YOUR GROUP DYNAMICS Ą Do you involve volunteers along your byway? Ą Can you make your meetings more effective? Ą Who provides leadership for your byway? Ą How does your group manage power and conflict? 

Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS Photo Caption: Vivian Stratton (seated) and her daughter, Jean Flegel (standing), are volunteers along OregonŐs Outback National Scenic Byway. Vivian was eight years old when her family homesteaded in the area.She is a founder of the Fort Rock Valley Historical Society, which has been collecting and preserving pioneer era structures for over 18 years.With help from the Lake County Road Department and Midstate Electric Cooperative, volunteers move the buildings from the original locations to Fort Rock Homestead Village Museum, just west of the town of Fort Rock, Oregon. A few local members worked on the restoration.The museum has also been the recipient of Oregon State Lottery funds. Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations 

YOUR GROUP DYNAMICS: WORKING WITH VOLUNTEERS 

Working with Volunteers: Find Them and Keep Them! At the heart of most byway organizations are dedicated volunteers. Byway volunteers may serve on your board, write your corridor management plan, create your Web site, design a brochure or build a hiking trail. Unfortunately, people Ň do not usually just show up at the front door offering to donate their time and skills to your organization. How do you find volunteers for your organization? Volunteering presents an opportunity for people to use their existing skills or develop new skills. Along the way, scenic byways benefit from volunteers who fulfill many important roles and responsibilities, such as: Ą Fundraising Ą Planning special events Ą Serving as board and committee members Ą Grant writing Ą Web site development Ą Corridor clean-up and beautification efforts Ą Public relations Ą Historical research Ą Preparing a corridor management plan Ą Building trails Ą Managing a project 

"Volunteerism is the voice of the people put into action. These actions shape and mold the present into a future of which we can all be proud."Helen Dryer TIP! Ask at the Right Time The best time to recruit adults is: Ą In the early fall, after school starts Ą In January when they plan a new year Ą After your organization has received some positive publicity 

Here are some tips to help you in your search for valuable volunteers. 1. Plan for volunteers. Before you begin your search, you need a clear picture of your volunteer needs. Spend time organizing before you recruit people for the task. Ask yourself questions like: Ą How many people do we need? Ą How long will we need them? Ą Is this a one-time job or will we need volunteers on an ongoing basis? Ą What type of skills are we looking for? Ą Who is interested in our work? 
There is nothing more frustrating for a volunteer than arriving at a volunteer job and finding disorganization. You and your volunteers will find volunteer job descriptions helpful. Job descriptions allow you to foresee how many volunteers you will need to recruit and they will help your volunteers to understand exactly what you expect of them. Other elements to consider when writing job descriptions include: Ą Clear description of the volunteer responsibilities and expectations Ą Ideal qualifications and personality of the recruit Ą Number of hours the volunteer will need to work Ą Schedules Ą Benefits to the volunteer 2. Recruit volunteers. The next step is to actually find volunteers. Brainstorm potential candidates. Who has the necessary qualifications? Who lives or works close by? Who is interested in your work? Who is already connected to your byway? Are there any groups that would like to volunteer? Once you have a list of sources, begin asking people to volunteer. ItŐs important to ask. Most people volunteer because they are asked to do so. In asking, keep these tips in mind: Ą Be motivated yourself. Potential volunteers will sense your enthusiasm. Ą Try to speak to candidates one-on-one so you can address individual interests and concerns. Match volunteer roles with individual needs and schedules. Ą Explain why you have approached themŃtheir expertise, personality, etc. Ą Explain the job accurately. If you expect a lot from your volunteers, be up front with them from the beginning. Ą Express the benefits of volunteering. Assure them that a volunteer is an integral piece of the puzzle. Ą Stress the fun side of volunteering. It is a great way to meet nice people and to work as a team toward a common goal. Ą Ask again at a more appropriate time. If a prospective volunteer says ŇnoÓ because of schedule conflicts, the candidate may say ŇyesÓ when more time becomes available. 

Talk about Your Byway Are you missing opportunities to involve people with your byway? Look for chances to talk about your work. Ą Wear a T-shirt, hat, or button from your group whenever possible. When people comment on it, you have an opening to discuss your byway. Ą At dinner parties, when you are asked what you are doing, tell people how great your group is and how important your work is. Ą Consider turning your birthday, anniversary or a holiday event into a fundraiser. Your invitation can say, ŇInstead of presents, please give a gift to a Good Group (or become a member of a Good Association).Ó Ą Always have newsletters and brochures about your byway with youĐin your briefcase, at your house, and in your car. (Ideas adapted from Kim Klein, editor of The Grassroots Fundraising Journal) 3. Retain volunteers. Perhaps the most important thing you can do is to make volunteers feel comfortable. Loyal volunteers are invaluable, so do your best to retain them. Here are some things you can do to keep active volunteers: Ą Once you recruit volunteers, get them involved right away. Ą Be flexible. Your volunteers are balancing jobs and personal lives as well. Ą Give specific assignments that have a clear beginning, middle and end. Ą Help volunteers understand the importance of the work they do. Explain how their contributions fit into the overall project or mission. Ą Outline to whom the volunteer reports. Ą Take time to answer a volunteerŐs questions and concerns. 
Ą Develop a structure so volunteers can take on greater responsibility if they choose. Ą Be mindful that there are costs involved in volunteering. Volunteers may incur personal expenses to attend meetings, use vacation time to attend byway events and provide in-kind donations. Use your volunteersŐ time and donations carefully. 

Photo Caption: Byway volunteers appreciate professional types of recognition. Many attend the biennial National Scenic Byways Conference to participate in educational workshops, learn from byway tours and network with peers.The conference has been held in Louisville, KY (1999), Portland, OR (2001) and Albuquerque, NM (2003). 4. Recognize volunteers. Ą Give sincere and honest praise for the contributions they make. Ą Publicly recognize volunteers in speeches, media, meetings, etc. Ą Plan special events, such as parties and picnics, as a way to thank volunteers for their hard work. Ą Find professional ways to reward volunteers. For example, provide free registration to a training session or byway conference. Volunteering can be a very enjoyable and rewarding experience. ItŐs up to you to make each volunteerŐs experience memorable and worthwhile. Plan adequately and recruit diligently. Help your volunteers understand the importance of the time and effort they devote to your community and your byway. The rewards and accomplishments will bring untold value to your organization and your byway visitors.  
 Photo Caption: Volunteers work together on many projects to promote, enhance and preserve their bywayŐs intrinsic qualities. Ownership is created when people are given the opportunity to be involved with both problem identification and problem solving. When they own the tasks and the process, a high level of committment develops. 

Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: WHY DO PEOPLE VOLUNTEER? Why Do People Volunteer? And Why DonŐt They? Volunteers are a vital part of the National Scenic Byways Program. A 2001 survey by the AmericaŐs Byways Resource Center indicated that 40 percent of the nationally designated byway leaders are volunteers. In addition, the majority of individuals working within byway organizations are volunteers. People volunteer for a number of reasons. If you understand why people volunteer, you will be better equipped to make their experience a fulfilling one. Recruiting volunteers is only half the battle; you also need to work hard to keep them. Volunteers will stay involved if they feel their efforts accomplish something, that their talents are appreciated, and that they are making a difference. 

Photo Caption: Many byway projects require lots of time and lots of volunteers. In July 2000, a two-day celebration along the Historic Columbia River Highway (Oregon) included an airplane flyover, interpretive walks, a time capsule burial, a competitive walk/run and historic highway movies. Byway supporters (shown here) also participated in an antique car parade that traveled through newly re-opened historic tunnels that had been closed to the public for over 50 years. 
What Motivates Volunteers? Value Ą To demonstrate commitment to a cause or belief Ą To assure progress Ą To be an agent of change Ą To be able to influence Ą To better the community Ą To leave a legacy 

Social Aspects Ą To help others Ą To be part of a team Ą To make new friends Ą To get to know a community 

Professional Reasons Ą To increase business Ą To develop skills Ą To make contacts Ą To donate professional skills Ą To learn something new 

Esteem Ą To feel better about themselves Ą To feel needed Ą To feel proud Ą To make an impact Ą To be recognized 

