Better to not know how some things are made Did you know that it takes 9 feet of tubing to make one trombone? That is just one of the many interesting facts revealed about all manner of things on the Science Channel program, “How It’s Made.” Dozens of episodes have detailed the manufacture of cheesecakes, chain saws, umbrellas and darts, among a host of diverse products. I have no mechanical ability whatsoever and the words “some assembly required” terrify me, so I’m not sure why I am attracted to this show. Perhaps I am drawn by the systematic, orderly nature of production. All the parts fit together perfectly, on-time, every time. Things don’t always work that way in the association environment. Ours is a messier, less predictable place, where ideas and personalities and perspectives collide and combine to produce value. Turnover in governance and continuously evolving issues demand learning, re-learning and un-learning assumptions and requirements. We try to bring order and direction through plans, budgets and policies, but the only thing we can depend on is that disruptions and distractions will emerge with regularity. These variations make it easy to indict the association model as a poor way of doing business. It is certainly true that our “factory” lacks precision and efficiency. It does, however, accurately reflect the key component with which we work: people. This volatile and variable ingredient ensures a never-ending supply of challenges and change. But is also ensures a robust “economy of ideas” where competing perspectives and solutions can be explored and debated. Deliberation may at times seem chaotic, but the turmoil of ideas banging together is a necessary by-product of human exchange. Sure, it can get personal and political, but it can also produce extraordinary value. Health and safety standards, credentialing and consumer education are among the valuable end-products of the association process. How these are made may not be as orderly as an assembly line in a pristine, computer-controlled factory environment. But ours is a process that is nonetheless as productive and valuable as can be expected from any endeavor involving humans. We add value by leveraging human capital through consensus, and no one who ever dealt with people should expect to operate that kind of process the same way that countertops, paper cups or candy canes are made. Gary LaBranche is president and CEO of The Association Forum. Contact him at labranche@associationforum.org or at 312-924-7070.

Posted on Sunday, August 03, 2008 (Archive on Sunday, August 10, 2008) Posted by jstoltz  Contributed by jstoltz

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