While pursuing my doctorate at Cornell University I was privileged to have a full professor of educational psychology as a mentor. We would meet every other week for two and a half hour sessions. We explored learning theory, innovations, research and development and assessment. I was given assigned readings and required to implement, in writing, the topic under investigation - in other words, the practical application to what I was learning. He also provided me with a bonus. He called it, The Survival Bag for a School Administrator.
He said there were two tools that were essential. One was recognizing the difference between the formal and informal organization in all organizations. The second was how to identify and survive community power structures. In other words, who has the juice in a community? Because I had lived in an urban setting, survival strategies were of great interest to me.
As I recall, he advised me that whenever you observe an organization it is important to find out how it really works. The organizational chart is the written structure for how the organization is supposed to work. You know: Board of Directors, president, vice presidents, and division heads. The public sector has a similar approach with different titles.
There is a basic assumption that ability to achieve what the organization is supposed to do flows from the top down. It assumes each person in each position has the capabilities to perform those responsibilities needed to make things work. This is called the formal organization. Sometimes this is not the case, and the subordinates have to do those things their superiors should do. This is called the informal organization.
We have all seen movies where the general didn't know what time it was and the major or the sergeant had to provide what was needed to get them out of the place alive. There is never a perfect fit where all people are suitable for their jobs. If you are in an organization where the informal gets things done and the formal doesn't, it is a set up for failure. What you hope for is to have the formal and informal in unison. You need a group of people who know what needs to be done and do it. They all do what they are supposed to do. When the general and the troops have a shared vision and a good battle plan mighty victories can be won. Unfortunately I have found too many organizations where the informal organization carries the biggest burden.
The second tool for my bag was identifying and surviving community power structures. There are many variations; no two communities are ever the same. I have found they fall into three general categories.
The Dominated Power Structure is a community where a few people possess the controlling power. They can have their will recognized on virtually all community issues. Such power can come from economic or social elite. It can be a particular ethnic or racial group. It can also be a religious sect, providing the group involved is small and cohesive.
Pluralistic Power Structure is a community where there is a diffusion of power among many interest groups and individuals. The result is no single group possesses influence on all community and school issues. There is some disagreement on who really has the power. There are periodic power struggles.
Inert Power Structure is a community where there are no apparent power relationships in the community. One would expect to find little interest in community or school issues. The community displays little evidence of developmental or experimental programs. It gives the appearance of widespread satisfaction with the status quo and acquiring people to serve in formal leadership roles in the community political system is difficult. It might appear like Pleasantville, but such is not the case. There is trouble in River City.
If you are in a position of authority you better know the territory or you may have a few sleepless nights.
Professor Ripple, I have applied the two models you put into my tool kit. I have applied them for almost 45 years in many cities and towns and in many countries. They have been invaluable and I have survived. Thank you.
What kind of community is Andover? It makes for an interesting discussion.
Ken Seifert is a 40-year resident of Andover and former superintendent of the Andover schools.
