ABSTRACT
This chapter focuses on public trustees as team players, their activities in the decision-making game, and their relationships with other members of the team and managers. It demonstrates their perspective and that of their managers, the executive directors, there are severe obstacles to their full participation. Their batting averages are hindered by institutional rules, norms, and administrative obstacles, knowledge deficits, lack of constituency and community organization, among other cited elements. Preferences and meanings related to the public member role require preparedness and, in part, they are developed through participation in an organization's orientation program. Public education is a prime responsibility of public directors who should serve as communicators regarding organizational purposes and activities as any other trustee. Being external to the board's constituency, the public member provides a perspective different from that of the other trustees. The responsibilities of the public members require much energy and thought which automatically translates into time, a key element of any governing board service.
