The advisory board’s makeup tends to consist of professionals with domains of expertise relevant to the organization they serve. Organizations invite advisory board members to guide the organization’s efforts over an extended period. Still, they do not have fiduciary, operational, or decision-making responsibilities for the organization in the way that a board of directors does. This article provides a framework for a behavior-analytic organization to (a) identify whether an advisory board would be feasible and beneficial, (b) establish an advisory board, and (c) engage and manage an advisory board to best leverage the unique skills and interests of the members. The article includes 2 examples of advisory boards to illustrate the suggested framework and recommendations.

中文翻译：

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建立和利用咨询委员会的专业知识

咨询委员会的组成往往由具有与其所服务的组织相关的专业知识领域的专业人员组成。组织邀请顾问委员会成员在很长一段时间内指导组织的工作。尽管如此，他们并不像董事会那样对组织负有信托、运营或决策责任。本文为行为分析组织提供了一个框架，以 (a) 确定咨询委员会是否可行和有益，(b) 建立咨询委员会，以及 (c) 参与和管理咨询委员会以最好地利用独特的技能和会员的利益。本文包括 2 个咨询委员会示例，以说明建议的框架和建议。