"Volunteering is an equalizer. It finds the common denominator among otherwise diverse people and allows them to work together to meet goals that matter to them all." Susan J. Ellis President Energize, Inc. TIP! You Never Know Unless You Ask For your next project, ask core team members to each ask one person to help (volunteer) with a specific task. If possible, the task should be simple and require only short-term commitment. For example, ask for help reviewing a proposal or handing out brochures at the local fair.This produces immediate assistance but also lets the volunteer test the waters before jumping into long-term involvement. What Stops Volunteers? People also wonŐt volunteer for a number of reasons. By identifying the factors that stop people from volunteering, you can turn the negatives into positives and have more success in recruitment and retention. Some reasons why people might hesitate to volunteer: Ą The organization and its meetings are in inconvenient locations Ą Lack of transportation to attend byway meetings and events Ą Group seems disorganized Ą Difficulty scheduling time to be involved Ą The work is taken for granted and not appreciated Ą Do not understand the groupŐs mission and goals Ą Incompatibility with personalities of other volunteers Ą Do not feel welcome in the organization Ą Fear that the work will be too difficult for them to perform Ą Reluctant to accept leadership assignments Ą Have not been asked 
Barriers for potential volunteers vary with each person. The skills and interests that make a particular volunteer appealing to your organization may require extra flexibility on your part. For example, a volunteer from the newspaper might have publication deadlines at 6:00 p.m. that conflict with your 5:30 p.m. meetings. Plug him into a committee that meets at noon instead. An influential business leader might prefer to meet periodically downtown instead of at the byway visitor center. Why not? Encouraging an atmosphere receptive to new ideas helps to welcome volunteers, and, importantly, keep them. The Importance of Asking Being asked personally to give time and money is the most effective way to recruit volunteers and donors. Being asked directly by a spouse, another family member, a friend or a colleague, or through an institution greatly influences the individualŐs decision to volunteer. Reasons Why People Volunteer Feeling compassion for those in need 86% Having interest in the activity or work 72% Gaining a new perspective on things 70% The importance of the activity to people the volunteer respects 63% An astounding 90% of those asked to volunteer did so, according to ŇGiving and Volunteering in the United States.Ó Source: The Independent Sector (1999)  "When members are elected or appointed to an office, they are no longer avolunteer! They have accepted and possibly taken an oath to be responsible for an activity or activities with the organization. They should set an example for the members of the organization by their conduct. They have an obligation to execute their responsibilities and insure the future of the organization. They must take the long-term benefit of the organization into consideration on every decision that they are involved. They should attend all activities in their area of responsibility, and as many other activities and meetings as possible. They will have to recruit, delegate, train, motivate, manage, assist and reward people to help them accomplish their goals. The final responsibility of their term is to motivate and train at least one, but hopefully more than one person to take their job for the next term."Richard Battle Outstanding Jaycees President of the World Past President, Austin Jaycees, #1 Chapter in the U.S. The Volunteer Handbook: How to Organize and Manage a Successful Organization The Importance of Ground Rules: Set the Stage for Effective Meetings An effective team sets guidelines or standards to govern the groupŐs behavior and to help establish constructive norms. Such guidelines, called ground rules, explicitly state how the group will communicate and interact. Ground rules can help keep meetings on task and improve the groupŐs productivity. Importantly, the group should agree up front on ways that the team will operate. The team should spend some time discussing the ground rules in the early stages of the groupŐs formation. Important areas that should be addressed with ground rules include communication, the group decision-making process and conflict resolution. Agreed-upon ground rules should be documented, referred to, revisited and revised as necessary.  

Photo Caption: Just as teams of horses need to learn how to pull together, so do people. Ground rules are agreements that can help group members work together more effectively. When the Historic National Road Alliance sponsored a conference in Cumberland, Maryland, horse-drawn wagons carried participants to an evening cookout. It took about three hours to travel nine miles along the Historic National Road route. AmericaŐs Byways Resource Center Team Ground Rules You may have just a few basic ground rules or an extensive list. This set of team rules was developed by staff at AmericaŐs Byways Resource Center. Ą I will ask for more information when I donŐt understand something. Ą When itŐs not clear whoŐs responsible for specific tasks and decisions, I will request clarification. Ą I will not jump to conclusions, but will accept your comments, concerns and suggestions as constructive feedback. Ą I will assume good intentions. Ą I will freely and proactively share information and resources. Ą I will communicate regularly with my co-workers. Ą I will use good listening skills. Ą I will ask for help and offer my assistance. Ą I will work to create a supportive office environment. Ą I accept the obligation and commitment to help my co-workers. Ą I will treat everyone with respect. Ą I assume responsibility for voicing my concerns and ideas to the team. Ą I will encourage honest and open discussions with my team members. Ą I will acknowledge the contributions of my co-workers and remember to say Ňthank you.Ó Ą I will practice patience, tolerance and kindness. Ą I will focus on the bigger picture, remembering the importance of our work and our mission. Ą I will celebrate successes. Ą I will contribute to effective team meetings by being on time, being prepared, staying focused and actively participating. Ą I understand that mistakes are made, both my own and others. I will be ready to apologize and forgive. Ą I will honor the confidentiality of office discussions. I will uphold these ground rules in all of my internal and external interactionsŃwith team members, byway customers and partners. Additionally, I will help my co-workers abide by these ground rules. 


Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: WHAT MAKES MEETINGS PRODUCTIVE? What Makes Meetings Productive? Steps to Use Time Wisely Effective meetings become the catalyst for results. Ineffective meetings may eventually produce results, but with dissatisfied participants and a tremendous loss of time. Show your respect for participantsŐ time and their involvement by planning ahead for effective meetings. Start with specific objectives that focus the meeting, setting limits on what will and wonŐt be covered. Make it clear who should attend and what they should accomplish. Write all of this out in a meeting notice or reminder, sent either by e-mail or mailŃeven a post card will work just fine. Include the objectives with the agenda as well. 

Photo Caption: A variety of tools and techniques (plus a healthy dose of common sense) can make meetings less painful, more productive and maybe even fun. Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations Objectives should: Ą Be specific Ą Avoid words such as discuss or talk Ą Use words such as assign, decide, complete, create, produce 

Prepare the Agenda If an objective is a destination, the agenda is how to get there. A written agenda keeps the group focused on the meetingŐs objectives. Think of it as a promise from the leader that the meeting will reach the desired outcome. For most groups, the agenda helps to manage both the process and the participants by avoiding sidetrack discussion. It can be helpful to assign a specific time to each agenda item to manage the flow of your meeting. Often, attachments further explain the agenda items. There are several ways to structure an agenda. Every group must decide what format will best meet its needs. One technique is to divide agenda items into three categories, including (1) Action Needed, (2) For Discussion, and (3) Information Only. Another effective framework is the following: 1. Examine and approvebrief, relevant minutesfrom the last meeting.2. Add special agenda items.3. Work on less controversial,easier items.4. Work on difficult items.5. Break. (Optional)
6. Work on for-discussiononlyitems.7. Distribute informationand announcements.8. Consider any specialagenda items if there issufficient time.9. Summarize.10. Adjourn.

Try to send the agenda with its attachments to all group members several days before a meeting. This gives everyone time to become familiar with the business that will be discussed during a meeting. "Productivity, creativity, efficiency, participation and commitment are results. If you want these results from your meetings, you have to understand the process that produces them. You donŐt get better at doing something unless you stop to think about what youŐve been doingĐto analyze your process."ŇHow to Make your Meetings WorkÓ Michael Doyle and David Straus Group Facilitation Suggestions 1. Distribute tasks among group members for a higher level of participation (e.g. recorder, timekeeper). 2. Call on group members by name when the group is non-participatory. 3. Ask open-ended questions to the group as a whole or to individuals. 4. Act as a referee when group members interrupt or begin to critique ideas. 5. Offer ideas of your own to get the ball rolling. 6. Make eye contact with non-participating individuals. 7. Give praise frequently for all kinds of ideas. 

