Reorganizations and Membership Reviews:

Effective in Changing Culture or are we delaying

the inevitable?

Presented by:

Dave Westol, Principal & Owner, Limberlost Consulting, Inc., Carmel, Indiana

We will divide our program

Into these parts:Making the DecisionRMRs—the basicsModels and considerationsThe toughest part: After the RMR

Where are we headed(with an RMR)?

With thanks to Dr. Andy Robison, Purdue University

Broad Goals of Interventions

Change chapter cultureEducate the next generationImprint new/upgraded traditionsSupport the academic, service and

membership missionEliminate negative behaviorEncourage and enhance positive behavior

Which is most important?

Theory: By removing negative members…

Addition by subtraction

We’ll say ___%+ at a minimum

We are trying to do…What our undergraduates have

failed to do.

Hold others accountable.

Weed the lawn.

Who makes the call—the decision?

Nationals ?University?Alumnae/alumni?Undergraduates themselves?

RMR: “Wrenching”Especially with Millennials.

They are often more loyal to the group (not the chapter) than to individuals. That loyalty is easier and more convenient. “They’ve got my 6 and I’ve got theirs”

Folks, RMRs ain’t easy

Therefore, to make the decision:

An RMR is not an easy process.

It will not be a fast process.

80% of the work is post-RMR.

And if it fails…Pull the plug.

Types of InterventionsFocused warnings, proactive changeProbation (individuals and chapter)Suspensions (individuals and chapter)RMR of varying typesClosure and restart: 3-5 years after

closing to insure that former members/NMs are not involved.

Anthropology 101

Culture shock

Triangulation: Three forces converging (“U”, national, alums)

Gatekeepers: Trying to block change

Outliers: The alternative

Three types of RMRsOur model:

Suspend all members and NMs. They decide to interview.

One–on-one interviews with staff or trained volunteers who have no stake in the outcome.

+ Self-selection, experienced team.

Second modelInterview and then suspend/expel

Some organizations use alumni from the chapter who have not been involved with the chapter to assure objectivity.

+ Reduces complaints about staff “bombers”

Third ModelSuspend operations. (Beta Theta

Pi uses this approach)Wait a semester or so.Then interview.+ Cooling-off period, self-

selection, “This isn’t worth it…”

Other methods to consider:

Use drug screening just before interviews and factor that into the equation. New: follicle testing. Older: 8 panel screen.

Obtain judicial records or violations from institution.

Obtain GPAs from institution. Eliminate the typical, “I’m doing better this semester”

Use an accountability exercise.All names of all members & NMs,

alphabetically, LN 1st.Two highlighters. 10%.“Select the 8 who must continue

and the 8 who must not”Anonymous—look for trend lines.

Webinar for parents & alums

1)You control content.2)You control dialogue.

Questions accepted but in writing. ;-)

Another approach to buying in:

Meet with alumni/alumnae & undergraduates.

Put everything in writing. “We’re here to make a decision:

close the chapter or RMR. It’s your call”

Give them the room. Let them decide.

Get information from chapter

Pure indicators:Meeting attendance$$$$$Involvement“Incidents”

Most common questions“Give us the magic questions”

I like “Conversations”Button questions--

“What is a typical outcome?”Varies. But, if you aren’t seeing 30%

or more removed from the chapter….

How many are successful?

We were at 75%.Success = Chapter viable for three years after MR

Typical objections:We deserve an 11th chanceThis is too harshThis is an overreactionOther chapters are worseThis will destroy the chapterHow about probation?

Bring them back to 3 points

We didn’t make the decision to haze or sell drugs or act like idiots.

We hold the broom and dustpan. You hold the chapter. “The marriage was yours—the divorce is mine”

If you had held members accountable we would not be here.

Chapter houses:

First concern for alumnae/alumni

Don’t allow the house to dictate policy.

Don’t allow minimums/maximums to creep into the conversation.

You will have to deal with suspended members in the house.

PS: Never, ever meet at the house. Ever.

Quick tips:Don’t rent a Chrysler 300. Get a

bronze or white Malibu.Never discuss anything re: the

RMR in public. Never. Ever.Commit to not discussing your

outcomes until all have been interviewed.

Use 30-minute interviews.

Quick tips:Team lodging well off campus.Don’t wear badges.6 interviews in a row is

maximum. A tired interviewer is inherently unfair to our undergraduates.

Compare notes after first round. The stuff always surfaces.

