Building Communities Part II: Member Retention

Sacred River explores spirituality grounded in religious naturalism & progressive ethics that is both non-theistic and non-supernatural.

Okay, let's assume your local body has reached a point where several new members are coming in on a regular basis. Congrats! Your work has just begun. The focus at this point turns to providing an environment that will encourage new members to stay and become active. In many ways, this becomes a partnership between the community leaders and the individual members. Each person is responsible for his own actions and motivation, while the leadership is responsible for making sure that motivation is encouraged and rewarded, while removing obstacles to group cohesion.

Why is this a big deal? For many reasons. One is that the "temperment" of the community is at stake: will it be open, cordial, and dynamic, or stressful, closed, and static? This should not be left to chance, and yes, the leadership can affect these variables. Another is that when members have high morale and are excited about the work, it is far more likely to bring in new members, providing further positive growth. Third is that the state of the community is highly relevant to how well they work together, which has a deep impact on reaching local body goals. Finally, encouraging an active and motivated community provides greater competencies, which increases the scope of functionality of the group while providing a pool of talent to move into leadership positions when the current longtooths are ready to move on to other work. Obviously the benefits are many (I didn't even mention increased financial resources), whereas there are none for ignoring the community.

Right now, the Order has an unacceptably high attrition rate. There is evidence that over the last few years we have lost more people than we are taking in. This trend must stop and reverse itself, which won't happen without some serious effort. So, let's explore the fine art of member retention.

Preventing/Eliminating Morale Killers

First off, let's talk about things to avoid. These are common problems in local bodies, and they all do nothing but lower morale and create an atmosphere of tension and/or lethargy. A wise local body will keep an eye open for signs of these effects, and work diligently to make sure they don't get a foothold (apologies to those who already read these in a recent post).

The Cult of Poverty.
This is the nonsensical notion that wealth is inherently unspiritual, unmagical, or that it contaminates our efforts. The result is a lack of resources for things such as a comfortable and effective temple, quality equipment, and funds to carry out larger group projects. Moreover, embarrassment in talking about money can lead to avoidance of openly dealing with financial challenges, which can lead to community crisis. Solution: We must openly and firmly promote the idea that money is a magical tool, and that its moral value is determined solely by how we earn and spend it.

Social Insulation.
It is very easy for a group of initiates to become socially exclusive. This can happen without members even being aware of it. This is bad for the community as a whole because it alienates certain segments within the larger social scene while stifling new membership. Moreover, such a social group tends to get "stuck in its ways" which keeps it from being vibrant and fresh. Solution: senior members must watch out for this trend and work to keep the group open, so that new people, new ideas, and new ways of doing things can find their way in.

Right Way Battles.
This is one of the most tedious, asinine tendencies that many magicians tend to have. We love to fight over the "right" way to do things, especially initiations and the Gnostic Mass. When this mindset infects a local body, it can be demoralizing at best and socially destructive at worst. Solution: 1) learn to recognize that there are policies to follow, and (2) as long as said policies are fulfilled, acknowledge that everything else is a matter of personal understanding and proclivity. As such, we should learn to celebrate diversity of style and interpretation where our rites allow it. The general attitude should be one of joy in our celebrations, coupled with respect for the ritual authority inherent in our Order.

Skills & Knowledge over Character.
For whatever reason, we in O.T.O. tend to reward skills and knowledge over character. While skills and knowledge are naturally important (as they are in all serious endeavors), enough people with a lack of character can seriously injure the well-being of a community. Having multiple members who have negative traits such as arrogance, inauthenticity, cowardliness, rudeness, being overly-dramatic, hyper-sensitivity, et cetera, can undermine an otherwise wonderful group. Solution: communicate a set of beneficial character traits and reward their manifestation (with things like accolades and responsibility). A suggested set of such traits is courage, integrity, cordiality, and foolishness. These guide behavior so that a member will be willing to take risks, be honest (both with self and others) and responsible, be sincerely warm and ebullient, and be open-minded, inspired, and willing to not take oneself too seriously.

