Association boards are different because 1) they involve complex chapter HB3 or affiliate structures that complicate governance needs, 2) their boards can reflect a stronger emphasis on representative governance, and 3) the personal opinions or naive decision-making of individual board members and association professionals, rather than the knowledge of governance best practices, often influences decision-making, to the detriment of needed change.  Markedly different from existing board development books, this modern approach focuses less on the behaviors and qualities of "high-performing boards" and more on the stages and processes that directors and their staff of transformed boards used to reach higher performance.  This is the journey to good governance versus the destination.  Based on research funded by the ASAE Foundation, the book emphasizes diagnosis and application of solutions by including the tools and activities transformed associations used to achieve stronger governance.  Most importantly, the book will transcend specific board-building models or frameworks (policy governance, generative governance) in favor of understanding the roles that any and all models can play in improving governance.  The cases and stories will incorporate examples of associations that chose to apply recognizable, popular governance models/frameworks alongside associations that chose other strategies for improvement.