Fellowship: How to run a group

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Some basic principles for running a group

These principles are not set in stone: they're simply one system for ensuring smooth and effective group running. I've not always followed them. That's how I know they should be followed. Not following them causes problems! See also the Twelve Traditions, the Twelve Concepts for World Service, and other Conference-Approved Literature.

  • Groups are run by means of group conscience meetings and business meetings
  • Group conscience meetings concern large matters of general policy and finance
    • All group members attend
  • Business meetings concern ongoing administration
    • All serving members attend
    • If the group is very large: a core of key serving members attend
  • Who decides what's on the agenda?
    • The chair of the business meeting / the group conscience meeting
    • Who chairs?
    • As the group decides: could be the secretary, could be the group's chair, could be the GSR
    • All service roles are discussed routinely, along with treasury matters and general fellowship news and service opportunities
    • If there is doubt about what should be on the agenda, the chair puts the question to the group
      • 'Should we discuss X?'
      • If there is a simple majority in favour, then discuss it
    • Should matters be raised in advance?
      • Large matters of general policy and finance should be raised in advance
      • Example: a major new proposal for location, format, or content of the meetings
      • Write a written proposal
      • Have it circulated in advance
      • Then you can have an informed discussion
    • Can you raise matters on the day?
      • Yes. Small matters can be raised and resolved on the day
      • Large matters can be raised on the day
        • The chair may decide that more information is needed and encourage the submission of a formal proposal
        • The chair may also defer discussion and vote for people to consider the matter without haste
    • As with anything else, anyone may complain under Concept V
    • This complaint can then be heard and resolved by the group
  • How are decisions made?
    • Discussion, vote, and substantial unanimity
    • Generally, two-thirds in favour of change is sufficient
    • Aim for more: three-quarters or four-fifths is best
    • Aim to achieve that by modifying proposals to accommodate minority wishes
    • Practise 'minority opinion' (Concept V): allow the losing side to have the last word
    • Revote if this changes anyone's mind
    • The default is the status quo if there is no majority in favour of change
    • If change is unavoidable and you're picking between two options (e.g. a new venue), a simple majority suffices
    • For procedural decisions, a simple majority (50%) suffices
  • Can you bring something up again that has already been resolved?
    • Generally, give it six months to a year
    • Don't keep raising resolved questions (under the principle 'if you buy enough scratchcards, eventually you'll win')
    • ... unless the circumstances have materially changed
    • Before raising an 'old issue' once more, the chair of the business meeting / group conscience meeting may ask the group:
      • Do we want to discuss this again?
      • Go with what the simple majority wants
  • How does a group resolve who does what?
    • Start with the basic job descriptions in the AA literature (pamphlets and service manuals)
    • The group may tailor those or throw them out altogether!
    • Job descriptions are entirely a group-internal matter
    • Whatever is decided: write it down
    • If there is doubt, take the doubt to the group
    • In general: trust the trusted servants
    • This means that each servant gets to do their job without interference or micromanagement
    • The trusted servant then reports back at the regular business meeting
    • The business meeting is the best venue to raise questions or make suggestions to the trusted servant
    • However, a lot of matters can simply be resolved by raising the matter with the individual
      • This works if:
        • The person raising the matter is measured and non-confrontational
        • The matter is of genuine significance (group welfare; primary purpose)
        • The trusted servant is not touchy
    • Where there is doubt, lean towards trusting trusted servants and away from group 'control' of servants
  • How does a group record how it operates?
    • Have general policies (e.g. 'we have a business meeting once a month'; 'we abide by the Traditions and Concepts'; 'the treasurer has to be sober for two years and be solvent')
      • These should be changed infrequently and only on very material grounds and following full discussion
      • The group should aim to stick to these pretty tightly
      • A little pragmatic flexibility is OK on the margins
    • Have detailed procedures (e.g. the procedures for collating and distributing group member lists; the refreshments system)
      • These are more fluid and extensive and can be tailored largely by the person discharging the role
      • These procedures should be updated when a person leaves a role, before handing over to the incoming incumbent
      • As a rule, pick up from where the previous person left off
      • Feel free to adjust 'as you go along'
      • Although be cautious about throwing out an established procedure:
      • There is often a very good reason why things are being done the way they're done
      • But refer large matters of general policy and finance to the group before making a change
      • These procedures allow much more flexibility than the general policies
    • These general policies and detailed procedures should be recorded in the group's file / online storage and also distributed to all group members on a regular basis
    • Any decisions made at business meetings / group conscience meetings of long-lasting significance should be incorporated into the general policies or detailed procedures
  • What if I have a great idea?
    • It's great to have great ideas
    • However, group consciences are infrequent, 'big' ideas take a long time to discuss and vote on, and (potential) changes spook people
    • Generally: if it ain't broke, don't fix it
    • A good practice is for the GSR to collate the 'great ideas' before a group conscience meeting and then have the group vote on which it wants to discuss
    • This reflects what Conference does
    • There isn't time to discuss everything
    • So pick the most popular ones
    • Pick fewer rather than more and process them properly
    • Maybe rank them and set a time limit: if you don't get to an idea, better luck next time!
    • Groups that propose and push through a lot of changes on a regular basis tend to be destabilised by this
    • If a big change is made, maybe have a probationary period with a review point, three or six months hence
  • What if I think something is being done wrong?
    • Apply the general principle: see everything, disregard most things, change a little
    • Easy Does It: let people do their jobs, even if they're doing them differently from how you'd do them
    • Having a quiet word with the person in question is the best first move if you don't like something
    • Often you'll discover there's a good reason for why someone is doing what they're doing
    • Maybe wait until the next business meeting and raise it as part of the routine discussion
    • Escalate to the GSR (as chair of the business meeting / group conscience meeting) only if necessary
    • It's OK to disagree: just don't be disagreeable
    • To repeat:
      • Let almost everything go
      • Be flexible
      • Ask: 'How important is it?'
  • A final point: very few problems arise because of me keeping my big, fat mouth shut
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