Not Being Christian.
Sometimes we make bad decisions in the effort to avoid being anything like Christians. This can include avoiding raising money, having a nice temple, or being open and friendly with guests, all because many Christian organizations do these things. Solution: examine this tendency in ourselves and recognize that we should not make decisions based on what Christians do or don't do, but on what our needs are and the best way to accomplish them within Thelemic principles.

Group Cohesion

Group cohesion is desribed as a sense of "we-ness" that has two primary functions: it inspires members to remain within a group while also helping to resist forces that impel leaving it. It is important to understand that group cohesion is a function of a total group (i.e. social systems), not just the sum of behaviors by individuals. The level of cohesion largely determines variables such as group stability, level of participation, effectiveness in achieving goals, and degree of committment. For groups such as O.T.O. which are voluntary, it is especially critical to pay attention to cohesion by developing programs to promote it (while eliminating things that inhibit it, several of which were discussed above).

Based on research, we know that non-coercive groups (like O.T.O., as opposed to school or work) are dependent on "egoistic satisfaction" or basic self-interest while being linked to a basic need for communal belonging. Initially, most members cohere to a group because the benefits of membership outweigh the cost of joining. However, almost all volunteer groups would fail if this were the sole factor, since by their nature such groups (and O.T.O. is no exception) provide little in the way of tangible benefits. The remainder has to be handled by cohesion so that attachment to the group outweighs the cost of participation. Therefore, it is vital for a voluntary organization that wishes to remain stable and vibrant to promote emotional investment and a strong social identity that will make staying more attractive than exiting. The following sections are suggestions based on empirical research and case studies that explore the nature of group cohesion. It is broken into two groups: instrumental cohesion (based on tasks) and socio-emotional cohesion (based on social affiliation). It is important to note that effort put forth to promote both forms of cohesion is far more effective than promoting either alone.

One of the underlying principles within many of these is the establishment of trust, which is considered one of the foundations of strong group cohesion. Finding ways to show and reward trust in individuals is one of the most powerful methods of forming group attachments. Even if none of the specific suggestions presented here are attractive, this central concept of establishing trust should be used to develop programs that are workable for local bodies. It is a theme that should be applied to members at every level, which transforms (ideally) from trust in the group into a series of trusting interactions between established competent members. Without a high level of trust—initially with the group and eventually earned for the self—the impulse to exit will remain high (despite what a certain ritual might imply).

Instrumental Cohesion

This first section discusses ideas for encouraging what is called instrumental cohesion, which is when a group is gathered around a task-goal orientation. In other words, these are potential methods a local body can employ that are geared towards labor and task accomplishment.

Develop Clear Goals and Objectives

The basic method for increasing instrumental cohesion (as several people have been fond of pointing out to me) is the development of goals and objectives around which the community can rally (keeping in mind that "developing a vibrant community" is itself a discrete goal).

First, it is important to define terms:

• A goal is the purpose toward which an endeavor is directed. A goal might or might not be measurable or concrete (although the more well-defined the better). Eg: To create a vibrant spiritual community around Liber XV.
• An objective is a sub-type of goal that is measurable, time-delineated, and discrete (i.e. it is clear when it has been completed). They are the stepping stones toward which a goal is accomplished. Note that each objective can potentially have sub-objectives, depending on the sophistication of the task. Eg. within the next six months, we will 1) get all Mass officers off script, 2) throw a dais-building party, 3) start bi-weekly Liber XV workshops.
• A duty is an obligated, ongoing task or function. A duty is neither a goal nor an objective (unless it has yet to be fulfilled). Eg. To continue performing the Mass at least once a month.

The reason duties are listed out seperately is that they tend to be far weaker in terms of rallying a community compared to goals and objectives. Duties are naturally very important, but it is hard to generate high enthusiam over continuing to do something at a level that has already been attained. Remember, this essay is specifically about community development, not local body administration.

