FALISR, ALA7KA
Dorothy II, 3ell,Fditor
Published every reek at Falser, Alaska for the Katanuska Valley Farmers* Coonerating
Association for the purpose of giving novrs of the Associations *'rork, Problems and
Accomplishments as roll as Hers of gonoral intorost to the Valley.
SU'.SCRIFTICN RITE $1.75 per year 1<V a copy
T HI n K lUJICEj
"Don’t bite the hand that’s feeding yoti"'was a motto used during the first '."orld I7ar
to combat enemy propagandists in the U.'S.A, This motto can be applied just as effect
ively today as ■ it was thirty years ago, but it should not be construed to mean blind
loyalty to your'country, your community or organization to which it may apply,. ’7e
pride ourselves; in America, in being able to empress our honest opinions for or
against actions, enterprises etc. Fe do not believe that our country or community is
above criticism--but we do like to be the first to recognize and express that criti
cism. This is a healthy condition—since progress can only be made when 'we are able
to see our own shortcomings and are willing to take steps to correct them. However,it
sbuld be borne in mind that there are two types of criticism—constructive and de
structive. Unfortunately it is'the latter that so often gains the stronger foothold—
especially in mall communities.
There is a certain loyalty that is expected of all persons connected with any project
or organization. If you were operating a business of your own, you would most certain
ly hire individuals who would look after your interests and who would make as much
money for you as they could. As owner of the business you v:ould most certainly not
run down youv.-> business to your neighbor or do anything that \’/ould in any way jeo
pardize your business. If your business were a partnership, you most Certainly would
not do anything to hurt your firm. As a member in a larger enterprise, your interest
in the welfare of the organization should be just as loyal as it was in the smaller
enterprise. You certainly wouldn’t expect the other members to.put up with you if
you were continually kicking over the traces and hurting their interests. Yet-that
is just what hanpens in a Co-operative where members fail to feel their responsibility
to the Association—or to realize that they are actually members or partners in a
large enterprise.
As ras mentioned—no American institution that is’truly American expects blind loyalty.
”'e expect criticism—but not the destructive kind, ’"hat is the difference? Let us
examine the attitude of two individuals in our local organization-no names mentioned.
Recently one member of the If/TCA v/as heard to make the statement that he had invested
■J.5.C0 in a share which was taken out of his dividends—and since that time he had
realized between $400.00 and $5/''0.00 in dividends. At th& same time he had paid no
more for his merchandise than he would have anywhere else. Looking at the matter in
this way—this member figured that this was, the best investment that could be found
anywhere. 'On the other hand, this manber had not always been 100$ satisfied with
everything, but his criticism was directed at the weak spots that he considered could
be handled more efficiently. He was ready with-suggestions for improvements—and he
takes an active interest in the problems confronting the Association. Then a member
hakes this attitude—the criticism ho offers i-s generally of a constructive nature—
and is what any growing organization needs.
"’e meet another member of the Association. He doesn’t get'enough dividends—but wants
more whether the Association can afford to pay more or not. He wants every cent out
of the Association right now—-let the test of the members get along the best they
car. If the Association goes broke—CK, he will have his money, This same person has ~
had the same opportunities as the above mentioned member. He probably has realized
more in dividends,, but he still is not satisfied. He blasts his organization in front’
of outsiders and employees, thereby injuring his own market and cutting his own throat.
This second type of a member reminds-us of the story of the dog who had a nice bone
a'ld was on his way home to enjoy a good meal. As he crossed a small foot bridge over
a creek—he looked into the water and'saw another dog with a nice bone. He wanted
that one too,'and proceeded to get it. As he opened his'mouth to' snap and growl at
the other dog, his bone fell into the water and was lost.
ILmbers who destructively criticise their organization should bear in mind that you
can't keep pulling the b’ocks out of your foundation and not expect the building to
cone tumbling about your' ears. (Cont. on page 3)