The Twelve Concepts for World Service: a summary based on Bill W's essays (corrected on 7 March 2022)

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Introduction
The Twelve Concepts for World Service were adopted on 26 April 1962 at the 12th Annual General Service Conference of Alcoholics Anonymous.
Aim: to preserve the lessons of how the service structure came into being.
They essentially show how the ultimate authority of God is delegated through to the individuals who do the work on behalf of AA as a whole.
Changes may be made, but don't reinvent the wheel.
Changes must be introduced as 'experimental' rather than final, to preserve a point of return if the experiment fails, what would now be referred to as a 'restore point'.
General principles:
  • Right of decision: proper discretion and latitude given to trusted servants
  • Right of participation: voting status commensurate with responsibility in the service structure
  • Right of participation: boards, panels, sub-committees etc. have the right composition in terms of expertise
  • Right of appeal: protects and encourages minority opinion
  • Right of petition: grievances can be heard and acted upon.
'These general principles can of course be used to good effect throughout our entire structure'.
Democratic concept: checks and balances are put in place to avoid unqualified authority of one over another.
The Concepts maximise effectiveness whilst minimising friction.
Overriding principle of delegation: delegate down the structure only that which cannot be done at the level in question.
General principles governing the service structure:
  • No group or individual has unqualified authority over another
  • Large and dissimilar operations are separately incorporated and managed
  • Avoid undue concentration of money or influence
  • Authority matches responsibility
  • Avoid double-headed executive direction
Concept I
The final responsibility and the ultimate authority for AA world services should always reside in the collective conscience of our whole Fellowship.
AA groups have ultimate responsibility and authority, assumed from AA's co-founders.
1938: Alcoholic Foundation established.
1954: Renamed The General Service Board of Alcoholics Anonymous.
... to perform services for AA as a whole that cannot be performed locally or regionally, namely:
  • Uniform literature
  • Public relations
  • Responding to enquiries from prospective members
  • Sharing experience from the fellowship with (new) groups
  • Publishing a monthly magazine
  • Translations into other languages.
The Conference establishes a link between the fellowship and the trustees, for two-way communication and for decision-making.
Concept I represents the application of Tradition II to AA as a whole: ultimate authority with the groups; delegated authority to trusted servants.
Concept II
When, in 1955, the AA groups confirmed the permanent charter for their General Service Conference, they thereby delegated to the Conference complete authority for the active maintenance of our world services and thereby made the Conference – excepting for any change in the Twelve Traditions or in Article 12 of the Conference Charter – the actual voice and the effective conscience for our whole Society.
Ultimate authority is scattered throughout the fellowships. The delegates are the channels for that authority to be pooled into a single entity: the Conference, which is a representative cross-section of our entire fellowship.
Concept III
As a traditional means of creating and maintaining a clearly defined working relation between the groups, the Conference, the AA General Service Board and its several service corporations, staffs, committees and executives, and of thus insuring their effective leadership, it is here suggested that we endow each of these elements of world service with a traditional “Right of Decision.”
Right of decision means the right to act, report, consult, or ask (for specific directions): each trusted servant may decide when to do which.
This counteracts the tendency of groups to dictate as opposed to advise. In practice, the people closest to the work have a better understanding of the issues, so directive from group level is not appropriate.
Conference is guided not only by group views but by full facts and debate (involving the whole fellowship).
Groups do not have the full facts; they also cannot debate broadly with the fellowship.
Right of decision notwithstanding, Conference must report completely and consult fully.
The delegate retains the right to act on his own conscience: he is not a messenger.
Our trusted servants (= our responsible leaders) decide how to interpret their authority and responsibility in each situation.
Ultimate authority is always available to provide correction by replacing delegates, by censuring, reorganising, or replacing trustees, and by trustees appointing different directors and employees.
Trusted servants are primarily servants of AA as a whole and only secondarily servants of those who delegated them authority in the first place.
Do not abuse right of decision by:
Failing to render reports.
Persistently exceeding clearly defined authority.
Persistently failing to consult.
Concept III is based on trust.
The group conscience can be impaired (a) by ignorance and (b) by disturbance.
The power of trusted servants provides a safety mechanism in such instances: in the performance of their duties, they will sometimes override uninformed or biased group opinion with which they disagree, based on their own (superior) information and judgement.
