1) What's the issue here in the story?

2) How would you address the situation?

Make your response as lengthy as possible. (1 page in length)

Nonprofit Governance Case Studies: Volume 1 "I was stunned," said board chair Barbara Ballard, pacing her kitchen floor while speaking on the telephone. "I couldn't believe my ears. I had no idea there might be a problem with Donald, our chief executive." "Neither did I," said the voice on the telephone. "Sorry I had to miss the meeting." Immediately after returning home from the annual meeting of the community hospital board she chaired, Barbara placed a long-distance phone call to her vice- chair, Allan Carlson, hoping to catch him between meetings during his out-of-town business trip. , "Barbara, tell me exactly what happened," said Allan "Well, we had a good meeting," Barbara began, "until we got to the executive session. I expected to be out of there in 10 minutes. As you know, the only item for discussion in the executive session was the approval of Donald's salary increase. You recall it was to be an 8 percent increasesame as we gave each of the last two years since we hired him. "I explained to the board that you and I, along with the treasurer, were recommending this increase once again-even though it exceeds the inflation rate-since the hospital's programs are doing well: Occupancy is up, collections are on target, the new diagnostic imaging unit is operational, the budget is in the black. In short, I told them we thought Donald continued to do a good job and warranted another substantial increase. "The resolution was moved and seconded, and I asked for discussion, Barbara continued, "and I got discussion!" "Who said what?" asked Allan. "First, there was this long, disconcerting pause; then Dr. Baruch spoke up. He said that as medical director of the neighboring university hospital he felt it was his responsibility to express his and Case Study 2 A Simple Executive Session Raises Questions about the Chief Executive several other physician colleagues' concerns about Donald. He said that too often Donald seems not to understand that physicians and not administrators are the backbone of hospitals. Dr. Baruch said a number of doctors had complained to him about Donald's domineering personal style.' "That comment by Dr. Baruch broke the ice, I guess. Then Eleanor Jackson said that she, too, had heard complaints about Donald's insensitivity--particularly from groups she worked with in the community "Finally, Tim Zook spoke up and reminded us all that in the past nine months we have lost the director of nursing, the director of pharmacy, and the chief of obstetrics." "What did you do, Barbara?" asked Allan. "I said these concerns were news to me, but that I was happy that members of the board had spoken up. I said that under the circumstances I thought we should delay action on the motion until our meeting next month to give us time to investigate more thoroughly." What should Barbara do now? Nonprofit Governance Case Studies: Volume 1 "I was stunned," said board chair Barbara Ballard, pacing her kitchen floor while speaking on the telephone. "I couldn't believe my ears. I had no idea there might be a problem with Donald, our chief executive." "Neither did I," said the voice on the telephone. "Sorry I had to miss the meeting." Immediately after returning home from the annual meeting of the community hospital board she chaired, Barbara placed a long-distance phone call to her vice- chair, Allan Carlson, hoping to catch him between meetings during his out-of-town business trip. , "Barbara, tell me exactly what happened," said Allan "Well, we had a good meeting," Barbara began, "until we got to the executive session. I expected to be out of there in 10 minutes. As you know, the only item for discussion in the executive session was the approval of Donald's salary increase. You recall it was to be an 8 percent increasesame as we gave each of the last two years since we hired him. "I explained to the board that you and I, along with the treasurer, were recommending this increase once again-even though it exceeds the inflation rate-since the hospital's programs are doing well: Occupancy is up, collections are on target, the new diagnostic imaging unit is operational, the budget is in the black. In short, I told them we thought Donald continued to do a good job and warranted another substantial increase. "The resolution was moved and seconded, and I asked for discussion, Barbara continued, "and I got discussion!" "Who said what?" asked Allan. "First, there was this long, disconcerting pause; then Dr. Baruch spoke up. He said that as medical director of the neighboring university hospital he felt it was his responsibility to express his and Case Study 2 A Simple Executive Session Raises Questions about the Chief Executive several other physician colleagues' concerns about Donald. He said that too often Donald seems not to understand that physicians and not administrators are the backbone of hospitals. Dr. Baruch said a number of doctors had complained to him about Donald's domineering personal style.' "That comment by Dr. Baruch broke the ice, I guess. Then Eleanor Jackson said that she, too, had heard complaints about Donald's insensitivity--particularly from groups she worked with in the community "Finally, Tim Zook spoke up and reminded us all that in the past nine months we have lost the director of nursing, the director of pharmacy, and the chief of obstetrics." "What did you do, Barbara?" asked Allan. "I said these concerns were news to me, but that I was happy that members of the board had spoken up. I said that under the circumstances I thought we should delay action on the motion until our meeting next month to give us time to investigate more thoroughly." What should Barbara do now