Boards make decisions because they are trying to solve problems.
A rule is adopted because something isn’t working.
A contract is approved because the association needs a service.
A decision is made with the best information available and with the goal of doing what is best for the community.
But sometimes, even a well-intentioned decision can create a problem the board didn’t anticipate.
That’s why, before moving forward, it can be helpful to ask: What could happen as a result of this decision that we haven’t considered?
For example:
A new rule may solve one problem but create an administrative burden.
A stricter enforcement approach may address repeated violations but result in more disputes.
A cost-saving decision may reduce expenses in the short term but create additional costs later.
A new process may sound efficient but become difficult to administer once the volume of requests increases.
None of this means the board shouldn’t make the decision.
And it certainly doesn’t mean a board can, or should, predict every possible outcome.
It means looking one step beyond the immediate problem.
What happens next?
Who will be responsible for carrying this out?
What happens if circumstances change?
Could solving one problem create another?
Those questions can be particularly valuable when a decision will affect the association for months or years rather than days or weeks.
Sometimes the answer will be, “Yes, we’ve thought about that, and we’re comfortable with the risk.”
That’s a perfectly reasonable place for a board to land.
Good governance isn’t about eliminating risk. It’s about recognizing the risks we can reasonably see and making thoughtful decisions about how to address them.
Before asking only, “Will this solve the problem?” consider asking:
“What else might this decision create?”