When it comes to setting goals, it helps to describe what it looks like, even if it can't be technically measured. So, if we take the example above, the local body might say that a "vibrant spiritual environment" means the following: people are excited about the Mass and enjoy coming regularly; new officers want to participate; ritual competence steadily increases; and it generates non-initiate interest, which should lead to new members. Of course, each of these items could become discrete goals in and of themselves, which would then lead to new objectives. For example, if a sub-goal becomes "ritual competence within the Gnostic Mass should be as high as possible" then an objective might be "to have Mass officer practice sessions 2 times a month." It should go without saying that the better defined the goals are, then the better designed the objectives can be, which increases the likelihood of success. Just to be clear, goals can have as many objectives attached to them as necessary, and objectives can serve more than one goal. Finally, communities should develop short-, medium-, and long-term goals and objectives, so that they can taste the sweet nectar of success on their way to bigger tasks.

Task Groups (Brigades)

One of the fundamental entries to cohesion is a sense of group efficacy and the feeling of being personally involved in the success of the group. The O.T.O. is a complex organization, and new members often don’t know what to do. When a local body gets large enough (say, more than 15 people), a possible method is to create small, discrete task groups. There are two strong benefits to this model: it gives individual members a sense of agency and it is an excellent method for accomplishing goals and objectives.

It is proposed to label these groups something other than the rather antiseptic "task group"...the title "brigade" is suggested. There are many different ways to set up effective brigades, depending on the size and needs of the local body. Some can be permanent in that are geared towards ongoing duties, whereas some can be temporary, based on accomplishing specific objectives. Also, membership can be as fluid or concrete as desired (e.g. members can come and go at will or must make a limited committment).

Each brigade should have an assigned, recognized "brigadier" to lead it. Brigadiers can be of any degree, and qualification should be based on the nature of the task and the skills and experience of the initiate. This will provide great opportunities for learning leadership skills without affecting local body administration.

There would be multiple benefits to such groups:

• New members can begin with low-level commitment
• Allows for a sense of personal efficacy (i.e. usefulness within the group)
• Brigades can actually accomplish needed tasks
• Provides brigadiers with leadership training and experience
• Increases opportunities for positive social exchange (see below)

Possible Brigades:

• Temple beautification
• Social welfare (entertainment, hospitality, etc)
• Product Sales (fulfillment, distribution, sales, advertising, etc.)
• Fundraising (concepts & organization)
• Outreach
• Construction (furniture, props, etc.)
• Others based on discrete goals and objectives

Since this is the O.T.O., and not a corporation, we would need to romanticize these brigades, giving them attractive names and strongly promoting their meaning and value to the local body as a whole.

Assessment of Success

Studies show that members in a group tend to participate more when there is a perception of current or likely success in the future. The local body should make announcements of successes loudly and consistantly. Every success of every goal and objective, no matter how small, needs to be trumpeted. This effect becomes much stronger when numerous members are involved, leading to a sense of personal efficacy and likely future participation. This can create opportunities for appreciation, which also has a strong correlation with group cohesion (see below).

Rewarding Effort

We know from research that people are strongly motivated when their efforts are recognized. This isn't hand-holding...it is an effective way to increase group functionality and morale. There are many ways to do this, from one-on-one communication to formal events that celebrate successes or ongoing efforts. Be creative...print certificates, make announcements in the local newsletter, post a success message on a poster openly in the temple, throw a success party, or just take the time to make a phone call to express appreciation. Do not underestimate the impact that rewarding effort will have on motivation and dedication.

Socio-Emotional Cohesion

This is affiliation motivated by the emotional satisfaction from being a part of a group. Developing this form of cohesion has a significant impact on the well-being of a local body. Research shows that this form of non-task interaction (i.e. social collaberation) has a direct impact on task-effectiveness, as well as levels of satisfaction, dedication, trust, loyalty, and willingness to offer energy and resources to the group.

The Three Pillars of Stewardship

The Three Pillars of Stewardship—Material Sustenance, Service to Community, and Fraternal Support—were designed to articulate the relationship between an individual member and the community to which she belongs. The underlying principle is that each member is a fellow steward in the maintenance of the local body. It acknowledges that each initiate is mutually responsible for the well-being of the local body, and that efforts put into the group are not payment for services but are an investment in the community. This works on the principle of enlightened self-interest—by helping the group succeed, that investment will return to benefit the individual.

