1. Introduction to Community Development

2. Overview of CD Module Define Community Development The difference between theoretical and practical definitions Community Development Layer Cake Community Power Leadership

3. Community Development Definition Let’s break the two pieces apart Community – How do we define community? – Is it a geographic area? – People living together? – Similar interests in different geographic areas? A geographically defined place where people interact with each other and have psychological ties with each other and the place in which they live

4. 3 most common elements in definitions of community 1.Location 2.Interaction 3.Identity

5. Definition continued Development – Modernization – Urbanization – Industrialization – Social or political transformation – Technological improvement – Economic growth

6. Functions of communities (from Warren definition) 1.Production-distribution-consumption 2.Socialization 3.Social control 4.Social participation 5.Mutual support

7. Community and Development Together Some definitions others have provided – “A group of people in a locality initiating a social action process to change their economic, social, cultural, and on environmental situation.” –Christian, Fendley and Robinson (1989) – “A planned intervention to stimulate social change for the explicit purpose of the ‘betterment of the people’ and so development is ultimately a normative activity based on someone’s vision of what might be or out to be.” –Summers (1986)

8. What is community development? A process, a method of implementing change, such as technical assistance, self-help, or conflict approaches A program of specified activities such as adoption of agricultural land conservation, beautification Main Street program An outcome access to health care, civic engagement, more employment An ideology, “Let’s restructure the social and economic order for desired ends”

9. Peterson Layer Cake Let’s assume from this point on that the practical definition of community development will be the conscious recognition of the interaction of the economic system, physical infrastructure, support infrastructure, and human infrastructure.

11. Take Away If a community focuses on the top of the cake, the economic base, without understanding the multiple layers underneath, the cake will collapse. Let’s examine some of the critical components of the layer cake model to better understand the comprehensive workings of the community

12. Community Power Human Infrastructure

13. In your community… Who are the people or organizations who influence major community decisions? Discussion Activity Why did you identify these people or organizations? What gives them power?

14. Historical Characteristics of “Influentials” Majority in 40-65 age range Above average income Above average education Business/professional occupations Long-term residents Often do not reflect the diversity of the population Control key resources in the community

15. Types of Community Power Pluralism The way democracies work. No dominant source of power. Capacity for gaining power is widely distributed and held between competing interests. Individually focused, with individuals making choices and exercising power through purchasing, voting, etc. Often measured by event analysis technique.

16. Elitism A small group of individuals control the power, resources, and agenda of the public. This hierarchical structure has few at the top making decisions and rules for the rest. “Kings and King-makers”. Often based on wealth and privilege. Often researched by “Reputational Technique”

17. Elitism continued An Elitist is… One person, family, or Tightly knitted group. A Hierarchy Power Holders General Citizenry

18. Class Based Theory of Power Those that control the economy, control the political agenda. Who is in charge is not as important as that they are facilitating profit-making. Similar to elitism, but shared within a social class.

19. The Growth Machine Variation of class-based that is a coalition of groups that perceive economic gain from community growth. Tends to include a combination of interests developers, construction companies, providers of home insurance, real estate agents, owners of commercial or rental properties, banks, or business development.

20. The importance of understanding community power dynamics Know who has the authority to make community decisions Know who controls/influences resources Know who is not part of the decision making process that should be. Know how to build community power from both within and outside of the community. Enable us to develop more inclusive, effective community programs.

21. Community power actors determine… Which community issues are addressed, or not addressed. The outcomes of community decisions. Allocation of internal or external resources needed for community action.

22. Identifying power actors Reputation: Those with the reputation for community power among knowledgeable members of the community Positional: People in organizational positions with authority to make decisions. Event Analysis: People who participate most actively in community events

23. The Choice and Consequences of Power No ChoiceChoice Positive ConsequencesAbandoned AgencyAuthentic Agency Negative ConsequencesRitualized AgencyIncomplete Agency Agency = the capacity for local action and resiliency. Source: Brennan, M.A, & Israel, G.D. (2008). The Power of Community. Journal of the Community Development Society,39(1): 91.