Concept IV
Throughout our Conference structure, we ought to maintain at all responsible levels a traditional “Right of Participation,” taking care that each classification or group of our world servants shall be allowed a voting representation in reasonable proportion to the responsibility that each must discharge.
Trustees, directors, and staff vote at Conference.
Directors of service corporations are drawn not only from the body of trustees.
No class is set above another.
In ballots: there are no superiors, inferiors, or advisors.
Those with delegated authority often have better information so should be involved in decision-making.
Failure to involve those with responsibility in decision-making means that authority and responsibility end up vested in different groups.
Absolute authority invites the tendency towards domination over all things, great and small.
Participation fosters belonging.
There are no second-class members.
Concept V
Throughout our world service structure, a traditional “Right of Appeal” ought to prevail, thus assuring us that minority opinion will be heard and that petitions for the redress of personal grievances will be carefully considered.
Appeal (minority report)
When a minority believes the majority is in considerable error, it should be encouraged to file a minority report.
If it could affect AA as a whole, there is a duty to file it with the Conference.
'The well-heard minority, therefore, is our chief protection against an uninformed, misinformed, hasty, or angry majority.'
Grievance
Concept V also permits any person in our service structure to petition for the redress of a personal grievance without prejudice or fear of reprisal.
The availability of a grievance process restrains those with authority from misusing their power.
Third legacy
If a candidate cannot obtain a two-thirds majority, the name goes into the hat with the minority candidate(s). Minority candidates thus have an equal chance.
Deferring to the minority (and overriding the principle of the majority, even a bare majority, carrying the vote) strengthens the democratic principle.
Other principles:
Even if a two-thirds majority can be generated, continue discussing in order to exercise prudence and in deference to the minority.
Do not take decisions based on less than two-thirds unless absolutely necessary.
The greatest danger to democracy is the tyranny of the apathetic, self-seeking, uninformed, or angry majority.
Beware also the tyranny of the minority.
Concept VI
On behalf of AA as a whole, our General Service Conference has the principal responsibility for the maintenance of our world services, and it traditionally has the final decision respecting large matters of general policy and finance. But the Conference also recognizes that the chief initiative and the active responsibility in most of these matters should be exercised primarily by the Trustee members of the Conference when they act among themselves as the General Service Board of Alcoholics Anonymous.
As the groups delegate to Conference, so Conference delegates to the Board.
The board has huge responsibility. Its authority must therefore be commensurate with it.
This must be delegated (a) because of the large number of transactions (b) because Conference meets only once a year.
Trustees are like the directors of a corporation (with members the stockholders and delegates the proxies at the AGM).
Concept VII
The Conference recognizes that the Charter and the Bylaws of the General Service Board are legal instruments: that the Trustees are thereby fully empowered to manage and conduct all of the world service affairs of Alcoholics Anonymous. It is further understood that the Conference Charter itself is not a legal document, that it relies instead upon the force of tradition and the power of the AA purse for its final effectiveness.
The Board has immediate power but Conference has ultimate power (partly through the Charter and partly through the fact that the majority of voting members are delegates).
Conference can also withhold funds.
Existing trustees appoint new trustees, in part because they know best what skills are required on the Board.
If it was not in charge of its appointments, it could not be held accountable for its results.
Conference cannot elect trustees, but it can reject them.
There is the possibility also of entirely reorganising the Board.
Concept VII manifests the trusted servant principle.
The law protects the Board's delegated authority.
Tradition protects Conference's ultimate authority.
Just as Conference refrains from abusing its right to exercise its authority, the Board refrains from abusing its right to reject that exercise of authority.
Where the Board can legitimately exercise its veto:
  • Where Conference issues a directive which is at odds with its own Charter or the Board's Charter (or equivalent) or which is so ill-considered or reckless it could jeopardise AA's public relations or AA as a whole, the Board then asks Conference to reconsider. If it refuses, the Board can veto, and ultimately appeal to the groups themselves.
  • The Board cannot exceed a budget but it can reduce it.
  • Where unforeseen circumstances mean that some directive is unworkable.
Concept VIII
The Trustees of the General Service Board act in two primary capacities: (a) With respect to the larger matters of overall policy and finance, they are the principal planners and administrators. They and their primary committees directly manage these affairs. (b) But with respect to our separately incorporated and constantly active services, the relation of the Trustees is mainly that of full stock ownership and of custodial oversight which they exercise through their ability to elect all directors of these entities.
