Michigan State University Extension
Boardsmanship - 21450001
06/05/00
Building Stronger Community Groups, Pitfalls, Principles, and Characteristics
List of files and visuals associated with this text.
Donna Sweeney
MSU Dept of Resource Development
Extension Bulletin - E-2145 1989
(Fil. 11) Text in PDF format
American community life is filled with volunteer
organizations. When local people see a community problem,
they form a new group to solve it. However, of those groups
so easily formed, relatively few can be considered to be
effective, problem-solving organizations that achieve their
goals.
Effective organizations are far easier to observe than to
define, though certain evaluative guideposts can be used.
The struggling group should understand these guideposts for
those times when members become discouraged with the daily
functioning of their organization.
This publication describes some common problems of
community groups and symptoms of unhealthy organizations.
It also illustrates how an understanding of certain basic
principles can strengthen the local organization and help
it reach its goals.
PROBLEMS AND PRINCIPLES
Pitfalls...or when things go wrong
One of the most common complaints of leaders of community
groups is: "No one helps. A few of us have to do
everything." When such complaints surface to the members of
those groups, they tend to respond with criticisms of the
leaders, such as: "We never know what's going on," or "The
officers like to do everything themselves . . . why
volunteer?"
These groups have a communication problem. Beyond that,
several other facts are apparent from the conflicting
perceptions just stated. For a variety of reasons, which
will be addressed later, a "distance" has developed between
officers and members. They have failed to hear each other
correctly, and may have developed adversarial attitudes.
Both sides may be feeling martyred or ignored. Neither has
been able to meet the organizational challenge in a
knowledgeable, positive manner which would improve respect
and cooperation and lead to increased goal achievement.
Another basic complaint from members of community groups
refers to their frustration that the organization never
seems to accomplish anything. They feel involved in a lot
of action, but few results. As always, poor communication
is a part of this problem, too. But the low level of
communication may be only a symptom of the real problem.
Such organizations rarely have a tradition of systematic
planning. They tend to "shoot from the hip" whenever a new
idea comes along. Leaders may give orders, such as: "You do
this - you do that," or they may also be caught up in
activity for the sake of activity. Then, they are a part of
the chaos that intensifies the problem.
In such groups, someone needs to call everything to a halt
and involve members and officers in a basic discussion to
determine: Why are we doing this? What do we want to
accomplish? Who is best suited to take responsibility? Open
discussions before the need to act can allow for questions,
suggestions and consideration of alternatives. The process
of questioning should involve all members, and can result
in deepening their commitment to the group. This leads to a
greater level of commitment and acceptance of
responsibility.
The following discussion illustrates these and other common
organizational problems - "symptoms" of poor organizational
health.
Common Reasons Organizations Become Ineffective
Lack of long-range planning
One of the first symptoms often seen in ineffective
community groups is related to the background of the group.
Many such groups have been hastily formed in reaction to an
immediate need. No one took the time to select a group of
knowledgeable, interested people who might formulate long-
range purposes and goals that could be achieved by forming
a new organization. General methods of working toward those
goals are seldom discussed before forming the group.
Criteria for roles and office-holding within the group are
rarely established before action commences. Rarely, if
ever, are evaluative methods developed that would help the
group measure its success in accomplishing goals.
Special needs or problems, no matter how pertinent at the
time, rarely translate easily into long-range, lasting
goals around which to establish an organization. Such
problems are often better approached through formation of a
temporary planning group or ad hoc committee that works on
the immediate problem and then dissolves itself. However,
many groups continue meeting beyond the initial need and
become permanent community organizations. As a result, too
few groups are formed with the planning that merits their
long-term continuation. Nor do they subsequently develop
working methods by which they can expect to grow as a
viable, successful group.
When this lack of planning occurs, momentum carries
everyone along for some time and few notice what is really
happening. When the initial enthusiasm wanes (as those
needs are met) group members may begin to feel
disenchanted. Officers may not be sensitive to the
character the organization has developed or to the members'
discontent. These officers are often busy with maintenance
activities and experiencing certain ego-fulfillment in
their roles. Polarization may develop, and this further
separates members and officers.
This polarizing phenomenon is not limited to new
organizations - it is often repeated in established groups.
