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 Decision
RMRs—the basics
Models and considerations
The 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 culture
Educate the next generation
Imprint new/upgraded traditions
Support the academic, service and membership
mission
Eliminate negative behavior
Encourage 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 Interventions
Focused warnings, proactive change
Probation (individuals and chapter)
Suspensions (individuals and chapter)
RMR of varying types
Closure 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 RMRs
Our 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 model
Interview 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 Model
Suspend 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 chance
This is too harsh
This is an overreaction
Other chapters are worse
This will destroy the chapter
How 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 professionals
Collaboration 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 approach
Share end goals
Don'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.
Stakeholders
Our 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 process
Use 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 event
Focus 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 assumptions
Suspended 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