This is a helpful and very simple book, aimed at community leaders or business managers, on how to go about fostering a better feeling of community. Despite being against 'techniques' as such, the book comes up with several lists of things to do, such as the 'five hidden keys' and the 'seven active ways to increase trust'.
Take, for example, the five 'easy-to-do stages of activity which can help any group of strangers, large or small, to create the beginning of a community spirit within a few short hours'. These five stages to community making are:
(1) Working alone. In chairs or on the floor. A short period of relaxation, silence and meditation, with the group, for instance, being advised by its convenor to concentrate on its breathing.
(2) Working in dyads. One-on-one activity at least three times with different partners, with partners taking it in turns to talk on any relevant topic set by the group convenor, such as how they came to be at the meeting.
(3) Working in small groups for 20 minutes or so. The previous pairs form up into groups of six for some assigned discussion topic or activity.
(4) A total community activity. All the small groups come together into one big circle with the convenor at the centre; and everyone is asked to do something simple as a group such as all to sit down at the same time, at the same speed.
(5) A full community meeting, in which participants can express their feelings about what has gone before, plus the convenor can make brief announcements or guide people to available literature, etc.
Common obstacles to community trust-building in the longer term include, says the author: premature acceptance of easy solutions to problems; an unwillingness to address individual neuroses; being absent from community meetings; avoidance of conflict; silent members; a member who monopolises community time; resistance; defensive posturing; amateur psychology; teaching theory; scapegoating; dependency bids; transference; rugged individualism; exclusive pairing; small in-groups; and always seeking consensus.
Unproductive leadership behaviours include: interpreting; analysing and diagnosis; lecturing; having private or secret meetings; reliance on technique; personal neurotic problems; and personal ego needs.
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