ABSTRACT
118The current Western fashion for denigrating directors of all types is emotionally understandable following the financial crisis of 2008. However, it demeans the many directors who are still determined to develop their people and organizations, but often without sufficient ideas, models or vocabulary to deal with the deep governance issues that beset our society. This chapter is a personal attempt to ease this unhealthy situation. It forms a fifth of my proposed design for a national corporate governance learning system.
