures); these are tangible, visible features of an organisation’s governance. Thus, it is possible to assess whether the trustees possess a particular range of skills and certain structures (such as a constitution) are in place. Balance Governance can be considered as keeping a balance between competing and conflicting demands: "Watchdog" or "cheerleader" More involvement or less Management versus planning Short or long term "Big picture" versus details The balance depends on circumstances: the organisation's life cycle, its current health and demands on the committee. It is a judgement for the committee to make. Organizational life cycle There are two views of an organisation's life cycle. The first, linear view is that (like organic life) organisations progress through stages from birth, infancy, adolescence, maturity, senescence and death. The second view is that within this continuum organisations can start at different points and skip (or repeat) stages in cycles. For instance, with appropriate support and backing an organisation can begin its life in a fully formed, "mature" state. Mature organisations may collapse and begin anew in infancy or adolescence before developing into a mature organisation, sometimes repeating this process. The governing body's role changes, according to the stage of the organisation’s life cycle. The transition from one stage to another may be particularly challenging for governance. References See also Charitable Incorporated Organisation External links Governance Pages Charity Trustee Networks Governance Stories Civil Society Almanac ARVAC The Association for Research in the Voluntary and Community Sector Charity in the United Kingdom