'AA, as such, ought never be organised; but we may create service boards or committees directly responsible to those they serve.'
- Non-organisation
- The fellowship of AA does not tell groups how to operate.
- AA groups do not tell individuals how to operate, either individually or in their interpersonal interactions.
- Each group is autonomous (subject to Tradition IV).
- Each individual is autonomous (subject to Tradition I).
- What organisation is there?
- Groups form committees, to organise certain aspects of group activities.
- The motto is:
- As much organisation as necessary.
- As little organisation as possible.
- Groups' general service representatives come together to form committees, to organise certain aspects of AA's activities as whole.
- These two forms of organisation are then replicated throughout the structure of AA as many times as is necessary to perform the work required.
- The formation of a sub-committee hives off work within a level of the structure.
- The appointment of representatives adds a new level to the structure.
- Internal organisation
- Organisation is required internally within the individual: we have a daily plan, guided by God.
- If I do not form an intention to buy a ticket for a train and do not implement that intention with action, I cannot travel on the train. The ticket will not appear in my hand spontaneously at the moment in question.
- If I have more than two activities to perform in a day, I must decide which to do first.
- I cannot go for a run and do laundry at the same time.
- There are more activities in the world than there is time to perform them.
- I must therefore organise which I will do, when, and how.
- Many activities require forethought and planning: careers do not materialise without years of training, and this requires organisation.
- I seek God's guidance to organise my life, answering the questions of what, when, why, how, and who.
- However, organisation should take place only to the extent strictly necessary for tasks to be performed.
- This leaves room for
- Flexibility, which is adjustment to circumstances as they arise,
- Direction from Spirit in the form of inspiration, an intuitive thought, or a decision.
- External organisation
- Organisation is required when two or more people gather together in an AA group to perform activities.
- Unless they talk to each other and agree something, they cannot perform the activity.
- Unless they agree a time and place for a meeting, a meeting cannot happen, because they will not be in the same place at the same time.
- Organisation therefore requires submission to the ultimate authority of the group and the prioritisation of common welfare over personal interests.
- How much organisation
- The ultimate aim of any activity is maximum effectiveness at maximum efficiency.
- The purpose of organisation is to support these.
- Under-organisation prioritises efficiency over effectiveness.
- Sometimes, clearing up the mess caused by under-organisation actually creates greater inefficiency anyway.
- Over-organisation prioritises effectiveness over efficiency.
- Sometimes, over-organisation compromises effectiveness by not allowing for inspiration and flexibility.
- The pyramid
- AA is organised as an upside-down pyramid, with the groups at the top and the general service board and its committees and corporations at the bottom.
- Each layer below group level serves the layer above: it does not govern.
- Each group is autonomous, so it can and does differ from other groups.
- Organisation at group level structures the group's activities to ensure it achieves its primary purpose.
- Organisation below group level structures AA's activities (e.g. coordinating conferences and conventions, running offices, publishing literature, and performing public information work) to ensure they achieve their primary purpose.
- Organisation below group level requires delegation:
- Delegation provides a mechanism for each person to perform a particular role, rather than everyone being actively responsible for and doing everything.
- Decision-making is separated from implementation.
- Activity is separated from custodial oversight.
- Custodial oversight ensures that, when delegated activities do not fulfil the brief of the delegated work, there are mechanisms for adjustment, namely censure, redirection, reorganisation, and replacement.
- The Twelve Concepts govern how delegation works to organise the activities of AA as a whole.
- Concept III in particularly embodies the notion of direct responsibility in action.
Inventory:
Looking at the above ideas:
Where am I currently falling down?
What can I do differently?