Just as duality enhances certain perceptions, negative perceptions are similarly engendered. Perceptions such as:

1. There is no oversight: The board is the governance tool used to oversight management and organisational performance. When that body is headed by the person whose performance is oversighted by the body he/she heads, then there exists a profound conflict of interest.

2. Everything done under duality, is possible under split positions managed effectively.

3. A split system offers protections to shareholders or members which duality fails to do.

4. Duality when operating 'effectively' might appear OK for the time being, but when it fails, then it can easily destroy the organisation due to inadequate checks, balances and authorities. This does not deny that split systems don't 'mess up' too, but remedies in split systems can kick-in much faster.

5. Duality implies 'absolute power' within the organisation. As we all know, it takes an incredibly mature, competent and ego-harnessed individual to make it work. These types of people aren't as common as the number of existing duality roles.