The pattern may be a flurry of meeting new needs, or
crises, or perhaps a new activity which spawns new
committees, meetings or reports. These activities are often
followed by a period of inactivity and apathy or
discontent. The activity pattern constantly repeats itself
because these groups, despite all their "busy-ness," are
actually reactive rather than proactive. They have, from
the outset, engaged in too much action and too little
thought and planning. Thus, we come to our first basic
principle:
Effective organizations have well documented reasons for
existing. They plan methods to be used in accomplishing
their purposes and have methods for evaluation of their
progress.
Poorly-developed goals and goal-reviewing processes
The activity/low inertia pattern described earlier produces
a sense of distance between members and officers. Members
are expected to understand and follow their leader's
thinking. Members and leaders rarely discuss problems to-
gether or develop long-range goals or methods. After
several such experiences, the social distance between
members and officers increases significantly. As this sense
of distance increases in members, their commitment to the
group lessens. Because members aren't involved in decision
making, and have had little opportunity for ego-
satisfaction (that the officers may enjoy), apathy often
becomes their strongest emotion.
It may be true, as the officers complain, that members
rarely volunteer. However, the reasons for their inaction
may be very different from the officers' perceptions.
Organizations that exhibit this pattern are not healthy or
effective. However, despite the frustration felt by all
sides, the officers who complain of poor member cooperation
overlook one positive fact. Despite their apparent apathy
and limited participation, the members are still there -
they have not dropped out of the organization. Members are
free, after all, to drop out of volunteer groups at will.
The fact that they often retain membership, attend meetings
and sometimes pay dues should indicate to leaders that they
still have some interest in the group. Leaders should
recognize continued attendance as a sign of life in the
group and use this fact to rebuild along more constructive
lines, rather than assume that lack of active participation
indicates total disinterest.
To revitalize an inert or ineffective group, leaders should
consider the following principle:
Effective organizations need clear, attainable goals which
have evolved through an ongoing process of consensus
decisions by members and officers. Effective organizations
also need regular reviews of both short-term and long range
goals by all members.
Such necessary revisions help ensure organizational
vitality. When all members are involved in goal setting,
review and revision, they begin to feel like an integral
part of the group. When this occurs, the group begins to
build a sense of ownership. Ownership leads to commitment,
and commitment builds healthy organizations. People are
more willing to participate when they feel the organization
belongs to them; when they have played a part in
determining goals, directions, programs or activities of
the group; when they feel their ideas or talents are impor-
tant to the group; and when (even though they are not in a
leadership role) they are a respected member of the group.
Lack of member inclusion in decisions
The discussion above demonstrates another basic principle:
Leaders of effective organizations include members in
decisions about roles, goals and responsibilities in the
group.
This idea is illustrated by a well used statement, "People
support what they help to create." When members maintain
responsible roles in group decision making, they have a
real interest in carrying out decisions and helping them
come to fruition. Members who refer to "them" and "their
group," rather than "us" and "our group," seldom reflect
attitudes other than apathy and low commitment. Observe a
dynamic, involved senior citizens' group and its point of
reference, and compare that to a large governmental agency
and its staff members' point of reference. Where people are
making their own decisions and are deeply committed, they
enthusiastically use "us" and "ours." In a large
organization where members have little or no actual
involvement in goal and task decisions, complaints and
negative attitudes are common and members often use "them"
and "theirs" to refer to the organization. The levels of
commitment are as different as the reference point
language.
Conflicting behavior expectations
The apathetic organizations described above demonstrate
another organizational principle:
Organizations contain certain expectations of behavior
peculiar to each major role.
Members who say, in effect, "Why bother?" may have validity
for their feelings. When leaders complain that they must
"do it all," many indeed do too much. In such groups, the
leaders may seldom attempt to involve members.
They may have felt members' apathy and given up asking for
help. Each party is frustrated in his/her expectations of
the other. The resultant feelings of blame cause further
dissension. Responsibility for causing the problem,
however, often lies primarily with leaders, not members.
Some leaders enjoy authority and really become dictators of
sorts.1) A greater majority of leaders sincerely see the
role of leader as one of assuming responsibility to be "all
things to all people." They do not realize that delegation
of roles and responsibilities is a vital function of an
effective leader, and that members want and need
involvement in task accomplishment. Also, they may not
understand the facilitator leadership role. Using this
role, the leader helps others to take responsibility and
make decisions by encouraging their participation, keeps
the process moving toward goal achievement and yet
maintains role integrity. As they see their ideas respected
and acted upon, members are more satisfied and develop
greater commitment.