Assign Roles For most byway meetings, youŐll need to determine which roles will make your meetings most effective, such as a Facilitator, Recorder and Timekeeper. YouŐll need to define the responsibilities of these roles. YouŐll also need to agree on how and when the roles will be passed on to other members. Will the roles be filled by appointed individuals or volunteers? Will the roles rotate? If so, when? Ą Facilitator (Chair) At the beginning of a meeting, the facilitator is responsible for several tasks. The facilitator begins by calling the meeting to order, welcoming any new members and introducing them to the group, and distributing any handouts and information that were not included in the mailing. The facilitator should then ask for additions and changes to the agenda. During the meeting, the facilitatorŐs job is to help the group follow its agenda. The facilitator should introduce each agenda item and note points of decision for the group. The facilitator should also make sure that all important information and perspectives are addressed. By encouraging everyone to participate, asking for minority opinions and expressing appreciation for sincere contributions, the facilitator sets a positive example for all group members. If the discussion wanders too far from the subject at hand, the facilitator might suggest forming subcommittees or moving the discussion to another time. The facilitator should try to deal with any threats to the effective working of the group. This might mean mediating disagreements or referring to group rules. If the facilitator is not comfortable with these situations, he or she can look to other members of the group for assistance. Before adjourning, the facilitator should summarize the meetingŐs accomplishments and the tasks that members agreed to accomplish before the next meeting. This avoids confusion, clarifies responsibilities and reduces the possibility that members might forget assignments. The facilitator should ask for issues and agenda items for the next meeting. The facilitator concludes the meeting by checking calendars and setting the next meeting date. Ą Recorder (Secretary) The recorder is responsible for taking notes at a group meeting and typing those notes for the group members. The final format should follow that of the agenda, with topic headings identified. Topics of discussion, decisions made, action items, responsible parties and timelines should all be recorded. Ą Timekeeper The timekeeper makes sure that there is enough time to accomplish the items listed in the agenda. The group shouldnŐt rush through important decisions at the end of a meeting, which frustrates everyone (especially those who planned presentations or discussions). At the beginning of the meeting, the timekeeper should make sure that appropriate time periods are set for each agenda item. Plan some extra time into the agenda, just in case. The timekeeper should check that that the number of agenda items is manageable. If too many agenda items have been submitted, the timekeeper should ask the group to prioritize the items. Items that are assigned a low priority should move to a later meeting. During the meeting, the timekeeper should assist the facilitator in keeping the discussion on track and indicate when to finish a discussion. If an issue requires further discussion, the group should decide whether to postpone a decision and move on, or spend extra time at that meeting. TIP! Doughnuts and Coffee Professional meeting planners know that attention to detail is the key to successful events.The smallest details can make or break a meeting. Factors such as the right lighting, food, room arrangement and seating can contribute greatly to the success of your meeting. Create an environment that encourages networking and participation. Flip Chart Pointers When groups are brainstorming, itŐs helpful to capture the concepts and key points on a flip chart. This way everyone has a visual reminder of the ideas that develop.This can help spur additional discussion. Ą Use the participantsŐ words whenever possible; avoid summarizing Ą If you must summarize, check with the speaker for accuracy Ą Prompt participants to complete or clarify their thoughts Ą Write large enough for people to read from a distance Ą Write down everything but donŐt put too many words on a page Ą Title and/or number each sheet Ą Tear off sheets and post sheets on a wall as they are used Ą Use marker colors that are easy to see (red, black, green, purple) Ą After the meeting, collect the flip charts and type up the notes to send with the meeting notes Developed through the NorŐeaster Project,Arrowhead Regional Development Commission Brainstorming Often meetings will involve brainstorming as a way to generate new ideas to address a problem or solution. Since brainstorming may be a departure from the groupŐs usual discussion format, it may be helpful to review the process. Some strategies for successful brainstorming are: 1. Put aside all judgments and evaluations. Clarifying questions are okay. 2. The wilder the ideas, the better. Be creative. 3. Think aloud. 4. Build on someone elseŐs idea; make it bigger and better. 5. Do not critique ideas or suggestions. 6. Do not play ŇdevilŐs advocateÓ yet. 7. Record all suggestions and ideas on flip chart, so everyone can see them. 8. Generate as many ideas as possible. Go for quantity! With these tips in mind, participation increases and the meeting is more likely to yield positive results. The group should agree on brainstorming guidelines before the discussion begins so the facilitator feels free to remind people when they have gotten off track. Evaluate Your Meetings At the end of meetings, take the opportunity to reflect on what the group has learned, what is working well and what could be improved. Pay attention to people that seemed frustrated with certain aspects of the meeting. Meeting evaluations can be verbal or written. 1. Set aside a few minutes at the end of meetings for de-briefing. 2. Ask what was useful and how meetings could be improved. 3. Give everyone the opportunity to comment. 4. Write down anything the group would like to change for the next meeting. 5. Incorporate the agreed upon changes in subsequent meetings. 

TIP! Move Ahead after Meetings Groups sometimes struggle with action following meetings. Good ideas may be left hanging if follow-up assignments are not clear. To ensure results: Ą The facilitator should summarize assignments and due dates at the end of the meeting. Ą Meeting minutes should list action items and be distributed in a timely manner. Ą Before the next meeting, the byway leader or committee chair should check on the progress of assignments and offer assistance, if needed. Ą At the next meeting, provide time for updates on tasks and assignments. 
Photo Caption: Even though flip charts are low tech, they are reliable and donŐt require any special skills for use. Flip charts are a quick way to capture meeting decisions, action items and ideas during a brainstorming session. Some groups use a separate flip chart as a ŇParking LotÓto record side issues or items that fall outside of the current meetingŐs agenda. Behaviors in a team that: Help Ą Being on time and prepared Ą Sticking to the agenda Ą Listening to understand, speaking to be understood Ą Speaking clearly about what you think and feel Ą Building on ideas from others Ą Criticizing ideas, but not people Ą Providing leadership (if needed) without threatening the facilitator Ą Following through on agreements Ą Paying attention Ą Volunteering, not waiting to be asked Ą Being open and flexible Ą Maintaining a sense of humor Ą Honoring the confidentiality of the group process Ą Supporting group decisions Ą Taking responsibility to voice concerns and ideas 

Hinder Ą Missing meetings or showing up late Ą Engaging in side conversations Ą Complaining with no solutions offered Ą Talking too much Ą Using humor to avoid honest discussion Ą Interrupting Ą Not participating in discussions and decisions Ą Talking off topic Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations Committees: What Makes Them Likable? (Or Not?) Do you find that sitting on committees can be a rewarding and productive experience in some cases, but an annoying waste of time in others? William G. Dyer analyzed things people like and dislike about committees in his book, Contemporary Issues in Management and Organization Development. Photo Caption: The backbone of byway initiatives is effective committees. Byway Leader Steve Keegan, USDA Forest Service (Black Hills National Forest) coordinates efforts with local chamber of commerce executives. Over 1.8 million visitors annually visit Mount Rushmore and the stunning Peter Norbeck National Scenic Byway in South Dakota. TIP! Do We Really Need a Committee? A committee should be formed only for a specific reason and to help your byway organization achieve its goals. Unless the purpose of a committee can be stated in writing, the committee is probably unneccessary. If you donŐt need a committee, get rid of it. Things people like about well-functioning committees: Ą Clear role definition of the committee. People know what the committee and its members are supposed to do, and what their goals are. Ą Careful time control. Meetings start on time and end on time. There is enough time allowed to get the work done and no more. Ą Committee members show respect. They are sensitive to each otherŐs needs and expressions. People listen and respect othersŐ opinions. Ą An informal relaxed atmosphere prevails. ItŐs not a formal exchange. Ą Good preparation. The chairperson and committee members are prepared. Materials are ready and available. Ą The members are qualified and interested. They want to be a part of the committee. A definite commitment exists. Ą Interruptions are avoided (or held to a minimum). Ą Good minutes or records are kept. Decisions are not lost. There is no need to search out what decisions were made. Ą The committee self-evaluates. It stops and assesses its own performance periodically. Needed improvements are worked out. Ą Committee members feel they are rewarded. Recognition and appreciation are given so that members feel they are really making a contribution. Ą The committeeŐs work is accepted and used. The effort seems to make a contribution to the organization. Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations Things people dislike about malfunctioning committees: Ą Poor leadership. The leader fails to keep the discussion on the subject; to monitor, direct and keep things moving in the appropriate direction; and to engage in those activities that are stimulating and motivating to the members. Ą Goals are unclear. Members are not really sure what they are trying to accomplish. Ą Members donŐt take assignments seriously. There is an apparent lack of commitment and no follow-through. Deadlines are not met. Ą Lack of clear focus on the committeeŐs assignment. For example, some members ask, ŇWhat are we supposed to be doing today?Ó Ą Leadership often ignores committee recommendations. Leaders need to be more responsive to the committee. Ą Time is wasted. Unproductive discussion of problems with no conclusions or decisions made. Ą Domination by one person or a clique. Some talk and push for their positions, while others wonder why they are there. Ą Lack of preparation. The agenda is not prepared, and materials and things that really need to be there are not available. Someone, especially the chairperson, has not done his or her homework. Ą No action taken. The committee spends a lot of time without coming up with specific items resulting in some kind of action. Ą People operate on hidden agendas. Some even have personal axes to grind. They get into discussions that only one or two members think are important.  

"Unleashing the
creative power of several minds on a single issue can work miracles. Ó Bob Hooey YOUR GROUP DYNAMICS: COMMITTEES COPY AND DISTRIBUTE Committees are an integral part of any organization. To succeed, a committee needs a clear purpose, an effective leader, responsible members and the right resources. Consider the following questions: 

What is the committeeŐs purpose? What are the committeeŐs responsibilities and limitations? What are the specific tasks? Who will lead the committee? Who will serve on the committee? What skills are needed? Plan a Successful Committee Plan a Successful Committee (continued) When should the job be completed? What types of reports are expected? What is the budget? What is the authority of the committee? What resources are needed? What resources are already available? How will the committee measure success? 