Motto: plan, manage, and execute.
Focus on the larger and more serious questions of policy, finance, group relations, public relations, and leadership.
Avoid: distraction by or interference or involvement in lesser matters.
Executive function is delegated.
The Board's role with regard to the executive function is custodial oversight by electing and overseeing the work of directors.
The Board is the holding company; each of these operations is a subsidiary, with its own charter, working capital, executive, employees, offices, and equipment.
The Board are only part-time, so operational directorship must reside with someone employed full-time.
Custodial oversight ensures that this person is supervised.
Concept IX
Good service leaders, together with sound and appropriate methods of choosing them, are at all levels indispensable for our future functioning and safety. The primary world service leadership once exercised by the founders of AA must necessarily be assumed by the Trustees of the General Service Board of Alcoholics Anonymous.
We must continually find the right people for our many service tasks.
Concept IX in part concerns identifying what special skills are required at each level of service, and what the present methods are of finding and choosing that leadership.
GSRs are a vital link in the chain, so great care needs to be taken by groups as they choose their representatives: hit-or-miss methods should be avoided.
In elections: 'Personal ambitions will have to be cast aside, feuds and controversy forgotten. “Who are the best qualified people that we can name?” This should be the thought of all.'
Leadership in AA: Ever a vital need
Leadership requires personalities, not automatons.
Leaders should have judgement, morals, and inspiration. But no leader is perfect.
Primary requirement required:
  • Dedication
  • Stability
  • Vision
  • Special skills
Our leaders to not drive but lead by example.
'A leader in AA service is therefore a man (or a woman) who can personally put principles, plans, and policies into such dedicated and effective action that the rest of us want to back him up and help him with his job.'
Avoid the extremes of power-drivers and order-takers. 'When, therefore, we talk about AA leadership, we only declare that we ought select that leadership on the basis of obtaining the best talent we can find, making sure that we land that talent, whatever it is, in the spot where it will do us the most good.'
Good leaders:
  • Originate plans, policies, and ideas for the improvement of the fellowship and its services.
  • Consult widely.
  • Recognise that good ideas can come from anywhere.
  • Where appropriate, discard cherished plans for others that are better.
  • Give credit to the source.
  • Do not pass the buck.
  • Act once backing is assured.
  • Give the people what they want but take a stand against the badly disturbed or uninformed group conscience.
  • Do not oppose for opposition's sake.
  • Recognise that angry people are sometimes right.
  • Compromise cheerfully if progress is thereby made.
  • Listen to even destructive critics, reason where necessary, learn where possible, then let it go.
  • Engage in vision.
How to use vision:
  • Start from past or present experience.
  • Devise an idea or policy.
  • Mentally walk through application in the light of possible future scenarios.
  • Trial it.
  • Consider long-term effects.
Concept X
Every service responsibility should be matched by an equal service authority – the scope of such authority to be always well defined whether by tradition, by resolution, by specific job description, or by appropriate charters and bylaws.
'Each operational responsibility must be accompanied by a corresponding authority to discharge it.'
'An outstanding characteristic of every good operational structure is that it guarantees harmonious and effective function by relating its several parts and people in such a way that none can doubt what their respective responsibilities and corresponding authorities actually are.'
Whatever level of delegated authority you are operating at, the level above retains the absolute authority, although that absolute authority itself constitutes an authority delegated from above. The uppermost ultimate authority is God.
Excessive exercise of ultimate authority results in delegated authority falling short of responsibility (i.e. like a parent who does not allow a child to take responsibility).
Insufficient exercise of ultimate authority results in responsibility falling short of delegated authority (i.e. the child runs amok, and has too much discretion, so acts irresponsibly).
Ultimate authority should not be exercised indiscriminately and should be exercised only in an emergency (when delegated authority 'goes wrong', is ineffective, or constantly exceeds its defined scope and purpose.)
The influence of ultimate authority must always be felt, but delegated authority should not be constantly interfered with when operating well.
Demarcation between ultimate and delegated authority is established by law, tradition, and principles, in order to settle disputes.
Horizontal conflicts between parallel entities are solved by communication through representatives of those parallel entities on the boards or committees in question.
When conflict cannot be resolved through horizontal communication, it is passed up the structure for adjudication.
Where there is conflicting authority (e.g. between committees), senior and junior jurisdiction must be established.
Avoid double-headed business or policy management.