1)For more information on leadership styles, see "Leaders
Have Several Options," Extension bulletin E-1223 ($.35), by
Maxine Ferris, 1988; "Influencing Others," North Central
Regional publication No. 315 ($.60, for sale only), by
Donna Sweeny, 1988.
Conflicting perceptions of the expected behavior of group
leaders cause value-conflict in those whose expectations
are not met. Whether the expectations were knowingly or
unknowingly violated is unimportant, the resulting negative
reactions are the same. An organization can avoid much
discontent and frustration by holding open discussions
about criteria and desired behavior for key roles, and
determining the leadership style most appropriate to the
several roles involved - before nominations are developed.
If members think that leaders are not behaving properly,
the resulting role confusion often causes unrest in the
group. Behavior is unique to the individual and modes of
behavior are often subtle, though with far-reaching
effects. It is a difficult area for many people to bring up
for objective, critical discussion, without getting into
personalities. As a result, frustrations about behavioral
style often remain buried.
A less threatening way of handling the problem is to hold a
general discussion of skills, personal qualities and be-
havioral abilities needed in a particular role when a new
slate of candidates for office is being developed.
Reasonably skilled facilitators can do this in a manner
that is not likely to produce defensive reactions. An open
discussion can guide the nominating committee and be used
in candidate selection from that point forward.
Inattention to procedures for timely leadership changes
Sometimes, apathy becomes rampant among group members when
leaders have been in office too long and consider the
organization to be theirs, exclusively. They indeed
dominate, due to an overcommitment which appears negative
and exclusive of other's input. This works against another
principle of effective organizations:
Healthy groups maintain a system of office-holding which
includes adequate arrangements for changes in key roles
within pre-established, reasonable time periods.
No set rules exist about how long officers should serve -
the needs and purposes of groups are too diverse. This is
an important area, however, one that healthy groups will
discuss and agree upon. (In general, it is wise to have a
one or two year term for elected positions, with the right
to one re-election.)
When ineffective leaders remain in office for several
terms, the resulting damage to the organization can be
devastating. Wise groups decide on the length of term and
the number of successive terms feasible, and establish this
in their constitution or by-laws. Then, everyone knows what
to expect.
Failure to handle conflict effectively
A majority of people would rather walk away from conflict
than attempt to resolve it. As a result, inept conflict
resolution is a major cause of ineffective community
groups. Conflict too often becomes a detriment to groups,
even though it can result in positive effects.
In general, conflict over ideas, issues and values can be
positive, while conflict over personalities is harmful and
negative. Conflict over issues and ideas can allow all
ideas to be heard, causing valuable alliances to be formed,
clearing the atmosphere, injecting "new blood" into an
otherwise tired or complacent organization, and providing
different points of view or knowledge from which the group
can learn.
Personality conflict that degenerates into personal attack
can jeopardize relationships, ruin the reputations of
either the attacked or the attacker, and take members' time
and attention off the goal. This can polarize a group and
even lead to its eventual collapse.
Recently, a community leader asked in frustration: "Aren't
there some organizations that are just conflict-prone?" Ob-
servation shows that this is true. The history of some
groups reveals a tradition of conflict, regardless of the
situation at a given point. While this may be frustrating
and discouraging to leaders, particularly those less-
experienced, they need to recognize it for what it is.
Rather than assume that the conflict is the fault of their
leadership, they should be aware that continuous conflict
may occur irrespective of the particular leader. This is
often another symptom of an unhealthy or declining
organization. Conflicts can arise when members'
expectations or needs are not met, or when they are
frustrated in their organizational involvement. If
conditions fail to change, each new situation has the
potential to produce further conflict. At that point,
conflict becomes a way of life with the group.
Why some groups react to frustration with apathy, as
described earlier, and others with conflict is difficult to
assess. The answer seems to lie in a combination of several
elements: the history of the group; the quality and
character of the interpersonal relationships within the
group; the perception of the leaders by the members, and
vice versa; the power bases of particular members and the
goals of the group. The attention to conflict in groups
illustrates a further organization principle:
Healthy organizations include opportunity for expression of
many different views and opinions, and have flexible
methods for resolving differences before they can become
non-productive conflict.