Created by AmericaŐs Byways Resource Center Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: DECISION-MAKING ALTERNATIVES Decision-Making Alternatives: Oh, Those Pros and Cons You make decisions from the minute you wake up until you lie down at nightŃand then you might make a few more. How you make decisions varies, depending on the situation. Just as each individual has unique ways of making personal decisions, groups have their own ways of making byway decisions. A group often develops an unspoken culture of decision making. The way decisions are made may be a matter of habit rather than conscious choice. Unless the desired decision-making process is discussed, an organization will continue to operate under patterns that might not meet the groupŐs needs. Photo Caption: An effective decision-making process is critical as byway organizations work together to address challenging issues and unique questions.What kind of signage is needed on our route? How will we fund our bywayŐs needs? How will we preserve and enhance the intrinsic qualities of our byway? Who will manage byway projects? What kind of interpretation will best tell our bywayŐs story? What do visitors expect when they visit our byways? How can we improve communication with our stakeholders? Decision-making methods need to evolve and change as the group changes. For example, decisions can be made differently in a small, informal organization than in a byway group that has grown into a large, formal organization. Groups find it useful to examine both how they are making decisions and how they would like to make decisions. Decisions, Decisions, Decisions Every group approaches the decision-making process differently. Your family probably arrives at decisions using methods that vary markedly from your friendŐs methods. The quality of your decisions is directly related to the quality of your decision making process. Some possibilities include: 1. Flip a coin, roll the dice, throw a dart or pick a number out of a hat. This method may work when the outcome is unimportant or all the choices are equally desirable. 2. See what the neighbor plans to do, then do just the opposite or follow their lead. 3. Let the most vocal, persuasive, or knowledgeable group member make the decision. 4. Take turns making decisions. 5. Avoid making a decision, hoping the problem will solve itself. (Then again, no decision is still a decision.) 6. Assess the options and their likely outcomes. Then, make the best decision you can, given what you know. 

"You cannot make progress without making decisions." Jim Rohn Consensus-Building Approach 

At key decision-making points, check thegroupŐs level of support for an issue oraction by indicating one of five levels ofsupport. Ask each person to rank his orher support (#1 to #5). This can be doneverbally or by ballot. Any decisions receiving1s or 2s require more discussion. A questionto frame this discussion can be,ŇWhat couldwe change about this decision to move yoursupport to the positive range?Ó The goal isto get all members to 4s and 5s, though afew 3s can be acceptable.The discussionleader should continue to re-state thedecision as the group modifies it, and thenask for another check of support, untilthe group arrives at an agreement thateveryone supports.(5)Great decision! (4)Good decision. (3)Neutral, will support. (2)DonŐt agree, but wonŐt sabotage. (1)Watch out! 

Adapted from materials created by Jeff Thompson, Innovations in Quality Consultants. "Coming together is a beginning, staying together isprogress and working together is success. Ó Henry Ford Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations COPY AND DISTRIBUTE How Does the Group Decide? The following questions might help initiate a discussion about how your group makes decisions: Ą Who is impacted by our decisions? Ą Who should be consulted and involved in making decisions? Ą Do we have a process for making decisions? Ą Do we have the authority to make decisions and the capacity to carry them out? Ą How do we collect information to make decisions? Ą Do we have the expertise to lead ourselves through a complex decision-making process? Do we need an outside facilitator? Ą Which decisions can the leader or leadership group make on behalf of the organization? Can the leader make routine decisions? How will decisions be handled in crisis or emergency situations? Ą Do members know when decisions are going to be made? Is there adequate notification? Ą Do members have an opportunity to gather information, ask questions, reflect and provide input on decisions? Ą What are the parameters involved in our decisions (i.e. legal, jurisdictional, financial, bylaws, organizational charter)? Ą How do we gauge the level of support (within and beyond the group) for decisions? Ą How are decisions documented and communicated? Ą How do we make final decisions (vote, consensus, etc.)? 


COPY AND DISTRIBUTEYOUR GROUP DYNAMICS: DECISION-MAKING ALTERNATIVES Take It Step-By-Step Following a simple step-by-step decision-making process may work for your group, such as: 1. Define and clarify the issue. Determine if it warrants action. If so, now? 2. Gather facts and information. 3. Think about or brainstorm possible options and solutions. 4. Consider and compare the pros and cons of each option. Seek advice from others, if necessary. 5. Select the best option. There is rarely only one solution or one right answer. The best solution is one that your group supports and can implement. 6. Explain your decision to those involved and affected. 7. Implement your decision. 8. Evaluate and modify if needed. 
Usually a complex decision includes several possible solutions. Often groups need to choose a solution without 100% certainty, in order to move forward. Remember you always have the option to re-evaluate in the future. Created by AmericaŐs Byways Resource Center Four Ways to Decide Generally, byway organizations use four decision-making methods: The Leader Decides 1.The group relies on one leader or expert to make the decision, regardless of group input. Even after the group thoroughly discusses an issue with the leader, the choice still belongs solely with the leader. The fastest way to make a decision, this method also produces the least chance of group support, but is sometimes necessary when an immediate decision is required. 

ItŐs important for a leader to understand when he or she can or must act on behalf of the organization without consultation. 

2.Member Vote Typically, the group hears the issue and the options. Then the members discuss the options and take a vote. The most popular choice wins. Ruling by majority, however, means that somebody may lose. Occasionally, the loser may not bow out graciously and may even sabotage implementation steps.  Still, many groups find member voting simple, useful and fair. For Ňvirtual communitiesÓ or 4. byways with several stakeholders located far apart from each other, voting can prove particularly efficient. Members can be polled without physically gathering in the same place at the same time. 3.Committee Organizations form committees to assist with decision-making steps. Committees might gather information and present the results or recommendations to the group. Then the group may take a vote or defer to the leader. Or, the larger group may give the committee permission to study an issue and forge ahead with a decision. Some committees use their decision-making power only during emergencies or between meetings when an answer is critical but a full group meeting isnŐt possible. Often, smaller committees bring together people with expertise or special interest in the issue.The members provide insights and share discussions to resolve the issue that the full group might find tedious, complicated or cumbersome. For byway organizations, committees can assess information and encourage varied input when the whole group canŐt meet. 4. Consensus True consensus requires that the facilitator check with everyone present. After hearing each memberŐs opinion, the entire group must support the outcome, before a decision is final.Truly unanimous decisions are rare. Usually, consensus decisions generate long-term support and commitment. However, for those who value speedy decisions (task focused), the time-consuming process of thoroughly discussing each issue with each member can be frustrating. For those who value inclusion of everyone (process focused), there can be a tendency to get bogged down along the way. Yet, for byway groups that prize community-based input, consensus is a worthwhile decision-making plan. Developed through the NorŐeaster Project,Arrowhead Regional Development Commission. "We know what happens to people who stay in the middle of the road. They get run down." Aneurin Bevan Photo Caption: Every member of a group plays a different, but important, role. Some roles relate to the task aspect of the group, while others relate to the social aspect. What role do you play within your byway organization or committee? Pitfalls in the Process 

