STRENGTHEN T HC- DEMOCRAT IC
CONTROL
By --Gordon H.Ward
Democratic control by the mem
bers 13 one of the fundamental
principles of economic coopera
tion. Yet in hew many coopera
tives do the members have a
confident feeling that they in
dividually have a real voice in
electing directors and deter
mining policies?' In all too
many, it appears, the forms of
democratic control arc gone
through with, but without much
genuine pa.rticipation by the
members. In others the bylaws
prcviclo for member partiepation
but do not'assure real democratic,
government.
What is needed is a sincere de
sire on the part r.f the loaders
in each cooperative to follow
procedures which will at all
times give the members a feel
ing of real participation in the
government of their organization.
The confidence of the members
their loyal support of its act
ivities-- is the most valuable
asset of any cooperative. But
how many cooperatives have more
than a passing interest of their
members? The members trade with
•their cooperative, speak well
of it. They attend meetings,
listen to reports from the
officials , and move they be
adopted. They vote that the
report of the nominating com
mittee be adoptc1 to reelect
the entire board of directors.
When this dry rot has developed,
the cooperative is headed for
the graveyard. But some may see
the handwriting on the wall, and
if some courageous souId are
brave enough to stand the storm
that develops with the amputa
tion of the old wood and the
grafting in of mw strains of
thought through election of
younger men, the organization mo
may come through revitalized,
take a new loose on life, and
go forward to now accomplishments}
It is better, however, if the
cooperative in the first place
adopts, procedures that give mem
bers the feeling that they have
a real voice in selecting and
electing directors and determin
ing policies. There arc various
techniques that can go a long way
in developing and maintaining the
active interest and participation
of members in the government of
their miniature economic democracy.
These techniques vary with the
size of the organization. Where
there is sincere desire, effective?
procedures for genuine demoncratic
control can bo worked' out to
suit any type of cooperative set
up.
Tine after tine it has been de
monstrated that the member? of co
operatives have more good business
sense and sober judgment than
directors are prone to give them
credit for. When facts are laid
before the members in clear and
understandable form, almost in
variably the great majority virill
vote for the policies which will
strengthen their organization and
ena.blo it to improve its ability
to serve then over the years
ahead. The members of a coopera
tive are often more progressive
and often are more willing to back
expansion programs than arc boards
of directors. Laying questions
of change of policies and plans
-for expansion before the members
often leads to faster progross
than when the directors undertake
the responsibility cf deciding
such matters themselves.
Boards of directors, therefore,
most effectively perform their
function of leadership by formu
lating plans for the progress
of the cooperative and laying the
proposals before the members for
consideration and action. Giving
the members matters of policies
to consider keeps them interested
in the cooperative because most
people like to mike plans.
Lhen the plans in which the mem
bers participated work out well,
they have a feeling of satisfacticn
in havingpparticipatod in a suc
cessful undertaking, (see page 4)