I agree that LOPSA has done “precious little” on the “for me” side. I also 
believe it has done little on the benefit-to-the-profession side. (We can 
continue employing the "two sides” formulation; But there may well be other 
ways to frame LOPSA’s directional options.)

The crux of the problem is — as you rightly pointed out initially — LOPSA’s 
leadership continues to wrangle with the issue of setting direction for LOPSA. 
So we agree on that.

I’m sometimes tempted to cast my thoughts out about “LOPSA should do this, or 
that…” But then I stop and think: There’s a board and there are people who are 
setting goals and priorities. Except that I actually have no idea what they’re 
doing, or what goals they’ve set. (Cue people telling me where to find the 
board minutes somewhere on the web site…)

I’ve long thought LOPSA has a serious communications problem: It lacks a high 
fidelity leadership voice that communicates clearly.

If LOPSA had that fidelity of mission/direction, then we (your pov vs my pov) 
wouldn’t even have this discussion. We’d know exactly what LOPSA’s 
goals/direction were.

--Craig Constantine, http://constantine.name


On May 14, 2014, at 3:55 PM, Derek Balling <[email protected]> wrote:

Essentially, I don't think I'm going to agree with you here, and I'm not sure 
there's a compromise position to be found, so diametrically opposed am I.

I think the reality is that depending on member-altruism as a growth 
methodology is, to me, a fundamentally unsound strategy that nine years have 
proven to be a failure.  If this organization was going to grow based on 
altruistic membership, it would've done so by now. But membership numbers have 
-- if you factor out those folks forced to pay for memberships by going to 
LOPSA-East or CascadiaIT -- been largely stagnant to the best of my knowledge.

We are not a political organization where people are paying us money "for what 
we do for the industry". In part because there's very little agreement amongst 
members on what we think an organization SHOULD do for the industry, let alone 
a position they should take in so doing. 

And if we're not in that category of organization, we're going to fall into the 
other category you describe, the "what does the organization do FOR ME" 
category.

And on that front, the answer is "precious little", with folks seemingly 
hell-bent on keeping it that way.

D



On May 14, 2014, at 3:15 PM, craig constantine <[email protected]> wrote:

> People ask themselves two questions when considering joining a professional 
> organization:
> 
> What can the organization do for me?
> What does the organization do at large to benefit the profession?
> 
> LOPSA will grow if it is overwhelmingly awesome in its answer to either of 
> those questions.
> 
> It’s in our nature (as people sure, but especially as pragmatic technology 
> workers), to focus on the first question when we first encounter LOPSA. 
> Unfortunately, it is very hard for a small organization to muster 
> overwhelmingly awesome benefits that attract members.
> 
> Instead, LOPSA should do great things which are available to as many people 
> as possible. LOPSA should be so awesome at benefitting the profession at 
> large, that it becomes the de facto professional organization. Then people 
> will join just so they can say, “I support LOPSA!”
> 
> LOPSA should make as much as possible of what it does, and provides, free and 
> accessible.
> 
> --Craig Constantine, http://constantine.name
> 
> 
> On May 14, 2014, at 2:06 PM, Derek Balling <[email protected]> wrote:
> 
> This still does nothing, then, really, to answer the "Why should I pay money 
> to join LOPSA?" question which LOPSA boards have been struggling to answer in 
> a reasonable fashion for nigh on a decade. 
> 
> 
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