If the choice is between apathy and conflict, conflict is
preferred. At least it has some potential. It is more
difficult to work with people who show little or no
emotions and reactions than with people who feel strongly
enough about what happens to their group to make their
views known.2)
2)For further assistance with conflict management in
community groups, see North Central Regional publication
No. 317, "Why We Don't Agree And What We're Going To Do
About It" ($.60, for sale only), D. Sweeny, 1988.
Inappropriate uses of formal structure
Overattention to formal structure is a problem in some
community organizations. Observation shows basically two
procedural difficulties: (1) misunderstanding of
parliamentary procedure and (2) deliberate misuse of strict
procedural methods.
The first of these problems comes about in various ways.
Commonly, it occurs when the leaders understand the formal
procedure, but many members do not. In some way, leaders
have failed to make it clear. Thus the organization falls
into confusion or antipathy develops between groups. This
can lead to real conflict. Members and leaders become
involved in arguing petty procedural points, and substance
is ultimately lost to trivia. Everyone loses in such cases,
and morale/commitment fall.
A second misuse of structure happens when certain members
purposely use strict procedural methods or formal
structures to develop or maintain their own personal
agendas. They may attain positions of importance in the
organization or seek group acceptance of issues in which
they have a vested interest. Or, they may misuse the
committee system or the process of officer nomination and
succession. When such misuse of methods or structure is
allowed to continue, it affects the overall health of the
organization. The organization may become top-heavy or
unwieldy through too much structure, or it may become
distracted from its original purpose and composed of
cliques using power plays to gain their own ends. When this
occurs, the general membership suffers and goal
accomplishment is unlikely.
Effective leaders must be sensitive to the development of
these problems, and avoid contributing to them. They always
put the needs of the group before their own needs. The
"railroading" of certain issues or votes through improper
use of procedures indicates an unhealthy group. Genuinely
concerned groups take time to be certain that all members
understand the procedural system and that the structure of
the group gives fair opportunity for all to participate.
Beyond that, leaders must strive to keep the organization
functional and flexible and not let it become top-heavy.
Less formal decision-making processes can often be used to
everyone's advantage. Here are some ways in which groups
can overcome being burdened and less-effective by
structure: roundtable discussions, consensus decision
making, ad hoc committees (to replace prestige-laden
standing committees), and choosing leaders after group-
evolvement of role criteria.
Healthy organizations use group-developed, simple
structures and procedures, and review them with the total
group.
In some groups, the problem is not too much structure but
too little. Such groups are not seen often, but do exist.
Reasons for a group being very unstructured range from a
clear choice because members feel they can manage without
much structure, to ignorance because leaders simply don't
know how to maintain a systematic way fo going about the
business at hand.
If group members happen to be highly motivated, with great
individual initiative, deeply committed and knowledgeable
about the purposes of the organization, the group may
function well with only a minimum of formal structure. Most
groups, however, need the stability of a reasonable amount
of structure and the accompanying leadership to keep them
functioning efficiently. When such structure is needed, but
not provided, groups quickly flounder. The group may
unwittingly elect someone who simply does not have the
requisite skills to set up and follow a structure. When
people propose candidates on the basis of popularity (as
too often happens) without analyzing their actual ability
to lead - to use acquired skills - they may lack direction
from the top. Sometimes, others in the group can save the
situation by informally assuming leadership roles and
maintaining the necessary structure, but this is uncertain
at best. Usually the effectiveness of the group soon
lessens as morale suffers, individual commitment lessens,
and attendance and membership drop off.
When such a situation occurs, the group needs to call for
new elections as soon as possible and work together to
determine the characteristics and skills needed in a
leader, and decide on the kind and amount of structure they
need for best results. This helps nominees know what is
expected in the leader role, and assures the group that
they are capable of the task at hand.
Too much concentration on "housekeeping chores"
Maintenance activities, a necessary part of organizations,
often receive too much attention, which can lead to apathy
and low commitment. These activities include details of
meetings, handling of minutes and roll taking, setting up
agendas, making future meeting arrangements and planning
social events. Community groups that become apathetic and
ineffective sometimes spend excessive time on these
housekeeping chores and too little time working toward goal
achievement. It is not uncommon to find groups that spend
more meeting time in planning and consuming refreshments
than on the business at hand.
