Comments to: crs@uvm.eduReviewed as of 4/20/98
THIS DOCUMENT WAS PRODUCED BY THE NEW ENGLAND REGIONAL LEADERSHIP
PROGRAM. IT IS POSTED BY THE CENTER FOR RURAL STUDIES FOR PUBLIC
USE. THE CENTER FOR RURAL STUDIES ASSUMES NO RESPONSIBILITY FOR
THE CONTENTS. FOR MORE INFORMATION, REFER TO THE USERS GUIDE.
MEMBERSHIP VS. LEADERSHIP
When people feel they are "only members" of a group and not
"leaders," both the individuals and the group as a whole suffer.
Some individuals become frustrated because they are not given the
opportunity to express themselves, while others who do not take
responsibility become bored. This unit is written on the premise
that all members of a group share responsibility for the group.
A classic example told by one workshop participant emphasizes the
need for sharing responsibility. The group was a very dynamic
one made up entirely of volunteers who shared their many tasks.
The group got a good deal accomplished; members enjoyed
participating and seldom missed meetings. Then the group secured
a grant which brought on a full-time staff person. Within six
months most of the responsibilities had been transferred to the
staff person. Member interest dropped to such a low point that
it was difficult to get enough people for a monthly meeting.
One point to be made is that sharing responsibility and not
putting it all into the "leader's" hands makes a more dynamic,
interested, and productive group.
If your group believes that people should control the decisions
that affect their lives, then group members should have control
over the decisions their group makes. How can your group push
for more citizen input externally when internally the group has
set no precedents?
For too long, people have been allowing their input to be blocked
by the so-called "experts." And yet, every member could become a
"leader," eliminating the need for one or a few persons to
control the direction and personality of the group. Every member
can take responsibility for the success, action, and decisions of
the group.
The practice of leadership training--selectively training the
leaders of organizations, showing them how to lead--runs the risk
of increasing the gap between leaders and other members.
Although good leadership is important, there is a need--perhaps a
greater need--to share the control of groups among their full
membership. This will encourage members to become active
participants in the group, and to support its decisions because
they are decisions the members have made themselves.
THE IDEAL
Your group wants to be a highly motivated and effective group,
which functions with a minimum of effort, and has well-attended
meetings that are satisfying and accomplish desired objectives--a
super group, able to make hard decisions with a single vote, able
to keep on track no matter whose interests are at stake.
THE REAL
þ Members need to know what's expected of them by the group
and what they can contribute and how.
þ Members need to know what limits the group has set--
politically, socially, interpersonally.
þ Members need to feel that they belong to the group and that
others in the group not only welcome them, but also feel
they are needed. They must feel that they are needed for
the goals of the group, and are appreciated for their
efforts.
þ For people to work effectively, they must feel free to share
in the process of goal setting and planning. They need to
be a part of deciding what the group will do and why. This
means that all members must be given a chance to speak and
be listened to as well, so everyone can have some input into
the decisions.
þ Members need to feel that what they are working toward can
be done and will be meaningful to themselves as well as
others when it's accomplished.
þ Members need to know specifically what is expected of them,
not just that they have to show up at a meeting every Monday
night.
þ Members need to have input into the setting of the rules the
group works under. Maybe a 7 p.m. meeting is too early for
someone who has family responsibilities or a long drive to
the meeting.
þ Members need to be challenged so they don't feel that their
time would have been better spent elsewhere. Yet members
need to be challenged in a positive way--encouraging them to
take tasks they can accomplish and ones which help the group
meet its goals.
þ Members must be able to see and feel that they have made
some sort of progress: that they are getting somewhere and
it's worth all the effort they have made for it.
þ Members also need to have faith, confidence, and trust in
other members of the group. Some groups are set up with
inherent distrust within the group: a landlord-tenant
relations group. It is important, then, for members to be
given opportunities to establish trust in a non-threatening,
non-emergency situation.
þ Members need to know when they have done a good job, as well
as when they haven't. But remember, criticisms should be
positive.
ADAPTED FROM: Working Together: A Manual for Helping Groups Work
More Effectively, Robert C. Biagi, University of Massachusetts,
Citizen Involvement Training Project, 1978.
Comments to: crs@uvm.edu
Reviewed as of 4/20/98