Concept XI
While the Trustees hold final responsibility for AA’s world service administration, they should always have the assistance of the best possible standing committees, corporate service directors, executives, staffs, and consultants. Therefore, the composition of these underlying committees and service boards, the personal qualifications of their members, the manner of their induction into service, the systems of their rotation, the way in which they are related to each other, the special rights and duties of our executives, staffs, and consultants, together with a proper basis for the financial compensation of these special workers, will always be matters for serious care and concern.
Regarding committee members, directors, executives, and staff members: their quality and dedication, or their lack of these characteristics, will make or break our structure of service.
These are primarily responsible for the public image.
They not only support but also share world leadership.
World leadership comprises two service corporations and five standing committees.
Each committee comprises trustees, non-trustee experts, a headquarters executive officer, and a staff worker.
Nominating committee
Job: fill vacancies (trustees, executives, directors, staffs) with people with the greatest possible competence, stability, and industry.
Careful deliberation, painstaking investigation and interviewing, refusal to accept casual recommendations, preparation well in advance of lists of suitable candidates – these will need to be the principal attitudes and activities of this committee. All temptation to haste or snap judgement will need to be faithfully and constantly resisted.
Be confident in appointing people who are superior in skills or experience to you.
Finance and budgeting
Overriding principle: prudence, which means remaining solvent in bad times as well as good.
Composition: people with relevant skills; have a pessimist or two.
Be conservative in forecasting.
Seek to increase income.
Keep an eye on needless cost, waste, and duplication.
Scrutinise and suggest amendments to the corporations' budgets.
Perform a mid-year review.
Create and replenish a reserve fund.
Steer a course between reckless budget-slashing and imprudent spending.
Public information committee
Attraction rather than promotion.
Professional experience will need to be tempered.
Requirements of the members: technical experience, diplomacy, risk awareness, courage to take calculated risks, ability to compromise.
Literature committee committee
Revise the body of literature to meet new and changing conditions.
Aim: present an adequate and comprehensive view of AA to members, friends, and the world at large.
Not just content but format and design.
The initial drafting requires an expert writer.
The role of the rest of the committee is constructive criticism and amendment.
'The Literature Committee consequently will find it desirable to test carefully each new creation by asking a number of AAs who are sensitive to AA feeling and reaction to offer their criticism and suggestions.'
General policy committee
Takes jurisdiction of practically all problems or projects involving AA policy, public information, or AA traditions arising in the other committees or service corporations.
The aim is to pre-process material and complex issues before presentation at the quarterly trustee meetings, disposing of minor questions along the way, and providing the trustees with recommendations and minority opinions.
Principles for the committees and corporations
Each service is headed by one person with ample freedom and authority, who should not be interfered with provided he is doing his job well.
Qualities:
  • Inspiration by energy and example, thus securing willing cooperation
  • The ability to be friendly but firm when that cooperation is not forthcoming
  • He must act without favour or partiality
  • He must comprehend and execute large affairs but not neglect small ones
  • He must initiate planning but consult regarding those plans
  • He must be a good salesman
  • It is better that he be 'over-driving', as that can be reined in (whereas there is no remedy for timidity)
  • The ability to practice Concept III
  • The willingness to jeopardise friendship of other AAs in order to get the job done.
Paid workers: how compensated
... in reasonable relation to the value of the services or abilities within the commercial world.
The cost of proper pay is a drop in the ocean individually.
Cheap help is apt to be insecure and inefficient, which is more costly in the long run.
Rotation amongst paid staff workers
This ensures that the organisation is protected against the loss of individuals and against the concentration of power and experience in one person.
No fixed terms, however, which would be arbitrary and counterproductive.
Full participation of paid workers
How? Voting rights.
Don't treat workers just like recipients of money for services, but as friends and co-workers, to overcome the power imbalance of the Board ultimately pulling the financial strings.
Concept XII
General Warranties of the Conference: in all its proceedings, the General Service Conference shall observe the spirit of the AA Tradition, taking great care that the Conference never becomes the seat of perilous wealth or power, that sufficient operating funds, plus an ample reserve, be its prudent financial principle; that none of the Conference members shall ever be placed in a position of unqualified authority over any of the others: that all important decisions be reached by discussion, vote, and, whenever possible, by substantial unanimity, that no Conference action ever be personally punitive or an incitement to public controversy; that, though the Conference may act for the service of Alcoholics Anonymous, it shall never perform any acts of government, and that, like the Society of Alcoholics Anonymous which it serves, the Conference itself will always remain democratic in thought and action.
