Actionable knowledge: consulting to promote women on boards

Describes how actionable knowledge is created to successfully initiate consulting relationships designed to promote changes in the composition of corporate boards and, ultimately, social change to eliminate exclusionary practices that are keeping women from consideration for board seats.

Examines the work of The Boston Club in promoting women on corporate boards to build needed theory to guide change efforts.

Concludes that no one theoretical perspective supplies the necessary guidance. Presents a model that combines psychodynamic, organizational learning, open systems, and critical management studies views.

Presents the push/pull approach taken by The Boston Club that addresses perceived social constraints and psychological needs involved in changing behavior to create commitment to adding women to boards. Suggests that the sequencing of push and pull techniques may be an important consideration in designing change efforts.