A possible action for the local body leadership to take is to establish the Three Pillars of Stewardship as stated local policy, making it clear that joining the local body means accepting stewardship duties. As a quick review, the Three Pillars are:

Material Sustenance
Every member should provide what energy, time, and money that they have available to the local body. It is understood that few will be able to give an equal measure of all three, and that is okay. The point is to give what one can, and that all three are valuable.

Service to Community
All members should find a way to work in some service-oriented position. The three most common will be as administrative officers, ad hoc event leaders, and officers within the Mass and initiations. Again, it is recognized that not everyone will have the skills and inclination to fulfill all of these positions, but that each member should seek out what avenues of service of which they are capable.

Fraternal Supports
This is what it sounds like: put in the effort to support one's brothers and sisters. This is done by such behavior as attending events, especially initiations and ecclesiactional milestone rituals, get involved with member projects, welcoming new members into the community, and helping out when members call for aid. No member has the duty to support every brother or sister in all situations. Nevertheless, Stewardship requires that members work to embrace the social principals of cordiality and community spirit.

Social Contracts

Research shows that members of an organization develop a much stronger degree of dedication when they sign a contract, even when it is not legally binding. This is a simple, inexpensive tool that could have a high impact on group cohesion. There are several different kinds of contracts that a local body can employ, including:

Financial Pledge
This is a simple agreement for a member to pay a certain amount to the local body. This kind of contract is most effective for specific goals—for example, to maintain the temple space, with a given financial objective—as opposed to the general fund. It can provide for several options, including one lump sum (to be determined by the member) as well as multiple payments over a specified period of time. Experience has shown that this does increase levels and regularity of payments into the body.

Member Expectations
This is essentially a document that articulates expectations of the local initiates that can be signed upon asserting membership in the community. The model used can include the Three Pillars of Stewardship or other structure that outlines what it means to be a member of the local body, such as agreeing to pay local dues. To increase effectiveness, this can happen in conjunction with a signing ceremony, perhaps on the same evening as a Mass or a business meeting, elevating it to the level of full ritual. A possible idea is to have a single page with the "Member Contract" that all members pledge to by signing, perhaps once a year, which can then be posted openly in a nice frame. This kind of event can turn such an effort into the equivalent of making a powerful magical link with the community, while providing clear, minimum expectations for every member.

Group Challenges

Research gives evidence that cohesion is greatly increased when group members experience mutual stress. This is a take on the “war buddies” concept—when members pass through a challenge together, group cohesion tends to form (especially in the form of mutual trust). Such challenges can be either physical or emotional—the important aspect is that they induce mutual stress. Depending on how such activities are designed (emotional, physical, or intellectual), they can also result in other benefits, such as increased knowledge, well-being, and competence (which can all be targeted towards the aims of the local body). These effects are strengthened when leadership emphesizes the overall value and positive meaning of such experiences.

The one formal event that reflects this is our initiation ceremonies. However, the effect is generally limited to the number of candidates at any given ceremony. Therefore, initiations should not be seen as adequate for this component. Other ideas include:

• Team-based games (with O.T.O., magick, and Thelema trivia, for example), with prizes
• Going through a ropes course together (this will cost a little money, but it's worth it)
• Go out for a laser tag outing (or other competition-based activity)
• Create a group ritual that is highly energetic and arouses the emotions
• Go to a protest together (to fight oppression, tyranny, and superstition of course)
• Have a casino night (this is a lot of fun and a good way to raise money)

Mentoring

In several studies of both sports teams and military units, group cohesion has been shown to increase dramatically when a mentoring program is in place. The essential component of such a program is the tying together of a novice and an experienced member. Considering how complex and unusual O.T.O. is, assigning new members to an experienced mentor (either by degree or number of years of membership) can have some strong benefits, including:

