A thread on the techpodcasts google group and Todd Cochrane
There's a thread started over at the Techpodcasts Google Groups. I wanted to bring this to Andrew and Spencer's attention and maybe you guys can weigh in and let us know what Todd Cochrane with RawVoice means by what he said below:
"I do not let other businesses speak on my business behalf, unless there are very strict guidelines and policies in place that prevent that group from causing my business harm. With no charter, and or policies in place by being a member anything they say or do, is fully attributable back to your show.
They spoke at BlogWorld on behalf of their members, do you know what was said? I do...
Todd.."
You Don't Have To Be a Nonprofit To Be a True Association
Quote:
Originally Posted by
angelo
In the past there was a true trade association for our industry called the ADM (Association for Downloadable Media). The IAIB resembles nothing at all of an association like the ADM. The ADM was filed as a 501c non profit organization, it's actions were recorded and made public to comply with US and State laws. It had nearly all of the companies in the space as members, as well as thousands of independent podcasters. We had elections, all members were able to run for board and committee positions and all members were able to vote for those members running. There were annual/monthly meetings, both for the main board as well as for appointed committees. All meetings were held publicly, even non-ADM members were able to call into meetings. It was a true association in the sense. The organization followed the Robers Rules of Order, like all organizations are supposed to.
I just want to add my two cents here since I do have extensive experience and knowledge in working within the nonprofit sector since 2004. Whether the association is nonprofit, unregistered or other, many successful associations in the United States are no longer run by parliamentary procedure. There are several states where only a single board member is required for a 501c3 nonprofit corporation. To state as fact that the IAIB is not a "true" association is completely inaccurate based on law and both yours and Todd's criteria.
Here is a great excerpt that was posted on GuideStar from the book, "Great Boards for Small Groups: A 1-Hour Guide to Governing a Growing Nonprofit" concerning "Robert's Rules of Order."
http://www.guidestar.org/rxa/news/ar...rts-rules.aspx
It is important to note that 501c3 status has nothing to do with being a true association. It seems to be an inaccurate point that both you and Todd ( I heard his Saturday podcast where he discussed this ) are beating into the ground. Don't take my word for it, you should do your own due diligence and consult an attorney on this matter, which I believe is what you should have done before taking to Twitterland to state this misinformation as fact.
Having said all that, I do think it's good you joined the IAIB Community to at least attempt to set the record straight and perhaps move forward in a more positive manner.
----------
Going for Consensus, Not Robert's Rules
February 2008
Excerpt from Great Boards for Small Groups: A 1-Hour Guide to Governing a Growing Nonprofit
In my work with nonprofits, I'm always mystified by the pervasive use and abuse of parliamentary procedure, also known as Robert's Rules of Order.
Many, many board members believe that their discussions and decisions are somehow more valid when they make motions, second those motions, call the question, and hold formal votes that are recorded in the minutes
Furthermore, people who know the rules—or think they know the rules—often use their alleged know-how as a way to exercise power within the group. "That's out of order," bellows the board bully. "You need to raise a point of order if you're going to reopen discussion on that motion, and you can't do that because we've already accepted an amendment to the original motion."
In response, everyone else feels sheepish, looks confused, and refuses to speak. All sorts of petty arguments arise from the ignorance or abuse of parliamentary procedure.
There is no law mandating that nonprofits must make decisions using Robert's Rules. After all, you're not a parliament. You're an animal shelter, or a sports league, or a theater, or an advocacy organization.
By way of comparison, imagine you're sitting around with a group of friends, trying to decide on a place for dinner. You discuss the options; people advocate for one restaurant or another. Perhaps you reach a tentative decision. At that point, someone opts out, saying, "I had Thai for lunch, but if that's what everybody wants, please go and enjoy yourselves." Maybe the rest of you decide to go, but more likely you return to the list to try to identify another option that will work for everyone.
The decision-making model you're using is called *consensus, and it works something like this:
1. Someone presents an idea. It could be a formal proposal, but most of the time it's just an idea, not yet fully formed.
2. The idea is passed around and the pros and cons are discussed.
3. As a result of the discussion—the more input, the better—the idea is often modified.
4. If a general agreement seems to be emerging (this is where good listening and facilitation skills are helpful), you can test for consensus by restating the latest version of the idea or proposal to see if everybody agrees.
5. If anyone dissents, you return to the discussion to see if you can modify the idea further to make it acceptable to everyone.
Unlike parliamentary procedure, which results in an up-or-down, yes-or-no vote, the consensus process allows for (and even encourages) a continuum of responses. At one end is strong endorsement: "Great idea. I love it!" At the other end is strong disagreement: "It's a horrible idea, and I'll do everything I can to block it."
The consensus spectrum allows for more subtle reactions: "I like it pretty well" to "I don't like it, but I can live with it" to "I disagree, but if you're all in favor, I won't stand in the way." This is an intuitive way to make decisions, since it reflects how most of us make shared choices in our daily lives.
In the traditional consensus model, one person has the power to block the decision if they strongly disagree. If the board is unable to create a compromise to satisfy the blocker, they may call for a majority vote as a last resort. This is sometimes known as "modified consensus," and for groups that want to try out consensus, it may be the best way to begin.
Be aware that consensus decision making is often time consuming and requires patience and persistence. On the other hand, it creates a more informal and equitable environment where everyone's voice is valued. From my perspective, this is an excellent trade-off.
Andy Robinson
© 2006, Andy Robinson. Excerpted from Great Boards for Small Groups: A 1-Hour Guide to Governing a Growing Nonprofit.*Excerpted with permission of Emerson & Church, publishers.
Andy Robinson provides consulting and training services to the nonprofit community and can be reached at andyfund@earthlink.net. He is the author of Great Boards for Small Groups, Big Gifts for Small Groups, Grassroots Grants, and Selling Social Change.
*