An effective decision-making process will result in sound decisions and strong organizational commitment. Byway organizations should watch out for common pitfalls in the group decision-making process. If groups find themselves falling into these ruts, they should discuss ways to improve their group process. Common Pitfalls 1. Inconsistent decision-making processes. 2. Making a decision, but failing to document and communicate it to those who need to know. 3. Discussing an issue again and again and again, without making a decision. 4. Procrastinating on making a decision in hopes that the issue blows over. 5. Not giving people enough time to thoughtfully consider important decisions. 6. Postponing a decision out of fear that it may not be the Ňright decisionÓ or that you donŐt know enough. 7. Not dealing with opposition and conflicting views. If opposition to the decision isnŐt addressed or raised during the decision making process, it may surface Ňafter the factÓ or outside the group. 8. Making a decision but failing to outline the steps to implement the decision.  COPY AND DISTRIBUTE What Roles Do You Play? Within a group, people play different roles. To be effective, a group must have members who focus on the task (task roles) and members who focus on group dynamics (process or maintenance roles), while minimizing self-interest roles. Groups that have only task roles will suffer performance problems due to ineffective group process. On the other hand, groups with only maintenance roles will not get the job done. Any group that has self-interest roles being played will not perform to its full potential. What roles do you play? Can you identify your roles within the group? Task roles (or task focus) are the things group members do and say that directly aid in the accomplishment of its objectives. People who play task roles: Ą Make sure everyone understands the goals and objectives. Ą Plan how the group will meet its goals and objectives. Ą Organize, assign and coordinate resources. Ą Focus on the agenda, the task and the work plan. Ą Help the group achieve its goals. 
Maintenance roles (or process focus) are the things group members do and say to develop and sustain its group dynamics. People who play maintenance roles: Ą Get members involved and committed to the group. Ą Seek membersŐ input and agreement on group decisions. Ą Help group members resolve conflicts. Ą Act in a supportive, friendly and responsive way to the social needs of members. Ą Help the group develop, and enforce group norms and ground rules. Does your byway organization have a proper balance of individuals who play task roles and process roles? (Adapted from Human Relations in Organizations by Robert N. Lussier.) Photo Caption: There are different levels of public participation and input.When the Grand Rounds National Scenic Byway (Minnesota) was preparing to install new interpretive kiosks and interactive video information, the group held an Open House to share information with key byway stakeholders. Members of the Minneapolis Parks and Recreation Board, neighborhood volunteers, preservationists and interested citizens were invited to meet with the consultants to provide final feedback before the project was implemented. Involving Partners: Share the Decision-Making Process Community support and involvement is a key element of successful byway programs. Sometimes itŐs important to involve byway stakeholders in the decision making. There are different levels of public participation and input.  YOUR GROUP DYNAMICS: INVOLVING PARTNERS 
COPY AND DISTRIBUTE Decision-Making Relationships The following continuum illustrates the varying types of decision-making relationships: Inform The organization makes a decision and communicates the decision to stakeholders. Negotiate The organization negotiates decisions with stakeholders on policy and project decisions. (more potential for buy-in) Consult The organization consults stakeholders when making a decision. This can be done through Round Tables, focus groups, public meetings, surveys, and Web sites. Partner The organization gives stakeholders equal power in the decision-making process. The effectiveness of the decision-making process will directly affect the quality and strength of the decisions that are made. Created by AmericaŐs Byways Resource Center YOUR GROUP DYNAMICS: LEADING THE WAY Leading the Way: Byway Leadership Photo Caption: Byways are supported by local,state and national leadership. Each state has a designated State Scenic Byway Coordinator, typically within the State Department of Transportation. ArizonaŐs Larz Garcia (right) visits with Angel Delgadillo, the unofficial spokesperson and ŇGuardian AngelÓ for Route 66. Angel was born in a house along Route 66 in 1927. As a child during the Dust Bowl Era, he watched families streaming by in automobiles filled with everything they owned. Angel is passionate about preserving and promoting Route 66 and its stories. He helped found the Historic Route 66 Association of Arizona and, in 1987, successfully lobbied the Arizona Legislature to designate and preserve Route 66 in Arizona as an historic highway. Following ArizonaŐs lead, the seven states along Route 66 formed associations (California, New Mexico, Texas, Oklahoma, Kansas, Missouri and Illinois).There are several international associations as well. What thoughts come to mind when you hear the word leadership? Perhaps you think of someone who inspired you or someone who was very effective in helping a group reach its goals. Do you think of yourself as a leader? Perhaps you should. Leadership means many things. And a byway group offers many opportunities for you to try out your leadership skills. Many Ways to Lead A byway organization may have many leaders. A leader is not necessarily the person who runs the meetings. Individuals demonstrate leadership along byways in many ways. You demonstrate leadership when you: Ą Speak positively about the program to a neighbor, co-worker or community leader Ą Act as an advocate and spokesperson for the byway Ą Encourage others to become involved with the group Ą Work to diversify byway membership and broaden the groupŐs ability to make an impact Ą Build relationships with partner organizations Ą Identify valuable resources and funding to expand the bywayŐs ability to reach its goals Ą Serve as a catalyst to spark new ideas Ą Bring solutions to the forefront Ą Show interest and enthusiasm for the byway program Ą Willingly volunteer to take charge of a byway project Ą Step forward to help Ą Act in a way that advances the byway towards its goals The Benefits of Shared Leadership One of the most important responsibilities of a byway leader is to spread leadership around. This gives others a chance to develop their skills and try new things. When groups share leadership, it prevents the workload from overburdening a few individuals and helps others realize their leadership potential. When you turn over leadership and project responsibilities, you also need to provide training, recognition, encouragement, assistance and support. Your job is to help that new leader succeed. By doing this, youŐre cultivating new leaders and building a positive future for your organization. TIP! Who Makes a Good Leader? To get a discussion going, ask group members to write down their thoughts on (1) what traits describe good leaders and (2) how a good leader behaves. Record all of the ideas on a large sheet of paper. Identify where the ideas agree, overlap or conflict.The list may spark some new ideas as well. You can use these ideas to begin discussing how leadership should function within your byway organization. YOUR GROUP DYNAMICS: LEADING THE WAY The Importance of Champions It only takes a spark to get a fire going. The same is true of volunteer leadership. One energetic, enthusiastic individual can spark an organization, inspire a group, initiate a project or implement an idea. You canŐt underestimate the power and momentum that can be created by one person who strongly believes in a cause or concept. Sometimes they are called champions. A champion is a dedicated individual who believes in an idea, advocates it to others and sees it through to great success. Champions can assist your byway by getting support for its initiatives, neutralizing opposition and arranging resources (funding, people, time, things, etc.) to implement change. Sometimes champions come forward naturally. But often times, a champion must be recruited. Take a look at your community. There may be someone just waiting for a challengeŃa teacher, a retiree, a business person, a local historian, a young adult or a tourism contact. Who are your byway champions? 

Photo Caption: Many a byway can trace its origins to a small group of citizens who shared a grander vision for their region or a road through their area. A dynamic all-volunteer group provides leadership for the Sheyenne River Valley National Scenic Byway. The group received a Community Spirit Award from the Valley City Area Chamber of Commerce for its work to achieve national designation in 2002. This is the first nationally designated byway in North Dakota, and byway members are serving as coaches and mentors to other byways within the state. 
What You Think about Leadership Really Matters Whether youŐre conscious of it or not, you hold perceptions about leadership, just as everyone does. These expectations have been developed through past experiences and personal beliefs. While people may not put their perceptions into words, these leadership expectations impact individual behavior in a group or an organization. For some, leadership conjures up positive images of strength, responsibility, empowerment and teamwork. For others, leadership may elicit negative images of power abuse, dictatorship and personal agendas. ItŐs a normal tendency to believe that others think a lot like you do. You might expect that that word leader conjures up the same behaviors, ideas and expectations for everyone. The reality, of course, is that definitions of, and expectations for, a leader can be profoundly different from one person to the next. There isnŐt any right answer. The best type of leadership is the one that serves your current group or situation. As an organization changes or expands, a different style of leadership may be needed. The theory of situational leadership contends that the leadership style or approach that is most successful will vary, based on the situation and the experience of the people in the group. The ŇleaderÓ needs to modify his or her approach based on the needs of the people working in the group. "The function of leadership is to produce more leaders, not followers."Ralph Nader Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: LEADING THE WAY What Counts in Leadership What do people expect of their leaders? In their book, Credibility: How Leaders Gain and Lose it; Why People Demand It, authors James Kouzes and Barry Posner describe what people value in a leader. A survey of more than 15,000 people found that the top four characteristics of admired leaders were: Being honest Đ 87% Being forward-looking Đ 71% Being inspirational Đ 68% Being competent Đ 58% Honest people have credibility, which allows people to trust and have confidence in them as leaders. High-credibility leaders will foster greater pride in the organization, a stronger spirit of cooperation and teamwork, and increased feelings of ownership and personal responsibility. Credible leaders behave in a way that sets them apart. Kouzes and Posner also described these traits of credible leaders: Ą They do what they say they Ą They are capable of liberating will do. the leader in others. Ą Their actions are consistent Ą They admit their mistakes. with the wishes of their group. Ą They bring out optimistic Ą They believe in the inherent feelings and help others feel self-worth of others. positive about the possibility of success. Ą They learn how to discover and communicate the shared 
Ą They create a climate of values and visions that can learning characterized by form common ground. openness and trust. 
The truth is, almost everyone demonstrates some leadership characteristics and has the potential to lead. When you show personal leadership, you are creating a better future for your organization, your byway and your community.  YOUR GROUP DYNAMICS: LEADING THE WAY COPY AND DISTRIBUTE What You Expect about Leadership Really Matters It may be helpful to have a group discussion about leadership. Since peopleŐs experiences and expectations are different, itŐs important to understand and clarify what is expected from leaders. A good way to discuss leadership is to start with a list of common beliefs. Identify what you and your group expects of leaders. Do you expect leaders to: KNOW ALL, DO ALL FACILITATE OTHERŐS STRENGTHS LEAD FROM THE FRONT, LEAD FROM THE MIDDLE, LEAD FROM THE BACK BE DIRECTIVE, BE RECEPTIVE BE FLUID, BE STATIC HAVE ULTIMATE RESPONSIBILITY, HAVE SHARED RESPONSIBILITY BE POWERFUL, BE EMPOWERING BE AN AUTHORITY, USE OUTSIDE AUTHORITIES Created by AmericaŐs Byways Resource Center 


COPY AND DISTRIBUTE 

What You Expect about Leadership Really Matters (continued) CONCENTRATE POWER, DISPERSE POWER 

TELL, DO 

DECIDE, CONSULT 

COMMUNICATE EVERYTHING, COMMUNICATE SOME THINGS 

LEAD MEETINGS, FACILITATE MEETINGS 

Talking about leadership perceptions can help clear up misunderstandings within your group and define expectations for your organizationŐs leaders. There is no universally best way to lead. The key is to find a leadership style that best meets the needs of your group at that time. 