Chores are necessary, but if they become the overwhelming
activity, members who belong to get something accomplished
lose interest and become bored. Continued overemphasis on
such details will cause some members to drop out and others
to become passive and non-participating. People form or
join these groups to help accomplish something important to
them. When they see their time together deteriorate into
nonessentials, they can quickly lose all sense of
commitment. Group leaders can learn more efficient methods
of conducting meetings and handling chores which will not
sacrifice goal achievements.3)
3)Refer to North Central Regional Publication No. 228, "The
Meeting Will Come To Order" ($.40, for sale only),
Cooperative Extension Service, Michigan State University.
The majority of time spent in an organization should go
toward goal-accomplishment activities.
Failure to maintain membership vitality
A final concern: characteristics of the membership. Many
groups may realize they are in a state of decline, but fail
to know why or to recognize certain signs that could have
forewarned them. One of these signs concerns the level of
membership. If the group is functioning effectively and
meeting the needs of members, it should gain members each
year. The output of the organization (be it a product or a
service) should be seen as interesting and worthwhile and
capable of attracting new members. When this occurs, people
want to join the group because they feel that their own
goals can be achieved by working toward the organization's
goals.
Another consideration of membership is the age range of
members, whether new or of long tenure. Except for senior
citizens' groups, the age range of healthy groups should
tend toward younger members, or at least stability in
average age, rather than averaging toward older members. An
organization that is "growing old together," attracting
only older members, and increasing in average age may be in
decline.
A third facet of membership necessary to a healthy group is
diversity or heterogeneity in members. The greater the
diversity of member interests and backgrounds, the
healthier the group. Diversity can add immensely to the
richness of the group experience. Such diversity should
include, whenever possible, a mix of sexes, races, ethnic
groups, educational levels, occupations, past experiences
and tenure in the community. If a group can avail itself of
such a rich mixture and is led by a skilled facilitator, it
can be doubly successful in achieving its goals.
These health indicators, in the form of membership
statistics, illustrate another principle:
Healthy organizations maintain vitality through diversity
in members' outlooks, cultures and experiences.
CHARACTERISTICS CONTRIBUTING TO SUCCESS IN GROUPS
We have listed the principles that most often influence the
volunteer community group. Organizations that demonstrate
use of these principles have every opportunity to be
healthy groups which can accomplish their goals as well as
satisfy the needs of their members. Some general
characteristics of leaders, members and methods also
contribute to the success of community groups.
Use of process skills
It is of the utmost importance that leaders become
competent in their use of process skills, those skills
necessary in handling interactions between people in the
organizational setting. A leader's ability to deal
sensitively with process is a learned skill that is as
vital to the life of the group as the principles presented
earlier. Leaders with process skills do a great deal of
listening, encourage all members to express objections,
deal openly with criticisms, help members to express ideas,
needs, etc., summarize and review frequently, keep the
group "on target" and within established time frames, and
bring the group to conclusion before discussion turns to
reiteration. These are some of the abilities involved in
effective use of process skills.
When well used, such skills increase chances of success and
provide inclusion and respect necessary to members.
Flexible leadership
Flexible, responsive leadership is another trait of
successful community groups. Such process-wise leaders
encourage members to participate, are willing to learn from
them and often guided by the thoughts or wisdom of the
group. Such leaders show respect for their members. From
the wider organizational view which leaders often have,
definite decisions or courses of action may be indicated at
particular times in the group's process. As wise leaders,
however, they remain open to intelligent influence by their
members through the discussion and consensus process, and
guide members to the wisest courses of action or decisions,
rather than resorting to telling them what to do.
Responsive, flexible leaders act as coordinators of ideas,
actions and plans which evolve from consensus decisions.
They tend to appoint committees based on members' interests
and skills, to give meaningful committee assignments, arid
to respect and use their findings. Leaders in effective
groups are generally aware of members' needs and opinions
because they provide opportunity for open and meaningful
discussion. They may well listen more than they talk in
group discussions. Responsive leaders are not threatened by
potential new leaders and, in fact, actually help to
encourage and develop new leaders. They demonstrate one of
the highest tenets of good leadership:
They put the needs of the group before their own needs.
