In an informal poll of administrators and experienced board members, two short checklists were used. One consisted of trustee actions that might be considered invasions of administration, the other of presidential actions that might be thought to encroach upon trustee responsibility. (LBH)

Conflict between a president and a governing board can be reduced by third party intervention. Before a board changes presidents, trustees should seek the best available outside analysts to help clarify issues and circumstances and identify possible alternative courses. (MLW)

Conflict between president and governing board or within the governing board can be reduced, it is suggested, through informal third-party intervention. Some broad categories of conflict are named including the finance dilemma, the divided board, the domineering individual, the special interest syndrome, and the breakdown in confidence. (MLW)

In improving board performance, the nub of the issue is perceiving the board's functions as multiple: among other things as legal corporation, supreme court, board of inquiry, stabilizers, planners, and energizers. Also critical: unhurried recruitment, systematic orientation, judicious deployment. (Editor)

In this guide trustees and regents are given a description of the special nature of the task of trusteeship, as well as a convenient guide to critical areas of trustee responsibility. Discussion begins with the problems of academic trusteeship: differences in expectations among interested parties--faculty, students, donors, legislators, public…