Behavioral scientists maintain that a board-superintendent relationship thrives only within a total organization that is sound and healthy. To develop such an organization, agreement should be reached at the onset on what exactly is board policy and prerogative and what is in the administrative domain. A board must develop its goals with the superintendent, and both must know and accept their duties and responsibilities and value the roles and contributions of each. The superintendent supplies the board information from many sources without being asked, and the board disseminates policy statements to the staff and community. A healthy group has developed ways to resolve conflict, or is continually searching for the ways to do it. (MLF)