Created by AmericaŐs Byways Resource CenterLooking for Leadership: Ten Ideas for Recruiting New Leaders YOUR GROUP DYNAMICS: LOOKING FOR LEADERSHIP ItŐs a natural cycle. People join organizations, while others leave. Individuals move in and out or organizations for lots of different reasonsŃrelocation, increased job demands, new family commitments, interpersonal conflict, changes in health conditions, even sudden deaths. When these changes happen unexpectedly, it can create serious problems for byway organizations. There are great risks in continuing to depend on one or two people to carry the load for an organization. Is your organization preparing new people to take on leadership positions? Recruiting new byway members and leaders requires ongoing efforts. Byway groups may want to use succession planning to identify and groom future leadership for the organization. By planning ahead, there will be smooth transitions as the people within an organization change. Photo Caption: Business organizations frequently use the term Ňsuccession planningÓ in reference to systematic and intentional efforts to find and groom individuals for leadership positions.Within byway organizations, itŐs also important to plan for smooth leadership transitions. Each year, IndianaŐs Ohio River Scenic Byway elects board members at the annual meeting. After serving one year, the Vice President will move to the position of President, ensuring organizational continuity. Shown here are board members (left to right): Linda Lytle, Debbie Smith, Darrel Bigham, Ben Hubbard, Dan Adams and Jim Keith. YOUR GROUP DYNAMICS: LOOKING FOR LEADERSHIP Ten Ideas for Recruiting New Leaders 1. Ask ŇWhoŐs Not Here?Ó Understanding the make-up of your community allows you to analyze the leadership pool and know when a section of the community isnŐt represented.Your answer to ŇWhoŐs not here?Ó helps you develop a plan to increase involvement and target the areas that arenŐt represented. 2. Look for Skills, Not Names Rather than depending on the same people again and again for help with certain tasks, analyze the skills needed for the job and seek out a new helper. By looking at skills rather than names, you can discover leadership potential and involve new people in a byway project. 3. Try Involvement in Degrees Ask for help with small, simple tasks that will allow people to grow into larger commitments. Gradual involvement helps leaders emerge and builds a cohesive group at the same time. 4. WhatŐs in It for Me? Match your recruiting style to the personal motivation of the new leader. Self-interest may be intellectual or social, but it is the foundation of volunteer efforts. Understand why prospective volunteers might be motivated to help. 5. Use a Wide-Angle Lens Keep in mind that even the smallest, most limited volunteer effort can be part of the leadership activities of a community. WhatŐs important is seeing how each contribution fits into the whole picture. 6. Define the Task The simple technique of recruiting new leaders by asking for help becomes very effective when the task is defined by time commitment needed, the skills to be used and the contribution that the completed task will make. 7. Use Current Leaders to Recruit New Leaders Current leaders are in the best position to draw new leaders into community activities.Visibility, position/authority and example are powerful tools to use in persuading others to become involved and take on some responsibility. 8. Create a History of Efficient Use of Time Practice good time management by keeping meetings focused and organized.A reputation for efficiency always helps recruiting efforts. 9. Offer Membership ŇPremiumsÓ What are the advantages and rewards of assuming a leadership role? A ŇpremiumÓ can be anything from a trip to a convention or a workshop to a certificate of appreciation. 10. Market Your Wares Build on the reputation of your group as effective and important to the community. Reports, newsletters and public awareness can do this formally, and word of mouth works informally. Adapted from the Heartland Center for Leadership Development Power Up: Building Positive Organizational Power It takes power to make things run. Without strong, stable power sources, itŐs difficult to get anything done. Unfortunately, the concept of power often evokes negative impressions. For example, referring to the use of power can infer that people are being dominated, manipulated or coerced. The reality is that power exists in almost all organizations. Recognizing and managing it can be very healthy for individuals and groups. A byway organization needs to recognize and use its positive power sources to accomplish its goals and objectives. Photo Caption: Some of your bywayŐs strongest advocates can be elected officialsŃ mayors, city councilors, county commissioners, state officials and national office holders. Nevada Lt. Governor Lorraine Hunt joined well-known performer Wayne Newton at the Paris Hotel to celebrate Las Vegas StripŐs designation as an All-American Road in 2000. Newton recognized the people who make the Strip run every day and offer hospitality to millions of guests.ŇGambling, lights and shows aside, the Las Vegas Strip is a street of dreams, careers and a way to take care of themselves and their families,Ó he said. (Photo: Las Vegas Review-Journal) YOUR GROUP DYNAMICS: POWER UP Most corporate settings have a clear delineation of power. A chain of command puts the greatest power at the top of the organizational chart. Successively less power follows at each level below. However, this represents only the formal power structure, and doesnŐt fully describe an organizationŐs actual power dynamicsŃeven in a very hierarchical organization. Although byway organizations are less likely to have a formal hierarchy, they are prone to a variety of power dynamics. Recognize Your Power Sources Power is multifaceted. A byway organization should recognize the people in its organization and in the larger community who possess these various types of power. This enables your organization to maximize internal resources and identify key individuals outside of the organization that can aid or inhibit the implementation process. Keep in mind that power is a fluid commodity; the same people bestowing it may withdraw it. They also decide the degree or strength of power, always subject to ongoing reevaluation. Assess your power sources regularly.  "Power is strength and the ability to see yourself through your own eyes and not through the eyes of another. It is being able to place a circle of power at your own feet and not take power from someone elseŐs circle."Lynn V. Andrews Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations Six Types of Power Two well-known scholars of power dynamics, J.R.P. French, Jr., and B. Raven, suggest there are six types of power. 1. Legitimate Power This refers to the power that parties receive because of the positions they hold. A person gains such power by being designated the byway leader, the board chairperson or the formal head of a byway organization. A byway organization also gains legitimate power when it receives national designation. Byway organizations have used their legitimate power, their designation, to attract attention and secure support for specific projects. 2. & 3. Reward Power and Coercive Power Similar in approach, these two types of power reflect the ability to help or hinder byway efforts. If a byway works with a private or public entity that has the ability to grant or withhold resources such as funding, then itŐs likely one of these power models affects the bywayŐs efforts.This applies as well to individuals, businesses, and private and public associations that can choose to support or actively oppose your efforts. 4. Referent Power From popularity contests in high school to presidential elections, personality counts. Referent power accompanies being well liked and respected. Referent power increases as more people seek to be associated with the admired individual or organization. Referent power exists within a group, but can also draw individuals and associations to support the byway. Referent power can be conveyed to a byway organization (by association) when a respected individual in the community lends support to the byway. For example, referent power can be derived from association with an elected official, an influential community member, a prominent businessperson or well-respected community agencies. 5. Expert Power The expert power-holder derives influence as a function of expertise or knowledge, especially when others perceive the expert as unbiased. Byway organizations will likely work with a variety of potential experts, conferring or denying power to each. The byway organization may also hold this type of power by becoming recognized as an unbiased resource and center of expertise within the community. 6. Persuasive Power Persuasive power comes from the ability to communicate logically and articulately. Byway members may hold someone in high regard simply because the person Ňmakes sense.Ó In fact, this may be the bywayŐs greatest asset. A byway organizationŐs ability to communicate its mission, ideas, vision and goals can persuade others to support the byway. YOUR GROUP DYNAMICS: POWER UP Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: REACHING OUT Reaching Out: Tailoring Your Community Relations Earlier in this guide, section 2 looked at byway organizations and discussed their possible stakeholders. The Community Effectiveness Pyramid is another way to look at a community or area to assess who needs to be involved in, and informed about, your planning efforts. Often, people think of community members as one big groupŃa group you are trying to educate and work with. In reality, communities have multiple layers, as shown in the community pyramid. Each of these groups may be important to your efforts, but what they expect and the methods for working with them can vary widely. Power Elites traditionally have been wealthy individuals, usually longtime residents, who are influential in a wide variety of issues and are well connected politically at local, state and even national levels. Key Influentials are individuals who are well respected, often holding positions where they can make important decisions in organizations in particular sectors of the community. Active Citizens take part in the everyday work of the community, participate in one or more organizations and know how to get things done. The Concerned Public knows what is going on in the community and becomes involved when an issue arises with which it has a particular interest. The General Public is less aware of what is taking place in the public arena, but becomes involved when it perceives a real threat or opportunity within the community. Source: Harness the Power of Vision by Mark Peterson, Cooperative Extension Service, University of Arkansas. One of the mistakes that byways often make is that they assume that all of these different groups are motivated by the same things, receive information in the same ways and can have the same kind of influence on decisions and public opinion. Remember to consider each group as it relates to your byway, and come up with a plan for how best to reach each one of them. Power elites and key influentials are people with significant influence in your area. Power elites often derive this influence from things like having an old family name, owning a lot of land or holding strong connections to elected officials. It should be noted that this group has influence over many sectors of the community and may be people who are looked to for their opinion when something new develops or the community feels a conflict approaching. YOUR GROUP DYNAMICS: REACHING OUT Photo Caption: ItŐs important to understand the various layers of community involvement. ŇActive citizensÓ are those individuals who are already involved with your byway organization.They have different needs and motivations than the Ňconcerned publicÓ or Ňgeneral public.Ó YOUR GROUP DYNAMICS: REACHING OUT Key influentials derive their influence from their position, such as the president of the bank, a well-known business owner, the newspaper editor or the National Forest district ranger. Key influentials tend to have the greatest impact on issues related to their specific area or agency, rather than community-wide influence. To work with power elites and key influentials, itŐs important to consider what kind of support you need from them and what is the best way to get it. Often you may not need or want them on your planning group (and they may not have the time to participate). However, itŐs imperative that they know enough about your efforts to speak positively and knowledgeably when they are asked questions in other situations. ItŐs critical that those people with significant community influence donŐt feel out of the loop or snubbed by your group. One of the best approaches is to have someone in your group who knows them extend personal invitations or offer to keep them up to speed on your progress on a regular basis. Depending on your group, some key influentials may be critical to have as group members where others are those you can just keep informed. Photo Caption: Designation events can be an important part of a bywayŐs outreach plan.When AlaskaŐs 8,800-mile Marine Highway was designated a National Scenic Byway in 2002, the byway leaders used the opportunity to schedule a "Stakeholder Summit." The two-day meeting focused on program issues, implementation of the corridor management plan and community involvement. After the meeting, participants boarded the MV Malaspina, a large ship, and continued the celebrationŃin fact, a ŇSail-abration.