The warranties are contained in Article 12 of the Charter.
'An amendment or a cancellation of any of its vital Warranties would require the written consent of three-quarters of all the directory-listed AA groups who would actually vote on any such proposals, and the considerable time of six months is allowed for careful deliberation.'
'For us, prudence is a workable middle ground, a channel of clear sailing between the obstacles of fear on the one side and of recklessness on the other. Prudence in practice creates a definite climate, the only climate in which harmony, effectiveness, and consistent spiritual progress can be achieved.'
Warranty One: “The Conference shall never become the seat of perilous wealth or power.”
Don't accept money from outside.
Group contributions will never be sufficient to result in 'perilous wealth'.
The combined effect of the Traditions and the Concepts seeks to ensure both parts.
Warranty Two: “Sufficient operating funds, plus an ample reserve, should be its prudent financial principle.”
Work needs money, and the money comes from groups. People should be as generous with their money as with their time.
Encourage contribution through education and information not threat or pressure.
Keep one year's expenses in addition to the operating funds.
Save when times are good.
Literature should be at the 'going price' (i.e. including a margin) not cost: any less would be charity.
Warranty Three: “None of the Conference members shall ever be placed in a position of unqualified authority over any of the others.”
The risk is mitigated by Concepts IV and V.
Warranty Four. “That all important decisions be reached by discussion, vote, and, whenever possible, by substantial unanimity.”
'Here on the one hand we erect a safeguard against any hasty or overbearing authority of a simple majority; and on the other hand we take notice of the rights and the frequent wisdom of minorities, however small. This principle further guarantees that all matters of importance, time permitting, will be extensively debated, and that such debates will continue until a really heavy majority can support every critical decision that we are called upon to make in the Conference. When we take decisions in this fashion, the Conference voice speaks with an authority and a confidence that a simple majority could never give it. If any remain in opposition, they are far better satisfied because their case has had a full and fair hearing. And when a decision taken in substantial unanimity does happen to go wrong, there can be no heated recriminations. Everybody will be able to say, “Well, we had a careful debate, we took the decision, and it turned out to be a bad one. Better luck next time!”'
In emergencies, bare majorities must sometimes be trusted.
'In passing it should be noted that the Conference will sometimes have to decide, with respect to a particular question, what the requirements of substantial unanimity are going to be – whether a two-thirds, three-quarters, or even a greater majority, will be required to settle a particular question. Such an advance agreement can, of course, be had on a simple majority vote.'
Warranty Five: “That no Conference action ever be personally punitive or an incitement to public controversy.”
Alcohol will punish anyone who is too out of line spiritually.
Don't enter into public controversy even in defence.
Do not quarrel, whatever the provocation.
Utter non-aggression; a completely pacific attitude.
This is enabled by Traditions Five, Six, Seven, and Ten.
Best defence at the public level is silence.
Set facts right privately and without personalising the response.
Under no circumstances exhibit any anger or any punitive or aggressive intent.
Conference is the guardian of the Traditions.
Confront tradition-breachers privately.
Educate the world at large about our Traditions (especially regarding anonymity and misuse of the name Alcoholics Anonymous).
If there is a dispute, headquarters can offer to mediate.
If there is a threat of schism, Conference should adopt a policy of non-resistance, non-anger, and non-attack.
Just as individuals are free to leave, so are groups or groups of groups: wish them well!
The AA name is not incorporated anywhere: the ability to sue would be deadly to AA.
Warranty Six: “That though the Conference may act for the service of Alcoholics Anonymous, it shall never perform any acts of government; and that, like the Society of Alcoholics Anonymous which it serves, the Conference itself will always remain democratic in action and in spirit.”
This manifests as: no fees, no punishments for non-conformity, freedom to join, group autonomy, plus other principles e.g. in Tradition Three.
Other principles spelled out:
  • Act in the spirit of mutual respect, love, and trust.
  • Take no action in anger, haste, or recklessness.
  • Protect minorities.
  • Do not punish.
  • Act on the basis of substantial unanimity.
  • Guard against the tyranny of the majority or minority.
Acts of government curtail freedom under God.
Freedom under God to grow in His likeness and image will ever be the quest of the Alcoholics Anonymous.

 
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