In so doing, they want the leadership passed on to the most
capable people available when they leave office. By being
flexible in recognizing and developing new leaders, they
help to ensure the continuing success of the group.
Flexible working methods
Effective community groups tend to use flexible working
methods. At times, group members must assume certain
leadership responsibilities. Though they may function
around an established committee system, effective groups
are able to meet unusual demands through use of ad hoc,
temporary committees. Parliamentary procedure might be the
usual meeting structure, however, successful groups are
often comfortable in also using the more time-consuming,
but highly rewarding, consensus process.4) Flexible methods
include the use of previously untried, innovative ways of
doing things. "But we've always done it this way" does not
have to be used as an excuse to avoid trying different
ideas or methods that could lead to greater success in goal
achievement.
4)For further information on the consensus process, see
North Central Regional publication NCR 318, "Building a
Local Team" ($.60, for sale only), by Donna Sweeny, 1988.
Commitment by members and leaders
Effective groups display commitment - commitment to the
organization, its goals and purposes, by leaders and
members alike. The sense of caring evident in the effective
group manifests itself in action as commitment. Caring,
committed members and leaders accept their responsibilities
to the group without having to be urged or coerced, a con-
dition often seen in faltering, leader dominated groups or
in groups with weak leadership. Committed groups speak
warmly of "us" and "our" group. They are proud of belonging
and proud of their group's accomplishments. They rarely
engage in unproductive, negative conflict, though their
meetings may become very lively with strong expressions of
different points of view. However, they are usually able to
disagree without engaging in defensiveness or threat be-
cause of the high trust level that results from their
mutual commitment.
Committed groups give positive impressions of their
organization to the general public and to the media. Their
positive attitudes encourage others to want to become
involved with the group and to espouse its goals. Committed
members clearly enjoy the activities of the group and each
other. Membership in the group is rarely seen as a burden -
members give freely of their time and work hard at goal and
task achievement. It is obvious that maintaining positive
interpersonal relationships is as important to leaders and
members as the achievement of group goals. Certainly such
positive relationships are a major factor in the
achievement of those goals.
The level of commitment observed in effective groups is
shown by the willingness to volunteer time, by the obvious
trust shown between members, by their willing participation
and by the open enthusiasm of all involved. Commitment, to
that point, can almost be viewed as proof of an effective
and successful community organization. Members and leaders
alike are obviously using all the organizational principles
presented here.
SUMMARY
Problems and principles (causes of ineffective groups)
Reviewing the problems, principles and characteristics
given here suggests possible solutions to the common
problem of poor participation and lack of goal achievement
in local groups. Reasons for poor participation and poor
achievement are briefly summarized below:
- The goals or purposes of the group may either be unknown,
unreal or unimportant to members.
- The group may participate in ineffective, negative
conflicts, which are detrimental to individuals and the
group alike.
- Members may not understand or agree with activities,
programs or procedures undertaken by the group.
- Members may not feel a sense of ownership of the group.
- Leadership and/or procedures may be so inflexible that
they cause frustration and apathy in members.
Both members and leaders must share the burden of
developing and maintaining a healthy, goal-achieving group.
Leaders, however, must accept major responsibility for
establishing and maintaining an atmosphere that will prove
satisfying to members, while also effectively meeting the
group's goals and objectives. In such an atmosphere, the
group can follow basic organizational principles with a
good possibility of success.
General characteristics (effectiveness in groups)
Section II presented some general characteristics that lead
to success in community groups. These characteristics are:
- Effective use of process skills.
- Flexible leadership.
- Flexible working methods.
- Commitment by members and leaders.
When these various principles and characteristics are
functioning in local community organizations, such groups
tend to be successful. Seldom do ineffective groups
flounder purely because of poor structure alone. Clearly,
the success of a group cannot be separated from the quality
and consistency of its leadership. With real commitment to
the group, however, even inadequate leadership will not, in
itself, cause the group to fail. Groups can adapt to, or
rise above, many inadequacies of structure or leadership if
they have goodwill toward the organization. When this
attitude exists, altruistic ideals and mutual respect tend
to allow goal achievement and subsequent organizational
success, regardless of limitations of structure. The fund
of goodwill causes members to respect each other as they
endeavor together in the group. Ultimately, this group
cooperation, and the commitment it illustrates is the
single most vital component of a successful community
organization.
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