24. How can a community build power? Civic involvement in identifying important issues Citizen voice in public prioritization and decision-making Developing structures or systems that allow for shared power and decision-making. Shared Leadership –Leadership Development programming

25. Leadership Development Human Infrastructure

26. 26 A New Definition of Leadership (Cont.) Recent research about leadership reflects four main themes: – Getting things done. – Building relationships. – Creating a “Can Do” environment. – Teaching leadership to anyone with a desire to learn.

27. 27 Common Misconceptions about Leadership A leader must be in a formal position of power. Leaders should be leaders in all of their endeavors. A leader possesses technical knowledge and resources. Leaders are born, not made. It is solely the responsibility of the leader to take leadership action. Leadership behaviors by others are a threat to the power of the leader.

28. 28 Successful Leaders Tolerate frustration. Encourage participation. Question themselves. Compete cleanly. Keep impulses under control. Win without exulting. Lose without moping.

29. 29 Successful Leaders (Cont.) Recognize legal restrictions. Acknowledge personal loyalties. Set realistic goals. Absorb risks taken by subordinates. Accept half-developed ideas. Make quick decisions when necessary. Listen effectively.

30. 30 Successful Leaders (Cont.) Move on after a mistake. Enjoy their work. Demonstrate resiliency. – “Always view defeat as nothing more than the temporary postponement of success.” Understanding the characteristics of leaders is a major step towards understanding how leadership works.

31. 31 Studying Leadership Two types of literature about leadership: Anecdotal evidence from success stories and the opinions of experts. Scientifically researched theory. – For understanding the relationships between cause and effect, or the results of leadership actions. – Evolves over time.

32. 32 Popular Approaches to Leadership Situational Leadership Transformational Leadership Servant Leadership Exemplary Leadership

33. 33 Situational Leadership Focus on behavior, rather than trait or characteristic. Emphasis on leader and follower interacting in various situations. Leader’s style depends on the follower’s maturity level – knowledge and confidence – for a specific task.

34. 34 Situational Leadership (Cont.) Four leadership styles: – Telling – Selling – Participating – Delegating Style depends on a combination of: – Task Behavior (giving directions, one-way communication). – Relationship Behavior (two-way communication).

35. 35 Situational Leadership (Cont.) More Relationship Behavior More Task Behavior Telling High Maturity ParticipatingSelling Low Maturity Delegating

36. 36 Transformational Leadership Serves to change the status quo - a transformation. Appeals to follower’s values and sense of higher purpose. Engages leader with followers; raises motivation & morality in both. Reframes issues in view of end values.

37. 37 Transformational Leadership (Cont.) Motivates followers to exceed expectations by: – Raising consciousness about the value of goals. – Getting people to transcend self-interest for the sake of the organization. – Moving people to address higher-level needs.

38. 38 Servant Leadership Leaders serve first, and then lead. Servant leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.

39. 39 Servant Leadership (Cont.) 1.Listening 2.Empathy 3.Healing 4.Persuasion 5.Awareness 6.Foresight 7.Conceptualization 8.Commitment to the growth of people 9.Stewardship 10.Building community

40. 40 Servant Leadership (Cont.) Increased service to others. A holistic approach to work. A sense of community. Shared power in decision making. Respect, trust, challenge, and commitment. Developing the best in people. A shared vision. Dealing with change in a positive way, focusing on human values.

41. 41 Exemplary Leadership A model of leadership; a guide for others to follow. Focus on leadership practices rather than personality. Sees leadership as first a personal journey of exploration, then a rally of others.

42. 42 Exemplary Leadership (Cont.) The Five Practices of Exemplary Leadership – Model the Way – Inspire a Shared Vision – Challenge the Process – Enable Others to Act – Encourage the Heart

43. Leadership Styles Heroic - unplanned crisis Courageous – bold Authentic - transparent Laissez Faire – hands off Autocratic – top down Participative – empowerment Situational – changes Emergent – new leader Transactional – by the rules Transformational – change agent Strategic – competitive Team – collaboration Facilitative – consensus Cross cultural – diversity/inclusion Coaching – teach and train Level 5 – good to great Servant – others first

44. Community Power and leadership are key components of Human Infrastructure but there are clearly other very important components

45. Case Study Exploring how “community” influences place – Shiloh Western North Carolina – Ford (West Highlands) Scotland