• the development of trust in a competent member
• a single point of contact for questions and concerns
• novices will become more quickly familiar with local, implicit norms
• would give experienced members a chance to earn more trust through mentoring responsibility
• creation of social ties between newer and older members, helping to prevent insulation

Such a program should not take the place of the formal sponsorship program within O.T.O., of course. However, there are some inherent deficiencies within this system—which is, in reality, more of a voucher system than anything else—regarding mentoring. One is that there is no guarantee that the sponsors are experienced enough in the local body to actually be fully competent mentors. Two, it is not uncommon for a few of the more personable members to be popular sponsors, which would place too much of a mentoring burden on a few people while not taking advantage of other experienced members. Three, having a single mentor creates a clear line of communication as opposed to having two sponsors. Again, sponsors should indeed be in contact with their sponsorees, and can be useful for forming social ties. But when sponsors are too new or not fully competent, assigning mentors can be highly effective in increasing cohesion while also insuring that the community will have better informed members.

Rewarding Affiliation

Just as it is important to reward task-accomplishment, it is equally important to reward affiliation with the group. This has the vital effect of establishing a shared identity with other members of the community. Emphasizing aspects such as history, tradition, and pageantry have a powerful effect on the creation of this identity and on emotional cohesion with the community.

Fortunately, O.T.O. has a built-in way to do this. Because of our initiatory structure, it is easy to construct events that are limited to local body membership or even degree affiliation. A wise local body will put on regular events that are geared towards the aspects of the O.T.O. experience—especially those bodies that conduct initiations rarely. Such events could include:

• degree study groups
• degree-related pageants (reading theatre can be effective with little labor)
• private degree-specific Masses
• review workshops for degree dickeedoos (highly recommended)
• semi-formal feasts for members only, by local body or degree
• an original play or ritual celebrating the local body specifically
• write a local body song

Rewarding Skills, Knowledge, and Character

Part of local body leadership is the giving of trust to individual members. This can be formal, especially thru awarding administrative officerships. It can also be more informal, shown in small but important ways, such as requesting one to be involved in a ritual or event, allowing one to handle money (say, at a fundraiser), allowing one to head up a project, and other such ways. When it comes to handing out trust, it is important to develop clear requirements for it.

This paper proposes a triadic model of skills, knowledge, and character. It is important to note some things that are missing here, such as degree and time within the body. While these will naturally play a role in giving trust, they should take a back seat to the "trust triad." Depending on the nature of the responsibility, skills and knowledge are relatively easy to assess in most cases. If one is to be treasurer, it seems obvious that the person should be able to competently fulfill the essential tasks, or at least have the established ability to learn when there is a gap.

However, it is equally important (and in some cases more so) to consider character. Character is defined as the underlying traits that lead to consistant behavior. Within a fraternity, it is totally legitimate to demand a strong character in order to earn trust. Local leadership should work to establish what they consider to comprise excellent character (I propose the four traits model of courage, integrity, cordiality, and foolishness), and openly promote it by rewarding those who display it with giving trust. It is important to communitcate to the members what is expected in these terms, either in a contract, in literature, through mentors, during business meetings, et cetera.

Social Exchange within Small Groups

When a local body starts to get large (say, over 30 members), it can be very effective to promote the formation of small groups (5 to 7 members is ideal). This is not the same as naturally forming cliques (which are probably inevitable), but are semi-formal constructs based on given criteria. Such criteria can be in alignment with task groups, similar interests (e.g. enochian magick), or purely social activities (say, an ad hoc novice group assigned to a mentor or regular attendees at a "coffee night"). Studies show that when a larger organization has such small semi-formal groups, it can actually increase cohesion within the whole community. In large part, this is because people form stronger group ties with a small number of people rather than a large number. Creating opportunities for this type of social interaction can be a powerful tool for leaders who want to maintain community cohesion when numbers start to climb.

This has been only a simple summary of social cohesion. There is much more to learn for those who are interested. In the meantime, some combination of these suggested task-based and social-based programs in conjunction with preventing morale-killers will go a long way towards retaining quality members while helping promote a vibrant and motivated community.

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