Ó Over several days, the byway staged a series of special events along the ports of call throughout southeast Alaska.At each ferry stop, byway leaders and invited officials gave presentations to the local communities. Active citizens are sitting on your bywayŐs group right now. They are people who are actively involved, usually in several community organizations. Active citizens tend to know each other and inter-connect on various boards and committees. They can share information throughout the volunteer work they do and they can be good sources for finding other like-minded people to enrich your group. Active citizens get things done, making them critical to your group. The concerned public keeps up-to-speed on whatŐs happening in the community, volunteering if an issue comes up in an area they care about. They may be interested in being on your byway group or may have a particular focus that they would like to work on, such as signage, increasing tourism, beautification efforts, etc. They will tend to find out about you through more traditional means, including the local newspaper. They can be important contributors to your group. It is important to note, however, that their motivation may come from a more targeted concern, rather than the active citizensŐ zest to make improvements in many areas. Photo Caption: Once people care about a resource, they will work to take care of it. Your organizationŐs efforts to help people understand the significance of the Ňroad that runs by their front doorÓ will increase public awareness and stewardship. The general public, by far the biggest part of the community, will hear about you through the media or general community dialogue. In general, they will not get involved unless they perceive a real threat or opportunity that affects them directly. They often donŐt have the time or energy to be actively involved; they might not think their efforts would be worth contributing. They may write letters or attend controversial zoning meetings, but they wonŐt stay involved after the crisis passes. This may not be a negative thing. In fact, their lack of ongoing attendance may be their message that you are on the right track and they are no longer concerned.  Photo Caption: Many byways have designed Web sites to communicate with the public. These sites can explain their mission, provide organizational updates, recruit members, describe projects, deliver visitor information, and advertise local businesses. This site contains information about the Minnesota River Valley Scenic Byway (http://www.mnrivervalley.com). Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations COPY AND DISTRIBUTE Share Good News Throughout the year, keep your partners, stakeholders and state and local officials updated on byway news. Take time to share your success stories. Ą Send media releases and stories related to byway activities and projects. Ą Distribute an annual byway report or letter. Ą Create a holiday letter to update supporters on the yearŐs accomplishments. Ą Compile information about the impact of public grants in your area. Ą Keep in contact via e-mail, newsletters and notes. Ą Schedule a byway tour for community members. Ą Give public recognition and awards to deserving byway volunteers, supporters and contributors. Ą Sponsor a byway open house. Ą Find reasons for community celebrations, such as byway designation, project completions or visitor center openings. Ą Invite public officials and community leaders to participate in special byway functions, dedication events and public town meetings. Ą Involve school children in byway projects and events. Ą Choose byway ŇambassadorsÓ and honor them with a special plaque to display in their place of business. YOUR GROUP DYNAMICS: REACHING OUT Consider the following questions: 
1. How will our byway interact with power elites? Key influentials? Active citizens? Concerned public? General public? 2. How can we communicate our success stories? 3. Do we have an up-to-date list of our local, state and national byway stakeholders? Created by AmericaŐs Byways Resource Center YOUR GROUP DYNAMICS: MANAGING CONFLICT Managing Conflict: Striving for Positive Change Conflict is a normal part of life, and itŐs part of every group. Healthy conflict can lead to positive changes in personal relationships and organizations. Negative conflict is destructive and can sap energy from a group. Learning to manage conflict will lead your team to be more productive and satisfied. If handled in a positive way, conflict can actually lead to better solutions and stronger relationships. Group members must feel welcome to communicate openly, take risks and exchange ideas. Yet by its very nature, conflict is stressful. Very few people are comfortable in conflict situations. To be effective, a group must be willing to endure the discomfort that comes along with addressing differences. No simple antidote for conflict exists. This section outlines some of the underpinnings of conflict and suggests some strategies for managing conflict. Photo Caption: Sharing perspectives in an open forum, such as a town meeting, can be a healthy exercise for byway groups.This provides an opportunity to respond to concerns, increase understanding and build common ground. Beliefs and Actions Influence Conflict Two significant factors influence the outcome of conflict: beliefs about conflict and actions in conflict situations. First, everyone holds different beliefs about conflict in general. One person might see conflict as a healthy airing of different viewpoints and an opportunity to increase understanding, while another might see conflict as an attack on ideas and values, or even as a personal affront. Beliefs about conflict undoubtedly come from experience. People hold them as Ňtruths.Ó Like self-fulfilling prophecies, these truths are perpetuated through conflict strategiesŃ the actions in conflict situations. This is the second factor influencing conflict outcomes. Consequently, beliefs about conflict and how people typically act in conflict are inseparable. Conflict has Potential Benefits and Risks At its very core, conflict is risky. It requires people to put ideas, hopes and wants out in plain sight to be considered and perhaps rejected by others. Individuals are also subject to the conflict beliefs and strategies of others. ConflictŐs positive side is that it can encourage an honest exchange of ideas, highlight areas of agreement as well as disagreement and can lead to solutions that take into consideration concerns and wants of everyone involved. How You Manage Conflict is Important Disagreements happen every day. Whether at home or at work, each individualŐs needs, values and opinions are different from those of other people. Some conflicts are minor and easy to handle. Usually a disagreement is not resolved until someone is willing to address it. ItŐs important to learn how to handle conflict constructively. Some of the more widely read texts on managing conflict are the works of Fisher, Ury and Patton, Getting to Yes and by Ury, Getting Past No. These authors offer a variety of strategies for thinking about and engaging in conflict resolution. TIP! Involve Opponents Byway organizations may encounter potential opposition from individuals and groups who hold differing views. ItŐs usually more effective to approach possible opponents privately and early in a planning process.This gives them the chance to have their concerns included in the process, reducing the chance that they will react to incomplete information and take a public stand that is not easily retracted. YOUR GROUP DYNAMICS: MANAGING CONFLICT Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR GROUP DYNAMICS: MANAGING CONFLICT What Works In short, itŐs important to recognize that people are much more likely to find agreement if: Ą they feel respected rather than coerced; Ą they are listened to rather than lectured to; Ą they see the proposed outcome as being mutually beneficial. 
Getting past differences that seem insurmountable often calls for honesty and courage, plus some healthy, productive communication. This discussion generally surfaces peopleŐs values, which can help them find common ground and move toward creative solutions that encompass the values of those involved. If byway members can agree that preserving the intrinsic beauty of the corridor and retaining a viable business community are both important values, the task becomes one of accomplishing bothŃrather than pitting one against the other. The What and How of Conflict When conflict occurs, it is frequently because of a disagreement about the actual facts and data (the what); about the process, method or strategy (the how); or about team values. People engage in conflict for many reasons. It would seem that the goal of conflict is to get what you want, but what you want isnŐt always as obvious as it appears. Conflict occurs at two levels simultaneously. At the content level, conflict is about something external to both parties. It may be over how to spend a certain amount of money, or which projects to prioritize for action. This is the part of the conflict that is generally acknowledged and debated. It isnŐt, however, the only thing going on. How the content level (the what) of the conflict gets discussed and resolved will be reflected at the relationship level of the conflict (the how). This refers to how the participants are treated during the conflict and includes issues such as fairness, trust and respect. Often, if the relationship level is handled poorly, a party will reject a beneficial agreement at the content level. For instance, when faced with an ultimatum, many people resist complying simply to avoid appearing to give in to such tactics. Others refuse to concede even in the face of overwhelming evidence, because doing so means a loss of face. Still others hold so tightly to being right that they sacrifice relationships to avoid backing down. Successful problem solvers are attuned to how both the process and the outcome of the negotiations affect the parties involved. Paying attention to Ňthe whatÓ and Ňthe howÓ of conflict allows you to successfully resolve the issue at hand while preserving your relationship with the other parties involved. Moving beyond Compromise Many people have been taught that compromise is the mature way to resolve differences. While compromise is certainly better than some other ways of dealing with conflict, such as ultimatums and coercion, itŐs not as good as it gets. This is obvious to anyone who has forced compromise on two children wanting the same toy. Making them ŇshareÓ or take turns does not leave either of them feeling particularly satisfied. Collaboration is an approach that generally leads to better outcomes and more cohesive relationships, which results in Ňwin-winÓ solutions. Many people talk about win-win problem solving without really understanding what it means. In order to engage in collaborative problem solving, you need to make the other partyŐs needs and wants as important to you as your own. Doing so requires that you take time to actively listen to the other party, to really understand that person or groupŐs point of view. Until you get to this point, you are inclined to sacrifice that partyŐs wants to fulfill your own. At first, it often seems as if your goals and their goals are mutually exclusive. And as they are stated, they may be. Set aside the particular form the solution must take and instead discuss the qualities it will possess. Then you can begin to make progress. Fisher, Ury, and Patton refer to this as shifting from positions to interests. For example, a conflict over development within a byway corridor might begin with mutually exclusive positions. One side wants development to move forward and the other side doesnŐt. If both sides are able to state their goals in terms of interests, such as fostering the corridorŐs continued economic health and preserving its intrinsic beauty, the group as a whole can begin generating possible solutions that meet both criteria. The result of well-managed win-win problem solving is that the interests of both sides are honored and trust between the parties is enhanced. It takes patience and practice to effectively help people in conflict. Remember that conflict is normal and cannot be avoided. If constructively managed, it can create growth and development in people and groups. Who Can Manage Conflict Effectively? A person who can: Ą describe issues clearly Ą clarify what is being said Ą paraphrase to confirm understanding Ą analyze situations Ą support others Ą ask others what they are hearing Ą listen responsively and attentively Ą offer relevant information Ą suggest alternatives Ą accept othersŐ feelings Ą avoid explaining the otherŐs behavior Ą give ŇadviceÓ sparingly YOUR GROUP DYNAMICS: MANAGING CONFLICT Culture Impacts Conflict Everyone has a style for engaging in (or avoiding) conflict. This style and its accompanying beliefs are often shaped in part by the various cultures people identify with. Differences in the directness with which conflict is addressed may reflect the cultural norms of regions of the U.S. Those from the East Coast are said to be more direct; those from the West are said to be more low key. The work-setting culture may influence the approach and reactions to conflict, too. Clearly, some settings are highly competitive while others rely on a more cooperative style of resolving differences. Gender, family, religion and ethnicity all can impact how a person approaches conflict. Importantly, culture can and does influence conflict beliefs and strategies, but it does not determine them. This is an area where the variability within groups are as great as the differences between groups. Still it is important to recognize that someone elseŐs conflict style need not be Ňwrong,Ó even if it is different from whatŐs familiar. It can be helpful to clarify the ŇgoalÓ of the problem solving effort before actually beginning. Jointly stating the goal in cooperative terms can shift the energy from a competitive to cooperative approach.  "In working with people, disagreements can be costly, and it doesnŐt matter too much whether you are in the right or the wrong. If you handle a situation tactlessly, without regard for other peopleŐs feelings, even minor disagreements can leave a needless residue of ill will."Bits & Pieces, May 1991 How Can Conflict Be Resolved? Conflict is usually caused by misunderstandings, personality clashes, differences in values or goals, unclear responsibilities, lack of resources, or change.To help resolve conflicts you will need to: YOUR GROUP DYNAMICS: MANAGING CONFLICT Ą Start with good intent. Choose to believe that people are basically good, and aim to mend the relationship by discussing the conflict. Ą Go to the source.Talk to the person or people directly rather than talking about them to others. Ą Speak about (and own) your experience of the events. Recognize that no two people will have the same experience of what happened. Ą Be open to a new understanding of what was meant (and not meant) by a particular action or comment. Get perspective from a neutral third party when available. Ą Be willing to apologize for and forgive unintended hurt that occurred. Ą Focus on the future. Emphasize how similar situations can be handled differently in the future. Ą Preserve the relationship. Avoid airing conflict in public, shaming tactics and personal attacks. Ą Rebuild trust. Expect some awkwardness following the conflict. Maintain positive contact and be willing to take risks to strengthen the relationship. 

