Membership associations play a vital role in representing the collective interests of their members in various sectors. These mutual benefit associations, such as United Ways state associations, have a unique characteristic that distinguishes them from other nonprofit organizations – the inseparable link between their mission and membership. A groundbreaking research article by Thomas E. Rugh delves into the concept of “remissioning” in the context of membership associations, highlighting its significance and exploring two intriguing case studies. Let’s explore the essence of remissioning, how association managers can navigate change, and the dynamic interplay between mission and membership in mutual benefit associations.
What is Remissioning in the Context of Membership Associations?
Remissioning can be thought of as a transformational process wherein a membership association adapts and evolves to meet the changing needs and expectations of its members. It involves redefining the organization’s mission and purpose to align with the evolving landscape and dynamics of the sector it serves. In this context, remissioning entails a deliberate change in the association’s core values, strategic goals, and approaches to fulfilling its members’ needs.
As Rugh highlights, remissioning is particularly relevant for mutual benefit associations, where the success of any change initiative is intrinsically tied to the active involvement and support of its members. This process acknowledges that the association operates to serve its members and recognizes the crucial role that members’ perspectives, interests, and aspirations play in shaping its overall direction.
How Can Association Managers Anticipate Change?
Anticipating and effectively responding to change is imperative for association managers to ensure the continued relevance and effectiveness of their organizations. Rugh emphasizes several key strategies that association managers can employ to anticipate change:
1. Understanding Shifting Member Demands
To effectively anticipate change, association managers must possess a deep understanding of the evolving needs, priorities, and expectations of their members. This involves regularly engaging with members, conducting surveys, and staying attuned to industry trends and emerging challenges. By comprehending these shifting demands, managers can proactively identify areas where the association’s mission and services may need adjustment.
2. Identifying Member Representatives
In cases where association members are organizations rather than individuals, it is crucial for managers to identify and engage with key representatives who can effectively voice the needs and perspectives of their respective organizations. These representatives act as connectors between the association and its member organizations, helping to bridge the gap and facilitate a mutual understanding of goals and expectations.
3. Engaging in Intra-Association Politics
The realm of membership associations often involves intricate dynamics and governance structures. Association managers must navigate these politics skillfully, fostering relationships with influential stakeholders, and leveraging their support to drive mission-focused changes. By engaging in intra-association politics, managers can overcome resistance, mobilize resources, and effect the necessary transformations to align with emerging demands.
The Dynamic Interplay Between Mission and Membership in Mutual Benefit Associations
Mutual benefit associations inherently possess a dynamic interplay between their mission and membership, a characteristic that distinguishes them from public benefit nonprofits. This interplay becomes especially evident during the process of remissioning. Rugh’s case studies of United Ways state associations shed light on this dynamic relationship.
In these case studies, the associations embarked on remissioning initiatives to adapt to the evolving needs and expectations of their members. This involved not only a redefining of the organizations’ missions but also actively engaging their member base to ensure a collective and collaborative approach to change. This deep integration between mission and membership allowed the associations’ core activities to always remain focused on member interests and priorities.
Rugh illustrates how remissioning establishes a feedback loop where member needs shape the association’s mission and, in turn, the revised mission guides the association’s actions in fulfilling these needs. By aligning the mission with changing member expectations, mutual benefit associations can maintain their relevance, strengthen member engagement, and drive positive impact in their respective sectors.
Real-world example:
A notable example of remissioning is the American Medical Association (AMA). Over its long history, the AMA has undergone multiple remissioning efforts to ensure it remains attuned to the evolving needs of its physician members and the wider medical community. As the landscape of healthcare continues to change rapidly, the AMA continuously realigns its mission and strategic priorities to address pressing challenges and advocate for its members. This ongoing process has allowed the AMA to maintain its position as a leading advocate for physicians and the delivery of quality healthcare.
Remissioning is a strategic imperative for mutual benefit associations. By embracing change, understanding members’ evolving demands, and fostering a dynamic interplay between mission and membership, these associations can remain agile, influential, and impactful in serving the interests of their members.
As society and industries continue to evolve, the remissioning process will remain a critical tool for mutual benefit associations. The research conducted by Rugh sheds light on the intricate dynamics and strategies that underlie successful remissioning initiatives. By understanding and implementing these principles, association managers can unlock the full potential of their organizations and drive positive change for their members and the communities they serve.
Sources:
Rugh, T. E. (1996). Remissioning nonprofits: Two case studies of membership associations. Nonprofit Management and Leadership, 7(3), 275-290. doi: 10.1002/nml.4130070307
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