Lubna Alli

Reading:

Building powerful community organizations: 

A personal guide to creating groups that can solve problems and change the world. 

Brown, M. J. (2006). 

Brown’s guide on developing power through the development of leaders speaks about the need for strong leaders that know how to develop leaders of their own. The emphasis here is placed on redistributing and refocusing on tasks that allow the leader to redirect their energy on tasks that require more time and attention. Instead of attempting to do everything on your own, the document posits seeking out capable colleagues that are also reliable and trustworthy. Giving them each different roles and positions of power will redistribute work and avoid burnout and overexertion. Only in times of major dispute will they consult the main leader, leaving small conflicts to be resolved amongst themselves. Brown continues to develop this idea by introducing case studies, interactive exercises, and stories. One concept that stood out to me was the Iron Rule, which encourages members to take more responsibility for the organization. It posits that people naturally want to take leadership and be effective, but only need the encouragement and opportunity to do so. This helps them develop new skills and confidence, as well as contributes to the overall development of the organization. The implications of this guide for development I’m inclined to say are not innately problematic, but they have the potential to be. This borderline laissez-faire style of leadership may leave room for the free-rider problem or the diffusion of responsibilities, and as a result potentially the prisoner’s dilemma. What are some methods to combat this? Is the free-rider problem inevitable? And, is it necessarily a bad thing if certain individuals prefer assertion of more power?