Quick tips:In hazing chapters PNMs often

interview first. If not, then look for the better members.

Find code words and phrases. One will be the:

You will always discover…

More than you knew about or even expected.

The code word or phrase will lead to more information.

Younger members have not yet been imprinted. If you maintain a professional decorum you will learn more.

Shhhhhhhh…..Respect the confidentiality &

privacy of the proceedings.Respect the undergraduates.Respect the organization.Do not speculate or share details

or offer projected #s. That is patently unfair to our undergraduates.

Quick tips:There is no “good” time for an RMR.Consult with the campus

professional re: timing & venue.Have members sign up for

interviews before you arrive.Get one more room than you need as

a holding area for arrivals. Those interviewed must depart ASAP. Don’t interview in the house.

Remember:You’re not there to lecture,

berate, criticize or condemn.This is not a time for, “What

were you thinking?”Be mature enough for both of

you in the interview.You’re the professional.

Campus professionalsCollaboration and partnership are

important to us.Rooms. Directions.Parking.Facilities.Information.You will be critical to success in the

after-RMR period.

We’re tackling culture here

Sustainable change can be achieved only with a cooperative effort.

We’re trying to turn the thing around.

Trust and Communication

University + HQ + Advisors + Board + alumni/ae at large + chapter officers + members

Coordinate approachShare end goalsDon't over-sanction, especially

after RMR.

Expectations are good but make those realistic.

You can’t make a ‘64 Ford Falcon into a Corvette in one semester.

Staff: Remember that campus professionals

Usually know the chapter & players

Can help with leadership for the future

Can help with “bubble” decisions with the understanding that confidentiality is critical.

StakeholdersOur advice: Reach out to

parents, alumni, and contributors in the area BEFORE the RMR.

Use an adjective audit in your communication.

Do not use “chapter”. “Some members” is better.

For the community:We sent a letter to all other

chapters describing the process and providing basic #s. We also asked for their help for the chapter. Good teachable moment.

Now comes the 80% post-RMR

New officer(s)? Let them know before you make the announcement.

Share information with campus professional. She or he will have to deal with much of the blowback.

As possible, give some control back to the chapter.

RMRs are not “fire and forget”

It takes at least a year to move forward.

The undergraduates never forget. A strong stigma attaches.

That is why those who interview cannot be hands-on with the chapter afterward.

Fundamental errors:Giving the chapter too much time

to “recover” before starting rehab.

Assuming that suspended members won’t be back.

Assuming that members who are rebuilding “get it”.

Assuming things will quickly quiet down with decisions.

While we’re at it:RMR your alumnae/alumni

corporation or advisory group.

This is a good time to find some new faces to help advise the chapter.

Have an appeals processUse a committee whose members

were not involved in the RMR.

We like a “petition after six months” process. Maintains hope…helps keep some members under control.

Our philosophy:It will take time for wounds to heal.

Extra visits help. Offer help with events and conferences. Get the survivors moving. I recommend within five days.

If someone in command can visit after eight weeks or so, that will help.

Find the signature eventFocus upon recruitment. New energy

will help. Pride returns with success.

Publicize situation with other chapters in the community. If returning chapter is now “small”, it helps to be able to say that the social calendar is busy. Ask women’s groups to help.

Don’t assume a happy ending.

Have answers. Anticipate issues.

What do we do with suspended members?

What if __ members are studying abroad?

___ members can’t move out until ___.

Final exams…major philanthropic project…et al.

Hot grounders.The president who isn’t really an

asset but who is enormously popular with the members.

Older/younger bloc members.Alums who won’t step back.“One final futile gesture of

defiance”Damage to house.

Faulty assumptions:All we have to do is remove the

troublemakers.The troublemakers are easily

identified.We can use standard questions

and grade the answers.The undergrads understand that

this is the final step.

Faulty assumptionsSuspended members will step back.All members remaining are in

complete support of all changes.My experience: After a year some

members will attempt to reinstitute hazing or other negative practices.

Watch out for clusters of “lepers”—the suspended members who will try to haze PNMs from off-campus sites.

Self-selection is helpful.

Timing may help here.

Error on the side of caution. That’s why you have an appeals process.

An RMR can work…But, it is not a quick fix.

It is not a guarantee. Deans and VPs think of it as a surgical strike. In reality, there will be collateral damage.

Your questions!

Thank you for participating in NGLA and…

Thanks!I am available to consult with, coordinate, lead or train RMR teams.

David.Westol@gmail.com