Photo Caption: Taking a proactive approach can sometimes address differences. In Holmes County (Ohio), the Amish Country Byway conducted a ŇCommunity S.W.O.TÓ analysis. In a survey, community members were asked to list the bywayŐs Strengths, Weaknesses, Opportunities, and Threats.This method provided valuable information about the publicŐs expectations, priorities, concerns and interests. The largest concentration of Amish communities in the world live along the Amish Country Byway. They provide a unique look at living and adapting traditional agrarian culture. Traditional, but not Ňold-fashioned,Ó the Amish continue to live simply, the way they always have. COPY AND DISTRIBUTE Suggested Actions:YOUR GROUP DYNAMICS: SUGGESTED ACTIONS Ą Evaluate your bywayŐs volunteer program. Do you plan for volunteers, recruit volunteers, retain and recognize volunteers? Ą Develop ground rules for your byway team. Ą Assess your byway meetings. Can you think of ways to make your meetings more effective? Ą Examine how your group makes decisions. Do you need to clarify the decision making process? Ą Who takes a leadership role within your organization? Create a succession plan for byway leadership. Ą Discuss the ŇCommunity Effectiveness PyramidÓ on page 202. Ą Share ideas on how to manage conflicts in a positive way. Created by AmericaŐs Byways Resource Center COPY AND DISTRIBUTE References: The NorŐeaster Project Arrowhead Regional Development Commission, Duluth, MN. Messages: Building Interpersonal Communication Skills Joseph A. Devito, Allyn & Bacon, 1999. Contemporary Issues in Management and Organization Development William G. Dryer, Addison-Weslery Publishing Company, 1982. Getting to Yes: Negotiating Agreement Without Giving In Roger Fisher, William Ury and Bruce Patton, Penguin USA, 1991. The Bases of Social Power J.R.P. French, Jr. and B. Raven, 1968. 

Renewing Local Leadership Heartland Center for Leadership Development, Lincoln, NE, http://www.heartlandcenter.info/. Giving and Volunteering in the United States The Independent Sector, Washington D.C., http://www.independentsector.org/. Grassroots Leadership Development WorkshopĐFrom Vision to Action: Skill Building for Community Leadership W.K. Kellogg Foundation, 1994 Training Session, Albuquerque, NM. 

Credibility: How Leaders Gain and Lose It; Why People Demand It James Kouzes, Barry Ponser and Tom Peters, Jossey-Bass, 1995. Human Relations in Organizations: A Skill Building Approach Robert N. Lussier, Irwin-McGraw-Hill, New York, 1998. Harnessing the Power of Vision: Ten Steps to Creating a Strategic Vision and Action Plan for Your Community Mark Peterson, University of Arkansas Cooperative Extension Service, Little Rock, AR, 1995. When EveryoneŐs a Volunteer Ivan H. Scheier, Energize Books, 1992. Consensus-Building Approach Jeff Thompson, Innovations in Quality Consultants, Duluth, MN. Getting Past No: Negotiating Your Way from Confrontation to Cooperation William Ury, Bantam Doubleday Dell Publications, 1993. Created by AmericaŐs Byways Resource Center Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations