A STUDY OFF POWER 5N A NCRT’H CENTRAL STATE COMMUNITY Thesis fer Hz. Dome a! Pk. Dr! MWEGAN STATE UNEVERSEE’Y Gerhard Fmderéck Gem! Wfifii THESIS LIBRARY Michigan into A) Umvcrsly r. A 1'“ I? }‘f L“ _ 1 . \ j -’ This is to certify that the thesis entitled A Study of Power in a North Central State Community presented by Gerhard Frederick Gettel has been accepted towards fulfillment of the requirements for M degree in M and AnthrOpology Major professor 5 g Date AuguSt 6; 1956 ft .JTUUY CF PC-l'fflil ~ r? r- rrfija‘r 7-" '\ "3' 1".‘7‘17' ‘ "Tl l0} ' "'l'l (‘1 “ f~" H .1.“ {L 1I\"-k4ll C.—J-l.g-L_'.I_J Via-LLJ CK.“ u'.U.J.L.L.L ~11r ~14 GfljfgflD FAJJQJICX GATTJL A rfinm” " A liable-I...) l.‘ w‘r\\ — . 4— 9‘ ‘ (s 1' :— ~.r\ ~ *1 11 . Q J'- r :‘ '— 4" fl. , p‘ f‘ ‘ ' . .' ‘. ~«I eLem; can tu e uCJbul 0L GLRQUQbC uLudees oL LLCLLLJH C‘J‘ “'- . ‘, '. 1"}‘1 " . "‘1 - I '~--v-. w “‘ ‘s x- I "l . 1 -' ‘l ‘l f * 1 ' Q Have ULILVLL b L j 0| 4;. LCLLL elm ‘3 and ”g .).'..I_GLL LJCJJV‘.1CG J. r, Yr.-,,..'.;,) Ft, ”~"-7"’}.v”~. .1. f‘ t: n ,),l ,2‘, .,-),‘J.,.. 1-1 11C“. L14. L»: .L J"; J-......\.x1U ()1; .l‘. I‘LKJVLLL Cufigl- Us) J. ‘3 ”Ya" ' "i ..\-r".“ H) ‘n iDCUCfLi CH? IUCIILKJ‘IECI \ ., , 4-,“ “3,4. A rv ° ,._ ., W - 1.1)." . 'i A ,-, Zchzre end or eccncflx.wrauni;11cnr03o;uuj F‘ ll" \ Gtwntl— 1, \I\, u. Ki L o x. UL... ”1 ‘~ - 1" J" ““l I‘ 1- W“. (V ‘xr; “ ,1“ -; <-- '1‘ 'r\ "-1 ". '.‘I in; uurpos; cl this tsesis has been to eiolo-e a yaiLLCVlQ; ‘ ' 4" . r ‘ ' 't “ ’-- w. . ‘:J‘v—v f, '1. I) W n" ‘1 erase of seeial oxianization in an AL Lican cow; dh_od -— soci.il power. This study concerns social power as it enters into the asking, legiti- . .- r- — J-.~ f.- .0 —.\4 - 4.1) ~ . of .v, -? l--.(n ‘ 9's ,,,,, ) lelflu aid QXCCUblflQ CL mQJUl solicy aeolsions. iwo lJLuLml w _>oo :3 tures and le .itimizec in formal structure . (2) Economic or Diioncicl V C] wortl (wealth) is a prime deteriinant of social power in a community. This study was COHdUCt(d in a C‘i ty {E about 30,000 people lo- cated in the northweStern part of a sort c>W+ al MtltS. '_ n ' ‘ f‘ "T t" \ ' .LJLL. C13 .38 a CL interv iew ouestions were elelOped and used with the to: ranked power leaders, with sub-leaders and with male heads of hozs holds secured through random sampling in selected areas of the community. The writer lso lived and worked in the conhuait while the study was ade azad was, theref01e, able to use the yarticigant ooservation netsod in addition to persons 1 interviews. The findings show that been informal and formal structures play an inoorm at r; le in tLe exercise of social 3ew3r in a comzunit" Light cases were selected ii which comgunity leaders were endared in .007‘U‘L'Ll'jt: )"4~ - 1 l . (-‘(N o «I- ('~. fir q ‘1“ '3 3 .1" \‘l‘ \I}(* H3“ " ~“ m “Mei-rx' }- (l ‘ . (‘T .- r! \w .L L u. LLLLQ LDOLLCLCQJ -0. 0-2x C's. u..L Cl. ".LL; L's-.090 Jag-LL); beans: CLLQLOILO Oil k)- .L 1 a pager issues were node inforraily o; the i‘ror‘snt conhaiitj lea ders. Kajor decisions in the remainiufi two cases were rode in the context of 1F“Jfll St ucttres. In all “ases leJitiuation for tiese decisions oc- curred in for:;s l coLULunity structures. The seeial lRC+S, thereEOLC, indicate that the fi s hyyotles's is affirmed. The survey of capacities for decision—maxing exanined eleven 'A - r" «1‘ I N O '. l ~~ v - -,‘ “(N Q ~ 4" r‘t‘ --'-‘,-1a.-t" ' '-—-‘| Q - V: '- . ' '. Lelevant JtSC‘ OL seeial LOJCL. oases oi eatsci l y weLe. Josition, con- trol and lengtl o: coolani‘r residence. Influenc3 has 33 were access, -. . I -41. ..1 G’ ’ .'.‘LL'..“.L be GLIDUJJ. 17- ’3 {— ‘..,-* ' . J--‘. . w ', '.- '. 4.. _- .9- , "1 1,13,._- , - , at- anilitg, time, success, we. cUnitr izterest, hiloL oniigstioss, :JUSLLVQ and wealth. Pcs [”1011 and Cotltr Lil wezr'e found to be highly "'m’U‘t 1': t be. 4-, for site rity. The most important influence capacities were found to in- clude access, ability, success and conxunity interest. Since only 1we out of th3 fifteer “Act growinsns comparity decision—"drers were found to be wealthy, the “erource of we lt1 cs inot be considered as a prime dc term-18 1t Ff social no! i, althou n wealth v-LV a “h o ‘I 1 5‘ ' ~_\ “ _" " " r ~'"_‘ A w. 1* a“ u _ must oe considered as 3. 1311.1 «3‘ 301.170; Lesoui CC. T--e sound. he, )C-lth SJ. 3. herefOLe, r3"ised. ‘ l 3 , ”Q ~? ‘ Q .. t 1 ‘.’ ' '3‘. ’ f ' c "l. / {.1 ‘ 1-—)‘ ~ ' 4—. Based on previous rescaled, and LLHdLHQS oi toe fiesent stung, r'..'L\F‘ »).2IJ 1 n , , - _ -0 LL. , ., .._.. ,. ,. ... .1. , ," ' i . .' ' , ' t1e LOllONlng areas for iursner cesearcn ale squ-stel. ohylllCdl in— ves tigations on tlie rele ti O'ns1its oetween the var ous lexels OL leader- fi shiP wit11 the ordinary comr.unity r'side cuts, and the 10 lo of suo- -leau ers in relation to the most 'Jr,:in dent communitv leaders. A wzat dee l of d I \ A. g | I research is needed in the gentmrlle l‘ea of FB’OUl ces for socia- power. - 1 M're field work is required to distin'uis11le5itimltion procedures in cmmunity decis 1C ins. I'r 1r :1 'vfm' “1 A QiL'Di C): ’1...i1.. -r-". .-. 'v". fjj‘ 1 1 '1‘ ., ~ 44:1" .‘ '. ‘1 ‘.‘ i J.“ 1i Li'v;.l_l (-- -_..:.-‘..1L1 xJi.‘1_;1_: (J‘.,,’l L’LLA . 7.. tJy C””""’D 1‘“ c1 “'1' I._J.'....Jl.; -Ll_1 $4-1J- \ Ugllu.) f Iste Studies of Michigan State University e1ce in partial fuifiii ext of the for the degree of Swohcvseo to t1e Sc11o 01 of G ad of A4zic11ture and Ap'plirsd reQUi .e:.umt U1 U3 DOCTOK CF FIIILC SUPHY Depart ent of Sociology and Ant TOWOiC“” ACKNOWLEDGEMENTS One of the pleasant duties in presenting this document is giving credit to whom credit is due. In the academic area much credit is due to Dr. Charles P. Loomis, whose keen insight in problems of community dynamics first interested me in this particular field. Dr. Loomis gave much help- ful direction, especially when I first entered graduate study. Dr. Paul Miller has for five years served as confidential guide and stimulator to help steer me through the maze of graduate work. To him I give much credit for urging me on and for making difficult steps seem simple and understandable. From Dr. Duane Gibson I received my first exposure in the academic field of social science. Dr. Gibson has been a true friend and counselor for many years. He has been most helpful to me, both in academic work and in the development of this thesis. I am deeply grateful to Dr. Gibson for his friendship, counseling and encourage- ment. I am particularly grateful to Dr. John Useem for his friend- Ship and keen insight in the specific field of social power. He de"'eloped my interest in this field and has been probably the most helpful individual in the task of studying and writing this thesis. without his expert knowledge, which he so willingly shared, I could not have done Justice to this thesis on social power. 111 To Professor Charles Barr, I give many thanks for his timely advice and stimulation. On many occasions Professor Barr "built a bridge" to help me over seemingly difficult situations. I want to thank Dr. J. Allan Beegle for helping broaden my understanding of basic concepts and for serving as a member on my graduate committee. His suggestions helped set the stage for this study. To the hundreds of people who so willingly gave of their time in gathering and providing the basic information used in this study, I will be fOrever grateful. Few will have an occasion to read this thesis, yet, without them this could not have been completed. Much credit I give to my wife, Ruth, who so often encouraged me to continue this work when other things seemed to be pressing for time. She did all the typing and much editing for this work, not only once, but each copy as it was revised and rewritten. II. III IV i1 i3 CF ccsquius INTRODUCTIOH. . . . . . . . . . . . . . A. rurpose and Scope. . . . . . . . . . B. Theoretical Frame of Leference . . . i. Bower . . . . . . . . . . . . . . 2. Authority . . . . . . . . . . . . 3. Influence . . . . . . . . . . . . h. Decision-maxing . . . . . . . . . j. Legitimation. . . . . . . . . . . o. The Problem studied 3 . . . . . . U‘ThODS ARD PROCEDURDS 0F cTUDY . . . . A. The Locale . . . . . . . . . . . . . B. Organization and Procedure of study. COMJHUTY;HNKR HiflkTEkfl. . .. . .. A. The Men of Lower . . . . . . . . . . B. The Sub-Leaders. . . . . . . . . . . C . The Laymen . . . . . . . . . . . . . DEVELOLMENT OF A DECISION-MAAING SISTQM I II i‘fl ii; C Live]... ;U I“ I ri ' O O O O O O O O O O A. Historical Perspective . . . . . . . B. Crysuailization of Needs . . . . . . C. Organizing for Action. . . . . . . . TE? DECISION—MAKISG rRUCEeb . . . . . . A. Introauctiou . . . . . . . . . . . . B. Social Power in Ope‘ation. . . . . . C. Project Approval by Lower Leaders. . h— t .} L - u ‘2'! a» U) VI VII VIII U. (1.1K; lute].- bw.uthr'y o o o o o a o o o o o o o o LEGITIMATICN AED fiXdLUTIUH . . . . . . . . . . A h o B. C. PD“ .45.) A. C. D. migitilifl‘QiOI-l O O O O O O O 0 O O 0 O O O O Eliecution O O O O O O O O O O O I I O O O O Cilai Ber SLUIAL’MI‘5' o o o o o o o o o o o o o o CURCES GE LOHEK FOR DECIQICN-HAKIKU . . . . Authority . . . . . . . . . . . . . . . . . l. PositiOn . . . . . . . . . . . . . . . 2. Contrrl. . . . . . . . . . . . . . . . 3. Old F;mily . . . . . . . . . . . . . . Infiuence . . . . . . . . . . . . . . . . . I. Access . . . . . . . . . . . . . . . . 2. Ability . . . . . . . . . . . . . . . . 3. Time . . . . . . . . . . . . . . . . . A. Success . . . . . . . . . . . . . . . . 3. Community Interest . . . . . . . . . . o. Mutual Obligations . . . . . . . . . . {. izrxstige . . . . . . . . . . . . . . . b. deaith . . . . . . . . . . . . . . . . Organizational Influence in Decision—making C1121}. infill." u“L.1.li...£ii'j o o o o o o o o o o o o o o COEDUEITY EjRQESCTIVE 0F DdCIbICN—EAKIHG . . . A. 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Mutual Choices oy rower Leaders in Benton . One day Choices Among Danton rower Leader Residential Areas Occupied cy Dent‘ rower Leaders CH UL‘ T CF FIGUfidJ l ‘3 cued for Sampling Interaction Pattern of Members water Committee n D I an -1: CHAPTER I INTRODUCTION A. Purpose and Scope This study consists of an attempt to analyze a particular phase of social organization in American society -- social power. .This is not a new concept, nor has it been only recognized recently. Social power is universal. It existed long before the written word, and is woven into the fabric of our society. The problem remains for us to understand the social power concept for what it is, and what part it plays in our daily lives. The writer has long been interested in community dynamics. It is indeed helpful and informative to have an understanding of com- munity, agency or organizational structure, as well as the personality and background of the various individuals composing any particular group, but these types of information do not necessarily explain the dynamics of individual or group actions. Decisions are made and executed in what often seems to be a ”behind the scenes" move with few people actually taking part in these processes, and most people not Knowing how they came about. Little attempt has been made to provide a scientific analysis of the dynamic aspects of American community life. Yet public and private agencies are continually amazed at the lack of participation in their "community" prOgrams. Hicks states this dilemma when he 2 says, "...it seems to me purely romantic to assume that any large num— ber of people will continuously devote any large amount of time to pub— lic affairs. If it is important to secure their participation-~and nothing seems to me more important--it is necessary to devise ways and means of getting it. now can we expect people to participate in community programs wnen they don't understand how their talents fit into these programs? High status individuals think they can manipulate authority, iddle class groups try to work with existing systems, while the work- ing class is frequently suspicious of those who try to manipulate authority. We will not attempt to moralize on the ethics of social power. One basic assumption is that social power is not bad as such, out that it is a universal reality which enters into the decision- making process in all walks of life. This applies to both formal and informal structures in our society. We will analyze how decisions are made, ligitimized and carried out. This assumes that certain individuals participate in these processes. Who these individuals are, and why these particular individuals are in positions of power, and have influence and authority will be an integral part of this study. This study will not only be an analysis of the men of power who make decisions of importance, but consideration will also be given to the subordinate power leaders in the process of decision-making and l . - . V. . . . Granville Hicks small Town The hacmillan Co. New York 1 i 3 ) implementation. Sub-leaders often play an important role which is little understood. We will, in addition, delve into the layman‘s viewpoint of the decision-makers, how they think decisions are made compared to how things actually happened. The images which decision-makers have of themselves, of each other, and of the ordinary members of the community will be analyzed. How dissident elements are brought into line; what is felt to be co- operation or manipulation; what are the "rules of the game"; what type of actions are considered "dirty politics" and what kinds of social sanctions are brought to bear will be analyzed as well. It is necessary to have some understanding of these processes if we are to participate intelligently in them, and if we are to fully understand how our system of democracy works. Many different decision- making processes take place simultaneously at different levels. We are confused by these processes because we like to think of a true democratic structure as fitting an ideal culture pattern. Actually, society is made up of many sub-groups differentially participating in the sharing of power. A major problem of any executive or administra- tor is the coordination of these different groups and interests into a working unit. The dynamic, ever—changing societal pattern in which we live warrants serious consideration of these elements in our society. It is the writer's opinion that social science has a definite opportunity to study the social dynamics of our communities, and to bring forth theories and principles of human relations which will fur- ther explain the intricate functions of our societal pattern. We need to study existing theories, refine and reformulate these and develop new, more workable theories which can be applied to explain how deci- sions are made, and to serve as guides to social action. Many early American studies of social power were in the general field of political science. These studies often dealt with pressure groups and their tactics. A good example of such studies is exemplified by Key. He points out that politics is the study of poli- tical power which concerns the factors of control and influence, and is a contest for control by "inner circle" groups in the arena of government.2 The exercise of political power is prooably brought to our attention more frequently and more forcefully than other arenas in which power operates, because of the widespread coverage of govern- mental operations by the press and radio. We must not assume, there- fore, that political power is the only type of social power or even the major arena in which it is manifest. This is pointedly stated by MacIver when he comments that this is "...only one of several foci and kinds of power within a society."3 There have been numerous studies of community social organi- zation in recent years. Many of these have dealt primarily with a structural aspect of the community in a descriptive manner. Some 2 _ V. 0. Key, Politics, Parties, and Pressure Groups, Thomas Y. Crowell Company, New York, 1990, pp. 3-6} Robert MacIver, The Web of Government, The Macmillan Company, New York, 19u7, p. 57. examples are: cultural description in west's 1‘lainville,“L community Stratification by Harner and his colleagues,7 and community leadership studies as exemplified by Tead.b There is need for basic studies of c‘mmunity dynamics to pro— vide a more adequate basis for understanding and implementation of action programs. This need has long been recognized. Steiner stated in loss that, "It is not enough to make a 'cross—section' survey of a community to understand it. We must see the community in action."7 Taylor wrote in 19M5 that, "NO one...has...completely analysed a single rural community of all its activities--those relating to family life, informal associa- tional life, institutional and agency participation and participation in our ents of behavior and thinking of the many segments of the Great boci— ety."8 MacIver stated in l947 that, "There is no reasonably adequate study of the nature of social power."9 More recently Murdock stated that, ”To date, community studies have been infinitely more concerned A J. Nest, Elainville, Columbia University Press, New York, lL/US o 5 N. d. Warner and P. S. Lunt, The Social Life of a Modern Community, Yale University Press, New Haven, lyhl. O Ordway Tead, The Art of leadership, McGraw-Hill, New York, 1&35- 7 m. i J. F. Steiner, ine Am ric n Community in Action, henry Holt and Co., New York, 1920, pp. -4. b C. C. Taylor, "Techniques of Community Study and.Analysis as Applied to the Modern Civilized societies", in The Society of Man in the world Crisis, R. Linton, Editor, Columbia University Tress, Eew York, i,4p, p. ugv. '3 ( U) o W / Robert Maclver, op. cit., p. M50. s with social structures than with social action....It is in this area, I predict, that the great sociological discoveries of tomorrow will be made."10 This thesis is a study of a form of community dynamics, namely, social power as it enters into the decision—making and legitimation pro- cess. Not all community projects succeed. Is this because the project was ill—conceived? Were the "wrong" persons involved? Was the project untimely? Or was a "citizens' committee” organized which "threw a mon— key wrench in the machinery?” For several years the writer was employed as department head of a unit of government in a county in a north central state. In this capacity he was able to personally observe and occasionally participate in decision-making processes. Personal access to individuals of power and some of the arenas in which they Operate contributed greatly to gathering information and gaining knowledge of social power processes. During this time many decisions, some of major consequence and many of lesser importance, were made in the county. This, therefore, pre- sented an excellent opportunity for a study of social dynamics. It would be folly to try to analyze all of these activities in this study. Primary consideration will be centered on the social power structure as it exists and operates in the city of Denton.* It is hoped that this thesis will lO , 1 . . . - . , G. P. Murdock, "leaSibility and Implementation of Compara- tive Community Research”, American Sociological Review, Vol. 15, No. 5, December 1950, p. 717. * Throughout this thesis pseudonyms are used for names, posi- tions, places, events and organisations to protect both the community and the members of it from being identified. ‘f‘ ‘ , ‘... . .-. .i ,‘ , .‘ 1' .... ... ___ ... -\ ‘ 4— ,.. t . '..n ,‘1, (..‘ _r‘ .' y ‘ . .. I_. .- .,‘ .A. .~._. ..i . .‘ _" _ _ ' r; J ‘ ... ..3 \ Blake o UJJLL 4., U1; LIL 1. L111 olUll nu minim l .3 ed. .{L\L_Lnlt;. bl: c, commit o Ul 01.4”” .1-(.L .1. i' L) Jed.“ , a lid. HOW LL'LJ 05,3118. as S o .I. L $5123.)" Ilf; ii) LU Ci? 5.3.1? .1 1 "1'5 Uni“: C U: US$34) 11:} U. [ch inch). 1 'cl L‘ ther docurentation to existing theories. V .— q .., 1 ‘1' _I .J‘ ’\ V—j‘fl... I’" r .1 n , k1’)‘ v.,_ D. Theoret .Lcil blame 0.. Reieience A i'i"‘c;1.1’~..e Oi" rei'erezicc is the “brour‘ni” which influences the vie-[y in which perception is structured. It sets the hounds within which anal- vsis takes pla“3. There is consideracie importance attached to concise y defining concepts employed in an analysis and to deiine certain limits, otherwise a proposed study flight well ranule over many fields in a gen- eral way and yet not ade Lately delve into a particular area of investi- gation. Based on personal experience and a perusal of pertinent liner— ature, the following assurptions seem relevant to this study: (l) bccial power involves relationships oetween groups and individuals. (2) A ger— son rossessihg social power must have avenues or groups throuéh which to exercise this power for it to be efiective. (3) Each individual has his own specific set of skills, some of which are peculiar to hinself. (4) A limited number of individuals in any group mane most 0: the rtior decisions for that group. The carrying out of these decisions, however, may invoive many more individuals. (5) major decisions, in order to be effective, must oe acceptable to those for whom they are intended. There are many patterns of social organization in our society ' ' 4'- . - v21 '4- x '\>:( ‘~ ‘I ‘r A l'?!’ >‘- -' ‘M-x 1 {j 'I ~ " ‘ ~. ‘-' W h 3 ‘ "y wniCh govern our actiOns. social cr_anisation Ieiers to, human action i». in so far as the actor taxes into account the actions of oshers....and / "o as interaction continues over time, more-or-less delinite patterns emerge."ll An organization may be relatively permanent or it may be only a transitory public. Ailliams defines a public as an organization, ”that momentarily crystallizes around a political issue, acts upon it, and then dissolves to reform into a succession of other publics."L2 Many citizens groups or pressure groups fall within this category. He must not assume that all organizations are formal and base our analyses solely on this assumption. Many types of social organiza— tions are quite informal and, unless we give adequate credence to this fact, we may not unde stand the true operation of social power in the 13 decision-making process. This is particularly so in the older, longer settled parts of the nation. Small, informal, primary groups are significant both in the development of the individual and the role he plays as a member of the social system. The influence which primary groups have in our society has been well documented by Cooley.lu All types of social actions, whether they be formal or infor- mal, take place in, or operate within a larger unit of our society--a social system. An excellent explanation of social systems and their . . . ... r 1“ _ , operation has been developed by Loomis and Beegle. b Tney start with Robin M. Williams, Jr., American Society, Alfred A. Knopf, New York, 1951, p. nun. 12 Ibid.’ p. 241+th 13 Ibid., p. has. lLl' ‘ - -‘ . n o 1 " "V o ' , C. H. Cooley, booial Organization, Charles bcribner's Sons, New York, 1929, pp. 23-31. l7 Charles E. Loomis and J. Allen Eeegle, Rural Social Systems, Prentice-Hall: Inco, New York, Chapter '1, 13950. u o 3 tie definition developed by Sorohin that a social system means, "meaning- ful 'nteraCtion of two or more individuals by which one party tangitly influences the overt actions or the state of mind of the other."i5 Loohis and Beegle point out that members of such a system interact more with ten- bers than with non-neuters, that the system has a goal in mind and that there may be many sub-groups within a particular social system. A frequently used term in the social sciences to designate small, informal groups is the clique. The term clique refers to a small group, usually under ten persons, which is not formally organized, but in which there is frequent personal interaction of its memoers.l7 It will be shown later that cliques do play a prominent role in the deci- sion-maxing process in all walks of life. An analysis of the dynamic aspects of social systems includes a study of power. It is this concept and certain Others closely related to it which will be examined in the pages which follow. 1. Power The concept of social power has been variously defined and used in the literature. Not all of these definitions agree. This makes it difficult for the reader, the student, and even the social scientist to use the term so it will have the same meaning for everyone. If the term, social power, is to have validity and meaning for the purpose of 10 P. A. Sorohin, Society, Culture, and rersonality: Their Structure and Dynamics, Harper and bros., New York, 194], p. LC. 17 W. W. Warner and Paul S. Lunt, op. cit., pp. 110-111. a particular problem, it certainly is neCessary to refine and delimit it within acceptable bounds. Many references to social power stem from Max Weber. He stated that, "We understand by 'power' the chance or a man or of a number or men to realize their own will in a communal action even against the resistance or others who are participating in the action.”iv Weber indicates that power is based primarily on laws which may be en— forced either ty physical or psychical compulsion. This is a form of power, but there are also Other forms not specifically based on laws or statutes. Merriam writes that power involves group situations, and that individuals with adequate capacity must be present and willing to util- . . .r . . . . . be . c . ize the opportunity ii power is to be brought into play.’/ Although he does not give a concrete definition of power, Merriam points to the salient fact that we often find powers within powers. A good definition of power is given by Tawney when he says it is, ”the capacity of an individual, or group of individuals, to modify the conduct of other individuals or groups in the manner which he de- sires.”20 According to Tawney's definition an unanticipated change in conduct resulting from the manipulation of available means can not be considered a true exercise of social power because the resultant conduct H. H. Gerth and C. Wright Mills, From Max Weber: Essays in Sociolc:r, Oxford University Press, New York, i340, p. le. l9 . l . - -. . . Charles h. Merriam, rOlitical lower, The Free Press, Glencoe, Illinois, l990, pp. 22—3l. 20 R. H. Tawney, Equality, Harcourt, Brace & Co., New York, 193l, p. 230. .4 i.-.) _ ‘ A 9 y_ '_ a '# I o (A L3“ “1" " CCU; ,1 .I. or‘ L? c‘ 2C ‘1‘ 1.]. ‘ 0-. T _ _‘ ‘ 7" “I ‘ _ »1_ '7‘ 7 _ 7- ‘ a v > _‘ _’ ‘ J» u _ a - --.«i ‘3'.‘.f{11 ”L‘Tl (‘5. #311 In" Go L,‘ L ".' ' '__ _'_. ., . ;"_,‘_V'__ f. , w}_ n 73;} .1..‘._..,,.fi. .'1 , .. 3 ._ ‘ -‘ “.j .9‘ he. ,1.J.n 1 - r‘ J... ,___,_ a . ,_rI . . ..1-‘ t..n. o:n.qc.,8 ll SLLLClZlC TS. .l\)._3 tltld)bllll Ll u-lfu,.o3 i.l fifnlc.x-0-43 it c r~1 vn”. V‘ (V 5‘.-a{‘»‘(‘ ’Nn'i‘ -: ~ ".“,‘ fi 0" 33'! W. (‘ ,‘ M " (‘f 3". '1] 'y' 3' ”\3‘ IF?“ ~ '3 . .1 1. . ."(‘." \I‘fi T h~.\ ( ‘ i_._._\‘lt VIA) UL ,,x)Q;L‘ :1 1.1-1 ‘4. '4, .,,’.(L.; C .s;'-\, (i . J.)(.4_',IV.._._ . (“Jill o L, :14... .. LL.....c,L.u').J,-.,_l V; ‘q,’ Y(\“‘ 1.5 41, ‘x 13-0 ‘I",*’.‘ ."‘“. {\‘4 I! . 1p 3 :'r-« 'Inr: L‘ {37 4-. -_~3 :‘\‘.‘~—i ‘3 .. .. I: ”it“: 1 fi’ (. - 7 ,\ .‘ ‘ - H .4.— _.- -lb.‘_k.‘ vL -»‘) I.l.alva C UJ;'.,;. ‘4 J. ...a \4 .> LIL) A. Lu KJ- .‘.’L U: [v.13 '\ a-'.'~. (;A‘|' LA. l.k;LA4.___.-‘-, ...(J ,‘ .4 -‘-,\‘J_ P- . --‘J- .V . -. ‘ . ‘ n -'.-‘._ ', - 1 ' V- - 17..- “i - " ._ .. 1.. , ‘. 1, CC‘-1C(.. '1' v a 1111 CH, L; t *5.-. 38.1.35"). C J. ul..1-:" XIOJ‘-‘: 1.3 ll. .‘ 2,1,1 Us: --." J .2. . j. 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V ‘ ‘ x z r‘ t-e Lascs cl dove: are procurty, status, pcsitlon, in.Jlche Cid eons: l A}. ’L+ 0 (‘ ""‘ 1“ . ’ J"; .1 ( ' "tour; I. (1'3 x" 3‘: 2_ :x'nz‘.‘ "':="' '7“. ’3 ~ 9‘ r. -‘ 1"“7‘“ " "I’j' 0L -.O-.a:.LLl.‘_Cc; v...CI. . .LA-‘~‘4‘)V Dig-orb") , Li-LL, V vs. , ..'- .3" .1... 9.1 or C’\1.A, Vol L; lulu. 7’. ‘ J.’ 1’" ‘ o f 1 ‘ ("L o w o ‘ ‘ J». I ' i “ ‘ 7' ' -. ' -' rt ‘,' w', y - P "m ' iaru ‘r‘ r'u lt-1 b U3 QOQLCLL. SJ.) 9 5.1. .L'J. vhilufl )( . Jtlfi UJCl uL-J'Jt) . f -. 3‘.le "2'1 i n, r t " lud‘m ‘im 7‘1. V " ‘1' t " _.n n " i ' "l " , '.' r." 7 r“ M'- -«.nr n SL143 .. v‘ Llu. Jive-.1, l u. Le“. .-.l'. b_-k.,.l Cu. ..)L.(.. L ..l "Milt“. l.) UL. v v.1 . A fr“ G 7/‘ A“. "m‘fl'f‘ '1"I" ‘ c: /"F\‘ .* ” ‘1"! f‘]‘,”‘ . a ~.'"w? " \ ~ ‘\ '7 fly,‘ " » u I OU...~.L1,J. . 4.1K. CC lb- L/.L O; utxolctl ~.:C'-‘I'K.-J. in c. J ..cloJ' M.) a )l'L-J.» t”. LC) ‘ '— aa-fvvq (V a « ‘q:.1,.. . ‘ .‘. 'Y~-L) 0.3; 4. J. ‘14.; 00nd” gL-1-J.lQ O SULLUUH‘E c r" fi“‘l\ (‘ :rx1r‘r"7 0* a? r‘ ‘i‘r r1 Q' ”‘1" "‘-‘\0 1" T? 17‘ . . t“ "“'-“.'1("J". "‘,‘\ - Ln Ckvl J ()OC.A_\J...‘\/U...U J, AJ 0 fl 0 .LsUS-7 , v '--\.U'~LLJ L)\-‘ud'\.,. XI... -1 ix; 9“ “MU..- . ,7 -x. ' 4.: f . . ° ‘ .,, -. .:-, A " 4-x, .. '- .. * . . _'-‘ ix- ‘. ,l .x j“ . an claSScs WloJLn a SCClthv. he stated that ine class tna has buC u } ’. - ' ' 1- 0 1- ~r 4‘ ~--a,- -. - . v -a y': j;'--’ ‘a -. 2 \ *1 \J‘ x-o A ~ ' . r'! , ‘1“. I" ‘ )CCSEL?C Will ha;e tn: most power. This uses u t icccudlse slut n C " d D ' "l ‘d ‘” " " " " ’ " ' ' 1lfi‘.'1 \ {j r‘ 5"," I ‘.\' h' ‘ r , le - ~ 4‘ .~ ‘ :31”, L): vr. -1 (j ‘f‘ \ f“.(‘\ 33 “7 1*..-“ (.11 a l..k~u-JUU___- L..L x .L)I‘d -1!...:- Jul xl'. 5“, .2 n ..‘L .~.L u‘ . -7", , 1 fl 7 o a y- ‘y - ‘ A. 0—3 ~v ‘ .fL ,1“ [in- *n~"rai't*r ravn~gss nfitf T*w~v: “\ l. ‘1) '3‘“ '1%-"*’ .....v --.... v V». 6.. .L. J - ... v , - o 1.“... a aw...) - / x’ . , .... _L' o l ‘ I q rxr, /‘ 1:) 1 r I 1 ’q l V 1 1 -W T) o 4. n ' I ; '. \ V‘ w w- - r-c \| ' A r~ r\ _r\77 \ A . r / \‘\ DOlld-lv. ll. -Jg‘c. (.v’ l . .C~J.U n) ._._) C '- C L. L, "a .(-.l_ n . - ._‘ .J _ u _ - ~- —~. I j 0 ~ Va, . ‘ ... 7 o 9 1 -7 0 ~ ‘ ~.‘\ " . ‘ D.)(-“—. 4.. ("'(“.‘ I! . r‘l.‘, .7 “ Gj‘l‘ ‘, ~'— "._I ~.(-‘ . a . -, -r~,-\ U -~‘1‘ \ ’ r“ _ z. _‘I\ D (Jf .LC '.\'.4k,. LJL.) tlk.‘ 'J{.. L l" u I. 1‘; L . A .. - .-(L :21: ' vi 1.(4.an ; .1- ~.; .i -. )‘ 1", .L ,JL‘J-’_L.-LLJ,. ‘du. J a). .. . _. ‘ O ‘ 7' ‘ u ’ ‘1 ' —- »\ Tin ills Mam-r. a Ste-tr“ all» :31; no l ? ~ - ) -- ‘*u"“ ~ v v 'w“) d“* -“~‘~~u) (xe) r' 4° T “ (—3 ‘j1-' ' ‘1.* c- , .v- *.- .- Y..«1.-v ', '. . V _ ‘ u -f‘ l ,. .1 yrs I r‘, 31 . . :.,~r‘ .- ,‘ . in .. . ~. ‘ A 5.4.. ‘r :1-n II o \xLl- List/k..- ) L) J1.” 5L1. 3.) l. . :. .' IC' ( .4” L) A. _ _.I’ .. 4;. ‘ LA. ‘4 4.)). 'Jf) o J I“ h, .LC/l .1.) ~/,l>k)’ ll. L‘la V) ’ r-‘ _ 1' _ V r“ > __-_1.‘ J ’1 ‘ ‘ ‘Q _ .. fir “- . .r r‘r‘ - r w . r - . v . «-~ - ' ...Jo k. ikk/L)~J, ~.".)(- ." .4 bilge ‘(i ., la» 3..'1 d ”11, .‘VU‘J'tI l‘uk's_, .1- .... ) 7". [1-4 b there may be other sources of power, and that social power operates within classes and social systems. Bierstedt comments that, "Power is the ability to introduce force...the aoility to apply sanctions...the pszentation of force.“7 He points out that power refers to forces which may he applied in a situation and that it is always successful. If it is not successful, it is not power.‘0 hunter defines power in Operational terms in his recent stucy of power in a large metropolitan area. he uses it to, ”describe the acts of men going about the business of moving other men to act in x will: _/ relation to themselves or in relation to organic or inorganic things. Hunter points out in his study that power involves social relationships and operates within a framework of socially sanctioned authority.30 Hunter indicates further that power is not necessarily based on laws. Some of the more important bases of power Hunter found in his study are: positions occupied by power wielders, length of resi— dence in the community, success in business and a fund of mutual obli- gations possessed by power wielders which they have built up over a long period of time. He points out that, although wealth is not a prime requisite for power, "Within the policy-forming groups the ec no- 2 . . . . . . , . . 7 Ronert Bierstedt, "An AnalySis of SOCial Power”, American Sociological Review, Vol. 15, No. o, December 1950, p. 733. p "a db 3, , , Ioid., p. (35. 29 ' v ‘ - ‘ _,_ t ;- '.' ~ ... 4" ’ M w ' J. .1' Floyd hunter, Community rower structure, Univelsity Ol North Carolina Press, Chapel hill, 1333, pp. 2-3. 30 Ioid., p. 7. i.) U.) a. 4 mic interests are dominant."J From the above references we find that a number of basic in— gredients are necessary for the exercise of social power. These include: a social system in which power can become Operative, groups or organi- zations through which power is exercised, individuals with capacity and willingness to participate in the system and definite objectives toward which the exercise of social power is directed. For our definition of social power we will use one developed by Useem when he states, "Power is the concentration of influences and authority within a social system for making, legitimizing, and exe- cuting decisions which have consequences, intended or unintended, on '2’) the social chances of the members of that social system."JL This indi- cates that power is the capacity of individuals or groups to influence others. It implies that the power-wielder has certain forms of social capital or resources which give him power, that power is exercised in social systems as a function of that system and that the exercise of social power results in anticipated changes in actions of other mem- bers of the social system either directly or indirectly. Since power refers to the concentration of authority and influence it is meaningful to explore these concepts in more detail. These two concepts will be examined next. 3i Ibid., p. 82. 2 , . . 3 Jonn Useem, "The SOCiology of Power", Unpublished paper read at the American Sociological Society, Denver, l950. f“. Authority refers to that aspect of power which consists of the right of a group or an individual to conmand the respect, services or obedience of others in the decision-making process. One of the end products of authority, therefore, is social control. Homahs points out that, if a decision is accepted by a member of a social system so that it controls or directs his or tie system's actions, then the . . - . . . . . 35 decision or the maxer oi the ueCiSion is said to have authority. In the realm of business, Bernard also points out that, unless a deci- sion is honored and acted upon, it can not be considered to have 3M authority in that organization.J Although authority is considered the right to enter into decisions, this assumes that this right is legitimized as pointed out f‘. k K. by Lasswell and Kaplan35, Loomis and Eeegle36, Barnard37, Bierstedt3 and others. Authority can not exist unless it is accepted by those for whom it is intended. In American society the rights and privileges upon which authority is based may vary with the locality and the individual pos— ’3 3J George C. Homans, The Human Group, harcourt, Brace an Company, New York, lQQO, p. Alb. 3h Chester I. Barnard, The Functions of the Executive, Har- vard University Press, Cambridge, lyfil,_p. lo3. 55 Lasswell and Kaplan, pp. cit., p. i33. 36 _ Loomis and Beegle, pp. cit., p. 3st. 37 Barnard, loc. cit. 38 Bierstedt, pp. cit., p. 735. lb sessing authority. Miller has presented a detailed analysis of various bases of authority.39 Miller points out that the various positional elements of a decision-maker are the bases of his authority. Among these elements are listed office, kinship, status and old family resi— dence in the community. There may also be minor elements contributing to the entire complex of position of an authority. The major bases of authority, however, are the socially sanctioned positions or offices occupied by the person in authority. 3. Influence The second component of social power is influence. By influ- ence we mean the attributes or social capital of an individual which can be used to affect decisions of those in positions of authority. Laswell and Kaplan include in this category such items as wealth, skill, enlightenment, respect and affection.40 Miller also includes the influence factors of prestige, status, time, access and mutual ob- ligations built up by an individual during the course of time}LL Although the various influence factors will be analyzed in detail in a subsequent section, a few illustrations from the present study may help to clarify these concepts. Lester M. Mint, because of 3y Paul A. Miller, A Comparative Analysis of the Decision- Mak'ng Process in Community Organization Toward Mayor healoh G ais, Un- published Eh D Thesis, Michigan dtate College, East Lansing, ly;3, pp. 27-300 hO Laswell and Kaplan, op. cit., pp. sg_su. ”1 Miller, op. cit., pp. 3C-3b. ...—4—. M" km- lo his position as chairman of the board of a large corporation, has great authority within the corporation. Mr. Mint has at his disposal consi— derable wealth, he has rreat respect and high Status, is a proven suc— cess, has versatile abilities and has enough men under his control so the resource of time is readily available. The great amount of authori- ty and influence of Mr. Mint places him in the position of the most powerful man in his c mmunity. Gregory Heintz is a successful businessman and an officer in a recognized business organization. He has time and ability and ready access to others of power. Mr. Heintz, therefore, has power with his own group, but not in the community at large. His influence and au- thority is quite limited within a narrow scope. Harry Putz, on the other hand, because of his position, technical skill, status and ability, has considerable authority and in- fluence. The fact that Mr. Putz Operates mainly in the political sphere accords him power in this area, but in the community at large he is not considered a great social power. A. Decision—making It is in the decision-making process that the authority and influence components of social power are exercised. Decision—making refers to the process of considering alternative choices, eliminating all but the most acceptable choice, and adopting that one as the policy to follow on any particular problem. It assumes that a policy or pro- gram which is decided upon will be acceptable to the members of the system or that it can be enforCed in the system. We are not speaking here of an ideal culture. If we were, we could agree with Barnard when he states, ”Whe art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decisions that cannot be made effective, and in not making "#2 decisions that others should make. 5. Legitimation A policy decision does not become effeCtive within a social system unless the system grants legitimation either to the decision- makers or to the decision itself. Legitimation of decisions in.Anerican society is not a pro- miscuously granted right. In a unit of government the legally consti— tuted legislative body has the right of legitimation. In non-govern— mental social systens, the socially sanctioned right to legitimize actions is accorded to Specific individuals or groups. In some cases it may reside in the position of an individual or the role played by individuals in a system. Merton states that, "Power may be legiti— mized for some without being legitimized for all groups in a society."M3 Mr. Mint, for example, certainly has the right to legitimize his actions as chairman of the board within that particular system. One of his shOp workers, however, has very little right of legitimation. The mayor of a city is accorded the legitimation authority on many mat- ters, but this function in no way falls to Other citizens of the com- munity except indirectly as community members sanction the actions of their elected officials. 42 Barnard, 2p. cit., p. l9u. “3 Robert K. Merton Social Theor and Social Structure ) ) Free Press, Glencoe, l9 9 p. llo. lo Legitimation, to be effective, and to be accepted in an Amer— ican social system, must appear right to members of the system. This is one factor which bears heavily on persons in position of authority. They know that they cannot have decisions legitimized and executed for very long unless those decisions fall within limits of what the members of the social system feel is rightful action. Three distinct types of legitimacy are proposed by Neoer. These are: (l) rational-legal, which is based on formal rules and can be exercised by those persons who hold a specific office or sta- tus in the social system; (2) traditional, which is based on estab- lished customs with ascribed status and (3) charismatic, which is based on ”gifted” personal qualities of the leader.uu These three types of legitimacy were prOposed as pure types although weber recog- nized that the pure type is rarely found in reality. We must not lose sight of the fact that informality often plays a vital part in arriving at formal decisions or in the formal legitimation process. Barnard has ably pointed out that, "an impor- tant and often indispensable part of a formal system of c00peration "1+? is informal. Many community projeCts fail for the simple reason that their sponsors did not take into account the informal structures in the community. 6. The Problem Studied A well designed scientific investigation conforns to the uh Gerth and Mills, 2p. cit., pp. 78-79. MS Barnard, 2p. cit., pp. l20-l2l. following general scheme: (l) stating assumptions, defining terms and outlining hypotheses, (2) arranging the situation to be analyzed, (3) making controlled Observations of actions, (a) analysis of actions and (j) confirming, revising or rejecting hypotheses based on findings. Within this frame of reference, the working hypotheses used in this study are: (l) Most major policy decisions are made in infor— mal structures and legitimized in formal structures. Major policy decisions, for purposes of this study, refers to those decisions which will, or are intended to modify the behavior or actions of a large proportion of individuals and groups in the community. A minor decision is one which has consequences for a small proportion of the peOple or only for certain groups. (2) Economic or financial worth (wealth) is a prime determinant of major social power in a community. CHAPTER II METHODS AND PROCEDURES OF STUDY A. The Locale Denton is a city of nearly so,ooo peOple located in the northwestern part of a north central state. ts very early develop- ment was as a trading post and lumbering center. Its pOpulation has been growing at about the same rate as that of the state and the re— gion in which it is located. Net migration accounted for only three percent of the popu- lation increase in Denton during the past decade, while it accounted for 55 percent of the increase in the rural areas of the county. The county in which Denton is located contains about lu0,0CO peOple. The close proximity of this county to two large metro- politan areas is beginning to have an effect on the county and on Den- ton. MetrOpolitan expansion is reaching into this county and making itself felt in many ways. Agriculture is the main enterprise in the outlying area of the county with dairyi g, tOoacco and wheat being the biggest sources of revenue. In addition to Denton, the county contains seven smaller (Zities ranging from 1,000 to 6,000 in population. There are also six iinCorporated villages in the county. The county in which Denton is located is uroanizing quite iragfldly. About 25 percent of the total population was Classed as El rural in l930, but by l950 this had decreased to less than 20 percent. At the same time the rural non-farm population of the county increased from l5 percent to nearly 30 percent. In the past l0 years there was a decrease of about 1,000 farms in the county. This trend is not un— like many other urbanized areas throughout the nation. The area immediately surrounding Denton, like many other ur- banized areas in the nation, is growing about ten times as rapidly as the city. This growth pattern is causing many problems such as pro- viding adequate schools, streets, police protection, water, sewers, and other public services. The median age of the pOpulation in Denton and the county is somewhat higher than in the state. In Denton the median age is 30.h years, in the county it is 29.9 years and in the state 29.u years. We also find a higher prOportion of older people in the Denton area than in the state. About nine percent of the population in Den— ton and the county are over 65 years compared to the state average of only seven percent. Denton has a high proportion of females with a sex ratio of 93 compared to a sex ratio of 98 for the county and 100 for the state. The l9>0 U. S. census showed about 85 percent of the county pOpulation being native white with l0 percent being foreign born 'White and about five percent Negro. The Negro population, although small, is increasing at a more rapid rate than any other group. The average number of years of school completed for the adult ipOEmlation of Denton is l0.h, that of the county is 9.5 and for the E3tate 10.2. Rural areas, of course, have the lowest at 8.9 years. :It is reliably estimated that the total school enrollment of the .1 county will increase about MO percent between 1950 and iyso. Denton, the county seat of its county, is the "hub of the wheel" in its trading area. There is no other city anywhere near the size of Denton to compete for the major trade in this area. Good roads lead to the city from all directions. One important rail line as well as several smaller ones pass through the city. One commer— cial airline uses the municipal airport which is located in Denton. Denton has a council-manager form of government, which has been in operation for over 20 years. The occupational composition of the labor force in the county is about 37 percent manufacturing, 12 percent service and government, l3 percent wholesale and retail trade, nine percent agri- culture, nine percent transportation and communication and the re- maining 20 percent in construction, other industries or unemployed. Denton and the general area have not been subject to any major labor disputes except for occasional small jurisdictional strikes. The availability of jobs in nearby metropolitan areas is drawing many men from this county. More than 2,000 people daily drive to work in these metrOpolitan areas. Politically, Denton and the county have been predominantly Republican for many years. The Republican majority in recent elec— tions at all levels has been about two to one. Churches in Denton, and in the county, play a vital role in the life of the people. We find over 150 different church congrega- tions in the county. A number of the larger denominations maintain day schools with four parochial high schools serving the county. The main types of industry in Denton are cement, leather, W U) milling, small tools, metal fabricating, railroads, some mining and the trucking industry. Retail and wholesale trade, of course, are im- portant to Denton since it is the trading center for an area of about 250,000 people. _The location of Denton on Cyster Bay, a favorite recreation area, plays a large part in its economy. The Oyster Bay area is a mecca for vacationists of all types during the summer, and a large amount of revenue is derived from this source. A daily newspaper published in Denton serves the general trade area. This paper is read daily by practically all families in the county. The city also has two radio stations with another smaller station located in another part of the county. The more powerful sta- tions in the two nearby metropolitan centers have many listeners in this area. Within the city one finds a local unit of all the major civic clubs such as the Rotary, Lions, Exchange, Kiwanis and others as well as a number of citizens organizations. Denton has an active Chamber of Commerce and a well organized and successful community chest. Some of these play a role in the power picture of the city, but usually of minor significance. B. Organization and Procedure of Study In the selection of a locale in which to conduct this study certain requirements had to be met. The community had to be large enough to contain special groups which did enter actively into the decision-making processes. Such groups must be recognized in the com- munity and play a major role in the development of community prOgrams. 0n the other hand, the community should be small enough so 2 the study could remain within the bounds of scope and time ava'lable to the investigator doing the study. It would have been considerably more difficult, with the limited time available, to make a complete study in a very large metrOpolitan area and at the same tine do a study in enough detail to conform to the basic frame of reference adopted. It was not necessary, for the purposes of this study, to find a community which was “typical" of, or representative of all communities. We merely assumed that, within American society, a large enough community would contain the necessary ingredients to fulfill the requirements of this study. A major factor in the selection of Denton for this study was that the writer had accepted employment in the county before the study was started. This provided an excellent opportunity to learn of com- munity activities. The writer's position as a department head of a unit of government in the county put him in a position where he had some ac- cess to the arenas of decision-making and also to the men of power. As it subsequently developed, the writer actually participated in some instances with certain of the men of power in the decision-making pro- cess. One might suspect that this could have some effect on the OU- jectivity of the investigator. This is, of course, a possibility, but the role played by the investigator, when he did participate in these processes, was primarily that of an eXpert. The writer's posi- tion and role actually constituted a type of power position in the county. His participation as a man of power was, however, in a very limited capacity in the major decisions discussed in this study. The 2; writer's position contributed materially to gaining access to groups and individuals and to understanding of various functions as they materialized. AnOther feature of the community selected was that its popu— lation growth over the past 50 years has been what might be considered "normal". That is, without any very rapid increases or decreases, but with steady growth comparable to the region in which it is located. It was also found that, shortly before this study was begun, a specific power structure had developed which included most of the men of power as well as some men of lesser standing in the community. This group later formed a specific formal organization. Its activi— ties and decisions had consequences for everyone in the entire com- munity. The organization was not a closed corporation, because any citizen could become a member by payment of small annual dues. The board of directors of the group, however, consisted mainly of the power personnel of the community. The alignment of powers in the com— munity in a new system, it seemed, would provide an excellent oppor- tunity for this study. Another advantage which could be utilized was that the county in which the selected community is located was at that time experiencing a decision-raking process as to whether a new county recreation center should be built, or whether it should be a city- county project, or neither, and where the proposed structure should be located, if one were built. It was, therefore, possible also to view the exercise of power in the decision-making process on a county- wide basis. The city of Denton met the above qualifications and was so selected as the locus for this study. At the start of the study there was some degree of question among some of the power leaders as to whether the inVestigator should be taken into their confidence and whether he should be given access to decision-makers and their a enas, or whether he ought to be kept at a distance. Knowledge of the Operation of power leaders in the decision-making process is considered a form of private prOperty. Social power in.American society is frequently viewed with some de- gree of suspicion. The men of power recognize that, and are skepti- cal of anyone “looking over their shoulder" as they go about the business of making decisions which may affect others in the community. These fears were short-lived since the investigator was able to es- taolish, and be recognized, as having a right to be present in these situations. After all, as one nan indicated, "He is head of a depart- ment of government and his work is for the county as a whole; we are part of the county." The investigator, under these circumstances, was permitted to play his role of expert, out this was carefully watched by the decision-makers to assure themselves that he did not violate his prescribed role. The writer, in his position as head of a department of govern- ment, had occasion to make a detailed study of the history, growth and development of the county and of Denton. This presented a worthwhile method of learning what the significant events have been in the devel- Opment of the community. During his early employment in the county, the writer was able to identify the men of power for later intensive interviewing. 1'1 } d (D i. (i p f 0 Cl (5 U) C i... (J D D This was accomplished by a detailed analysis of cu' daily newspaper, and through irformal discussions with selected com- munity leaders. The same applies for the sub-leaders or what might be called the "lieutenants" who served as leguen for the power leaders. In subsequent discussions the term power leader will be used to refer to one or more of the fifteen men in Denton found to possess the most social power. Sub-leaders will refer to men of considerable social power, but not considered among the highest fifteen men of power. Three sets of interview questions were develOped for use in this study. One set was used in interviewing the power leaders, a second set with the sub-leaders and the third set with male heads of households secured by area sampling. These questions were memorized and used in focused interviews1 with their respective groups. The fifteen top power leaders were intensively interviewed. Notes were taken as the interview progressed, with no apparent objec— \) 1 tion, after it was explained that any information given would be kept in the strictest confidence. Occasionally, as an interview went on, the informant would say, "You understand that I'm assuming you will keep this in confidence." All but two of these interviews took place in the office of the informant. The remaining two were held in the informants' homes. All but two informants talked freely and at length in answer to questions. Occasionally an informant would go back and trace the complete development of a particular situation. The power leaders were asked to name the persons whom they considered to belong to the second tier of influentials in the commun— ity. In this way we were able to determine who the sub—leaders were See R. K. Merton and l. L. Kendall, "The Focused Inter— view", American Journal of Sociology, Vol. Sl, No. 0, 194s, p. Stl. and the roles they played in relation to the power leaders. A total of 72 sub—leaders were named by the various power leaders. Thirty of these were intensively interviewed. These 30 were the ones most often mentioned by the power leaders. They are the persons who obviously played a more important role than the re- maining #2 who were not intensively interviewed. The investigator was well acquainted with many of these 72 sub-leaders. This aided in gaining a better understanding of them and of the roles they played. Finding and interviewing representative heads of households in the community presented a more difficult problem. It was not pos— sible to contact all of the households in Denton, so a method of sampling was devised for use in the city. Denton is a relatively old city. The central part of the city on Oyster Bay developed first. In this area we find many of the older hOmGS and apartments while in the areas further toward the city limits one finds newer, smaller and more modern homes. The community was surveyed and analyzed and then discussed in detail with the city building inspector. In this manner, four areas of about 2h blooms each were selected as being representative of the city in general. Two of these areas are in the older section of the city where the homes are old and of frame construction. The homes are lo— cated on relatively small lots, most of then are two stories high and some have been subdivided into apartments. Many of these home were in need of paint, and lawns and landscaping were not well developed. These two areas contained about 10 houses per block. fl 1 at, The other two areas were at or near new elementary schools, ost of P- the homes were of re ent construction, many of them of stone, n them were only one story, one-family homes with an average of nine houses per block. Building 10ts in these areas were somewhat larger than those in the older sections of the city. Building sites were neat and well landscaped and most homes were well cared for and painted. Figure I on page 30 shows the approximate location of the four areas selected. The city directory was then used and the following inforna— tion was compiled for each household in each of the four areas se- lected: name of head of household, street address, telephone number and occupation. A 10 percent random.sanple, 96 households, was drawn from the four areas. These names were then used for the interviews of laymen in the conmunity. The elements necessary for a study of community power struc- ture in the decision-making processes were available in the city of Denton. The city was "normal" in many respects such as, population composition, growth pattern, a balanced economy and Denton was the trading center for a large area. The writer held a respOnsible position in Denton, he was thoroughly familiar with the community, he had access to community leaders and occasionally participated in decision-making processes. This greatly facilitated the present study, and contributed to gaining a deeper insight of community decision-mahing processes. 30 c ——_—— -..———. -— .--_~ 023m BAY _ . Iain Street-‘.‘ - “" "' L '1 5’31 0“ . Figure I. Residential Areas Selected for Sampling of Laymen. CHAPTER III COMMUNITY ROWE; STRUCTURE A. The Men of Power Hunter states that, "Within the physical setting of the Hi It community, power itself is resident in the men who inhabit it. is, therefore, necessary to identify some of these men who wield power in the community. The following sketches of these men will of necessity also include something about their physical surroundings and how they act. Details of the latter, however, will be more ade- quately covered in a later section. The following men are those about whom this study is pri— marily concerned: Lester M. Mint, Jim.Montgomery, Oliver P. Smith, George Russel, August Mint, Herman Schultz, Ralph Meister, Tim Ran- dall, Lloyd Euckman, J. J. Latrick, Carl Buckman, Horace Giner, Gregory Heintz, Harry Putz and Arthur Jones. What these men do, and the positions they hold, is an im— portant factor contributing to their place in the power structure of the community. Table 1, page 32, shows the occupational position of these men in the community. It can be seen at a glance that most of the power leaders hold important positions as president of their firms or chairman of the board. All but three of these men have had at Floyd Hunter, Community Power Structure, University of North Carolina Press, Chapel hill, l953, p. lO. mew l OCCUPATIONAL POSITION OF POJER LEADERJ IN DENTON Occupation Name Affiliation Position Manufac— L. Mint Laswell woolen Mills Chairman of Board turin"r J. Montgomery Trenton Leather Co. President 0. Smith Oyster Bay Metals Chairman of Board G. Russel Old State Cement Co. Chairman of Board A. Mint Laswell woolen Mills Vice President Finance H. Schultz Schultz Loan Co. President R. Meister Denton National Bank President Commercial T. Randall Randall Wholesalers President L. Buckman Denton Enterprise Vice President J. J. Latrick Denton Mill Supplies President C. Buckman Denton Enterprise President H. Giner Cambridge Pub. Co. President Real G. heintz Heintz Realty President Estate Govern- H. Putz City Government City Manager ment A. Jones City Government Mayor C . , 7—. _' A _—_. ‘ ‘.‘—— . r«— « ,,, "— \ - ..-- 'vr-nu- -o—. 0—— - l v . . . 7 , . _ o — L __ a. 7 - i "’7‘.” _. . . .V --A_ A _. . -.. a#... r F- - _ . ,- .. - ,. . ...- ., . '.‘—I m..— l . x A , . .7 ._ __ , , -_ ..—_.--.- ‘H— - »‘ ....— .i‘ v— ... _ - o q 0-...__*-- , »— 4 —o fi a . >s‘ . Q ~ , a. —. C o 0 ~ 0 ; —. --- .— ._,__ _ ", . L. . o . 0 ,V o 1 4 C .. a -. - , _._ - ._ . - .. I , - —. “0* .... \ . 4 o . . u . .. < ..— . _- - a... Ll) k 1-‘ least some university training, with most of them holding a college or university degree. The three with no cellege training are among the older group who either started their own business many years ago or started in the business early and eventually acquired control of the business enterprise. One man stands out above all the rest as the possessor of the greatest social power in the community. he is Lester M. Mint. "L. M.", as he is affectionately known, was named as the foremost power leader by each of the other power leaders interviewed, ty prac- tically all of the sub-leaders and by most or the laymen who had some underStanding of the struCLure. Mr. Mint is chairman of the board of the largest firm in Denton. This is a very old firm which mahss all Kinds of woolen goods. The firm has several other plants further west and has re- cently been branching out into several other fields to diversify their interests. Mr. Mint attended business college after which he started with the Laswell woolen Mills as manager of one of their other plants. He used his inheritance plus substantial earnings to acquire controlling interest of Laswell Woolen Mills some years ago. Mint is 68 years old, of good health and still takes a very active part in nany community activities. Because of Mr. Mint‘s long eXper- ience as a successful business manager, his recognized intelligence and shrewd ability to logically analyze situations, he is the person to whom the lesser power leaders go for advice and counsel. Although still very active in the community, Mr. Mint now works mainly behind the scenes and through other men in important decision-maxing situations. Mint has been an excellent athlete in 39+ his time and is still active in golfing circles. His close acquaint- ances in Denton indicated that Mr. Mint is as thorough in his recreation activities as he is in business. He excels in whatever he does. "L. M." has had his turn as head of some of the more important local organiza- tions, but now, even though he maintains membership in a few and some- times appears as honorary chairman on community projects, he concen— trates his efforts more toward business and is director of several national business organizations. The following are some of the statements made by Mr. Mint during our interview. "A city can't stand still. He must look to the future. Everybody owes it to his community to participate in its programs and make it a better place to live. We must provide schools, recreation facilities, good medical facilities, and so on, to have the young people stay here and have other good people want to live here. Jobs are important in advancement of the community.” One informant stated that, "Mr. Mint is always ahead of the rest of us." When it appears as if a major decision needs to be made by the power leaders, several of the lesser men will usually analyze the problem and only then present it to Mr. Mint for his opinion. The stated idea is that Mint is too busy, and too important a man to be bothered with details. His time is too valuable. Mint, on the other hand, has been the instigator of numerous community activities. Some comments made by other leaders to describe Mr. Mint are that he has vision, is an excellent thinker, very able, versatile, a patriot, a sportsman and a top executive. Mr. Mint fully recognizes his sta- ture in the community and that many men cater to him. As one of the leaders put it, "They have several special occasions like dinners or such every year just to honor 'L. M.'. He likes that, and we must be careful not to kill the goose that lays the golden eggs." Jim.Montgomery is a man so years old with a university degree in economics. He started as accountant for the Trenton Leather Company and gradually worked his way up until he finally gained control a few years ago. He is now president of the company. Early in his career he became president of one of the service clubs in Denton. He consi— ders this as his biggest stepping stone into community work. He has subsequently held many important positions in various civic groups, often being the head of the group. Mr. Montgomery is now gradually relinquishing his membership in various civic groups and training his son to take his place. His son, however, is Just out of ceilege and not yet ready to take his place in the community power structure. Jim Montgomery is not the most powerful man in the community, but several power leaders stated that he is the most likely person to succeed Lester Mint. He is starting to play the role of adviser to younger men coming up into the structure. Mr. Montgomery's wide ex- perience and proven ability, both in business and in community programs, seem to have given him unquestioned stature in the eyes of other power leaders. During the interview he started many of his replies with "I". Statements by other leaders indicate that about the only thing one could say against Jim is that he likes himself quite a lot. This certainly doesn‘t seem to detract anything from his ability or success. Jim is variously referred to by other leaders as a good ”builder", positive of his ideas, and gives liberally of his time and money even though he is by no means wealthy. He is considered very able, conservative, a clear thinner, good at expressing himself, civic minded, ”p U a driver and one of the most prominent citizens in the area. Jim was mentioned by a number of the other top leaders as the man most likely to get a job done. Jim has headed up community-wide endeavors several times and each time he did an outstanding job. A man considered among the real power leaders in Denton is Oliver Smith, chairman of the board of Oyster Bay Metals. Mr. Smith became affiliated with Oyster Bay Metals shortly after finishing his university training in engineering. He has been very active in various community programs during is years in the community, but his partici— pation has usually been behind the scenes and working through others. He is quite outspoken and has on several occasions, even after he found that most of the other power leaders disagreed with him, refused to change his stand. Several informants mentioned that, because of the above characteristic, Mr. Smith is seldom a member of a major project committee or board, but he is usually a part of the team of power lead- ers who develop a pregram or community-wide project before it is pre- sented Openly in the community. Mr. Smith is on years old and is grad— ually relinquishing the management of his firm to younger men. George Russel, a man of 56 years, is chairman of the board of the Old State Cement Company. Mr. Russel is a distinguished man with university degrees in engineering and economics. He has taken a very active part in various community affairs for many years. Through this activity, Mr. Russel has built up many mutual obligations among other power leaders and sub-leaders. As one informant stated, ”George can always be counted on to take his share of responsibility in any- thing worthwhile going on." He is highly respected for his ability and willingness to give his time to the community. Mr. Russel stated 57 that he does not like to see his name in the papers too often, but, because of his many activities, his name usually appears among those men heading up major community projeCts. August Mint, a son of "L. M.", is 39 years old, is a busi- ness school graduate and has recently taken a special business manage— ment course in an eastern university. He is being given considerable authority in his father's business. August is now vice president of the firm and rapidly building his place as a member of the community power structure. He has proven his ability in community work by serving on a number of boards of directors of major community organi- zations. August Mint is taking over many of these positions for his father thus giving his father more tine for local business activities and to attend to national management associations in which he is be- coming quite prominent. Because August Mint is a relatively young man, he has not been accorded prestige as have some of the other power leaders. He is, however, considered among the power leaders in the community. Another of the power leaders is Herman Schultz, one of the financial men of Denton. Mr. Schultz is rated high among the power leaders. He is university trained, Mb years of age and a highly suc- cessful man who came to Denton as a young man and started the Schultz Loan Company. Under his guidance, this enterprise has grown into the largest business of its kind within a large area. By dint of hard work and attention to his business, Mr. Schultz has gained high status in his community but has never played a very active role in civic enterprises. He worked through other men when he did take part. During his rise in the community he has gained the ye respect of people of wealth by his shrewd operations, and many of these people have put considerable money in his investment business. he has been given authority by some of these people to Speak for them in the community, which he has done effectively. Mr. Schultz is recognized by his peers as being farsighted, a good businessman, a good thinker and a man not afraid to speak his convictions. As Tim Randall said, "I have seen him make a decision and state it when others of equal ability were afraid to make it." Ralph Meister started his own small business in Denton many years ago. By dint of hard work and diligent frugality he has acquired considerable wealth. He is currently president of the Denton National Bank. Mr. Meister is 64 years of age and recently sold his interest in the profitable enterprise which he started so many years ago. He has never actively participated in community projects but has always given freely of his money to support a worthwhile cause. Mr. Meister is one of the power leaders and takes an active part in many major policy-making decisions. His business success is highly respected by other power leaders, and his present position allows him considerable time to work with other power leaders in addition to having several respected sub-leaders in his employ whom he frequently "lends" to major community projects. Tim Randall took over a small wholesaling business from his father and has built it into a large business which covers a wide area. He has a college degree in economics, is 57 years old and has played a very active role in community affairs. Randall is One of the most powerful men in the community. he is wealthy and, through his very active life in the community, has 1,.1 built UP a huge "fund 0f sood Will"2 among other power leaders. he has served on the board of directors or as chairman of practically all the larger civic groups in the community. Randall is director of a number of regional and national business groups, and'is also on the board of directors of his alma mater. His local interests for years have leaned to youth service groups in which he has been very active. Mr. Randall is the kind of a man who always has time to listen to any- one, to serve on a committee, support a worthwhile cause and to help the underdog. It is said of Tim that on numerous occasions he has taken a family of linited means and outfitted the whole family with new clothes, then paid the whole bill leaving a substantial tip to the surprised clerk. Tim is well liked by his co-workers and has a host of friends ranging from the top to the bottom of community status groups. Lloyd buckman is vice president of the Denton Enterprise, the local daily newspaper of general circulation in this area. He is in his early MOS and has only recently assumed his present position. Mr. Buckman is a university graduate. he worked on another daily news- paper before coming back to Denton and taking over the general manage- ment of the Enterprise when his fathe , who owns the newspaper, began thinking of retirement. Lloyd Bucknan is considered among the power leaders in Denton primarily because of his position, and his control 2 See C. P. Loomis, in "Foreword", p. 2, to tatterns of Community Involvement, C. bower, J. Holland, K. Tielke and H. Freeman, Free tress, dlencoe, "This 'Fund of good will‘...is built into the sen- ": 't‘ “ ’ t 'w s“" 'I' 'n'e s-‘ u e ti nshiis '9 ~sts s cia Linen s 01 in exper have located in the Denton area. he is to years old, a college Eureuduate, and, according to other informants, still growing in ability allCl performance. Mr..Heintz has many contacts outside of Denton though— CNJi: ‘the state. These contacts are occasionally used to pull strings ‘Viftll state officials, if needed by the power structure in Denton. CTtlieeI: leaders in Denton consider Gregory as being honest, civic minded, 8- Clirziver, very active and a good starter, but sometimes a poor finisher. A‘s (Drle leader put it, "Greg has more ideas than lO ordinary men." He in . .1 _ . . ‘3 (3C3n51dered as an idea man and an exceptional salesman. He 18 one 0 f " I o c 0 'fi 1llle men who, some leaders indicated, has to be kept in line irom ”tirn§3 to time. His ideas sometimes tend to run away with him, but he if; C3<3nsidered among the top ten men of power. The Denton City manager, Harry Putz, is a very able man. He has 2: is El years old and has a univerSity engineering degree. 42 inad.several similar posts with each subsequent appointment having been iri a larger city with more responsibilities. Mr. Eutz is given credit fkyr his expert knowledge of municipal affairs and for his ability to vnork with people from different walks of life. He has seldom taken (inedit for municipal accomplishments but rather has given public credit 'tc3 others who were interested in a particular community project. Such Lunselfishness, a number of respondents indicated, has endeared him to "eaverybody in the community." Mr. Putz frequently participates with tile ower leaders in the decision—makin? ;rocess but usua‘l assumes a , ‘tkne role of advisor or expert. Several sub-leaders indicated that the nuapjor power leaders like this attitude because it enhances their prestige :iri the community. Arthur Jones is considered among the power leaders primarily tne<2ause of his position as mayor of Denton. His power rests mainly Vvfi_tdiin the political structure of the community. One should not over— lIDCik, however, that he is a native of Denton having followed his fathe 's fWDcDi;steps in many respects. Jones is 52 years old and the kind of solid Clit;iszen who fully understands his community and has that rare ability ‘tCD idwork successfully with all groups. One informant stated that, "Art ‘Iculeees could be elected to any office he wanted in Denton by just throwing 11153 list in the ring." Mr. Jones has served in a number of elective po- 3’ - p .L . .. r . . . . '1133LtDns with great respect and admiration. he is talked of as being Si Q _ u ' I o I I3 Ilceéire, competent, broadminded, intelligent, knows how to work with 0t} O o i I l O o . leelrs, is consc1entious and conSiderate. An apt expreSSion describing MI‘ (I _. x n , . . . ,i , ones was given by one 01 the power leaders wnen he said, wnat ca. , _ , _ _ y ‘ .,, r1 lion say about Art Jones? He is the salt oi the earth.” Although J01] . V 5355 is toward the bOttom of tne list in the ranking of power leaders, ali-y re”“‘c4to rcr _'.‘ u _ u ‘ LIL(:J. L.“ AA&:>I._L11 ture in Denttn. '.‘ '5‘. ‘.-O “‘“fi *7 -\4 - u Lilkil kuL U113 "“tnz 1‘ lies «ma «mi rm they believed to c-ns whc '1 r15: 1- ‘u_ -\ the he iLLLUCu community. l~~ v ‘2 .J“ .‘~’~ “\r\ ‘L- agreement, and the vctes L) “"1 f I.) PC ‘WOT 14" Votes he F‘s! k4» q. o nl.‘ 'atleéirz. be Ursa...) am .It Uh i " received uy 1' (j k1. 1.17.." s ability and fairness. in? if.) used by .1". ‘A o ‘ ’\ ‘.l'. " . l~‘, .J ‘.’ . ‘3 . ituibkilumuilbed tne gc\tn-u.,ntai s ; ~~J - 7'1» 45‘3“," ‘ ,7 'I"-\ 1,5,. n Jensen wc;e adieu to name these the rzost ylbull‘”L power leaders in ch there was mostg nic;al '("\‘¢\ 1 ' '.'" s, ‘. f,‘ . I) card, ate listcd in table . in Denton by Number of u tther Power Leaders. Loader Number Votes Lester M. Min it Tim Ra: idb Ll]. I ix LitUCI -1]: Jr ’1'. , h r ‘ ‘V J»- , $1.131 titan k) \: .‘I‘LIJ- bl; “.~ 1) 1.. ".11 I “‘.‘: Lloyd lezgorb Ikrints Oliver P. Smith J. J. ‘ll‘iCLZ flugust hint Ralph Holster r‘ g" '1 .I ....AK.4.L CC rl Bic , -. '3. ‘1 Geor c “tssci nr hur J ncs Harry Puts ww- ’I iAC L. lace Ginef 7 4- '1! ‘1‘. UK: - AM This table shows the alignment of the power structure, and indicates that there is close agreement about most of the men mentioned as having a place in the power structure of Denton. We must not infer from the above ranking of power leaders by their peers that the same rank order applies in all major decision- making processes. There is very little feeling of subordination among the power leaders except that they all recognize Lester hint as the most powerful man. One man may take the lead on a project in which he has great interest while another man will take the lead on some other project. Hunter pointed out a similar system in his study on social power.3 Jim Montgomery illust~ated how this system operates among the board of directors of one of the Denton banks. "If the board needs to make a decision about something pertaining to industry, they usually accept my opinion. If it concerns a matter of real estate someone qualified in that field will be looked to for direction. That's how we get a lot of work done in a short time." It was learned in he course of this study that the fifteen persons described above are considered the most outstanding men of power in Denton. Not all of these power leaders possess the same quali- ties or capacities for entering into the decision-making process. Ior do those who possess similar capacities possess them in the same degree. More detailed analysis of capacities for decision-making will be pre- sented in a later section of this work. Patterns of mutual choices isolate the very top leaders. Mutual choices among the fifteen ‘cwer leaders indicate that the most —__.._‘2. ’3 3 Floyd Hunter, 9p: cit., p. 66. “ne nt pcwer leaders tend to choose one another more frequently. *d a Q L tern of choices, however, does not show tLe true worhiig rela- *fi ‘.’ .J U) ”U Q) (r tionship among the power leaders. The sociogram in Flbll ell, page #4, shows that L. M. Mint was chosen by elev>~ *4 J--". . 1v -. - ‘-'~ '-.r an ' '\ Cell 8‘ ‘e the. b tn liensc.) Ll LL10 UuWC‘- lCcLuC‘l S Chi. C l 01. 111-13 “(J-{J L; 1114.11 1; 1.0-- .L } .1. I (D ated in the lost de si1able residential sections of the city. Thgir homes and their location, in part, contribute to the status and pros— tige of the individuals. B. The Suo- -Le': .ed ‘18 A com‘lete analysis of a cemmunitx JOWCF structure includes d not only the men of power and how they operate, but also those 3(2rs ns ma * cort'arisimr the second tier of influence. ine tus; of carryins out i L) V s policy decisions is delegated to this beUp of sub-leaders. The fol- lowing section, therefore, is a discussion of some of the more promin- ent sue-leaders, and of the roles they played in the comxunity dc cisicn- making processes. The power leaders in Denton were asked to mane the peopl* who they consider to comprise the next lower tier of authority and influence in the community. Some mentioned only a few and s OliC at 1 length of the . while others mentione‘ as many as 20 individuals. C] (7‘ L t is interesting to note hat only two of the pcwei leaders H mentioned any women as belong an to the sub o-leader grouy. Four women were mentioned in this way, two 01 these were also Lentioned by several sub-leaders. The I espond3nts indicated that these wern played an 1+9 CivLLg£s__J . *1 ‘55 “'.‘ V . __‘ ._ 13%”. ' ' ‘9.“ *2: . «an 4% 9:93: '.‘ ‘ ‘} gfi [Ix—.3}. I ~ ‘ w ‘ 3'" "23% g ‘ -&.‘a'g’;$. " 0; “XVI“? 9 $9 6&9 a? ' ! ’.‘! {9* I I OYSTER - BAY Iork Road CITY DEM‘ON Figure IV. Jiesidential Areas Occupied by Denton Power Leaders. Most Desirable i - Desirable l , X Homes of Power Leaders 50 1o1ort1t iole as sub -lc:d dem‘ in women's circles. lnfor ants indicated further t- 1at these four we: on e13<1ted indirect influe‘ ncc in the com- munityt wou h their husbands. One of these four women is the wife of a power leader and t1ree a1e meiried to mo1e nrrm11e1c sub-leaders One respondent, a sub-leader, pointed out that women are expected to remain in the background leaving the men to "run the town". The thirty most pronincnt sub-leaders who were intensively interviewed averaged #2 years of age compared to an average of 53 for the power leaders. Many of the suo-l>aders either hold pronzinent pos i- tions in enterp1 ises Hr nag ged by the power leede‘1 s or th-ey oliera to a smaller business of their own. Sub -leaders were found to have less e.1e":*1c in comrnunity nartic iliation tm nthe po m1e1 leade1ss, but they were frequently found as officers in the major civic clubs such as Rotary, Kiwanis, Lions and the Chamber of Comne1c . It was further earned that the sub- lcaders usually make up the bulk of ne1oe"(n1o on cowiittees which are selected to carry out major policy decisions in the connunity. A brief description of a few sub-leaders will be given to show the type of person included in this position. Ben Fry is a businessman about to years old. He came to De nto n to start his business after graduating 110:1 a business course at a university. He is a coneetent bus i:1e.sman, nas served on a num- ber of important committees and boards and is gene1ally e ll regarded by the top men. Fry told the interviewer that he does what he thinks is right and what is good for the community and, "I don't give a damn what anybody thinks." He 1as a habit of being quite firm in his con- victio 115 which occasionally causes m~ments of dist rbunce among the - , ... 1‘ ,7. _, " it“. - 1,,, 31.1.1, , \ ,- , H ,.l 1,". 1‘, DC’n'er leaders. T‘uo Lei-Spa 1del ts StC.JDC(i that F1y 11e(11-1e.1tly, tells be- fore he thinks”, and that his putlics,atoue1ts occasionally have re- flected limited le alcdbe of a particula" situation. bry is admired by some of the power leaders for his sta nch st;nds. The tOp leadeis consider Fry to be smart, a conscientio s worker a1d one who 5ives lib rally of his t1 me to the community. Fry is seldom used on any major project until it has on deter1ncd tin the is fully inforsed and, agrees with the decisions 1‘12.e, ot11erwise he c..n 0e diii icult. Fry does not feel too friendly to lard seve1al of t11e tcp men in Denton. He considers Montgomery and Heintz as being too erotistic l, and L. Bucksan as being quite ignorant. Joe Kelley is another younger man who is develoni115 a suc- cessful business and has taLe1 a very active part in cc..u11ty alfL11s. Kelley is a very a"“eosize type of man. Once he hrs' his mind made up, he doesn't like anyone or anything to be in his way. Several of the power leaders mentioned that Kelley is one of the men they have to watch and bring back into line from time to time. The top men like his drive and ability, and hope that he will mature in jud ment to such an e; :tent that they can accept him as a top policy maker in the cormunity. Kelley and Fry havex many qualities in coumozi. I‘red Hoi ffman is anot11e1 younger me n who has oz1ly recently come to Denton to accept a specie .l guosition with the Le swell Woolen Mills. This position carries with it considerable au chor ity and in- fluence in the company. Fred has not failed to exercise these prero- I gatives, much to the cons te1 nation of some of the powei' leaders. hr. Hoffman is intelligent and he has demonStrat c‘d 51c eat ca11: city for work. He has on several occasions pointed out errors in jud5nent by some of the Lresent bower leaders. One of the top men confided that they lihe his type of man, but are a little surp1ised at his eggr ssi enérm Yet, he felt, Fred is 13 allyr n-5ht, and they ca? n't curb his ambitions too severely without having it look bad or withoLLF 'er's taking them to task for it. Tzle Lyle ofe ggressiveness displa dyed by F1- Hoffman is frowned uLon by soue of Ll1e top men. Not only does this threaten their position as tower leaders, but also because Lh s type of action A. is not in line with "the American way of doing things." This isn't the first time this type of a ma: has come along, but the top men haven't had enough experience in handling such a situation since they organized t1ens elves formally onlye icw yea1s a5o. Seve~al informants exoressed the opinion that Fred Hoffman will eventually be accepted a peer by the present decis ion-rahers. Bob Pierce is a prominent official in the Denton public school system. He has 1w eon in the community for l5 years and, because of his position, he has actively pa 1Licipated in many community pro- 5r 18 as well as having been consulted f1reqm1tly b3? both the power leadersc w1d sub- lee deis in the community. Mr. Pierce hm limited his public participation 1 ainly to social service types of cormunity pro- grams such as school matters, health and welfare activities. Hate Overman is president of the lar5est labor union in the Denton area. He is a quiet man and, although he is often selected as a 1zp£oer of an irnportant co n1 tteeo on community p10 jects, several in- formants indicated that he was selected because he represents labor and 7'1. it is desirable to neep on the go< 1d side of labor.” The ieelin5 is that ‘ Mr. Overman serves as a means for the power leaders to be more aware .1- of how labor feels on certain Lregose‘ proJects. A tyyical statement from power leaders is, ”Je cas't afford not to reco5nise labor. They mi5ht try to give us trouble if they mi: not in on thin5s." Lester Mint, however, stated that the views of labor ar needed in the c012 un— ity since they make up a lar5e >art of the membeis of the community. By Denton is an accountant with one of the banks in Denton. v.4 b—4 is sgohen of as a brilliant youn5 nan and is widely recognised for his abilities. hr. Denton usu£> lly doe es not particivate in decision- makin5 yrocesses, but he is frequently consulted on technical proce- dures 03 one or more of the power leaders. Mr. Denton is 5rowin5 in reatect and presti5e in the community, and may eventually tare his lace as one of the power leaders. 'd A youn5 man among the sub- le aders who exerts most of his influence in the political sphere is Harold Winston. He holds a pro OTine‘;1t politicale oiio ntlelt in Denton and has shown much promise by ability in politics. Mr. Uinston is often found as chairnan or co-chairman of a committee carrying out some worthwhile community pro— ject. Both the power leaders and sub—leaders iLdicated that Kr. Wi nston is likely to "50 a lon5 way” in politics in the Denton com- muni t3 as well as in the State. Henry Cs.oot is an industi ial manager who has recently come to Denton. He is ma1a5er oi one oi‘ the lar5e local utilities and has time to devote to worthwhile connunity projects. His congany, in fact, ui5es him to play an active rule in the community, but to keep away from contm wr ial issues. Ye“ Caiot has some of the Clc‘"CLc“l tics of Joe Kelley in that To is ou:ite outsool :en and tiere 3 occ usionallv -‘- -. ~~v ‘0 “ ' \ " 1, \\"cI - T. ‘ 1- ’.’T\ .,-4 ‘ ‘1 1 . " “‘ ' 2 onized some oi the more fiLOthGdt rowel lea e s in the com— . . a . V ., A ' v u , , ,, , x . D o ‘ A & munity. The oosition of Lr. Case )t, however fives him consideraole .aut21ority in the community. Another ran who is considered a sue—leader is R. hhite. He lS about 55 ~rears old odd has inherited ‘reat wealth. ls is yrinarily becaus e 01 this fact that he is considered in this 5roup. Mr. White is a trofe ssional 1erson but does not ols.y a very active role in con- munity affairs em: ceot where his interests m£5ht be concerned. The fee a 'V Y' ‘\( ‘ V r A fl " ..- ‘ -"\ . (‘0 fit (‘1 —»v ‘ "I ' ‘ ‘ . . 'N- 3‘-*w1*\ -: "V 1'» ‘ '. I . that he reiuses to accogt his share o1 Joos in eonnunIty aliairs aa- tagonize11any of the to1) hen. When asked about d! it to, nest of the power lee aders indicated that he is not likely to hecohe closely asso- cietad with the too pe-vler 5reup. Two ministers from the two lar5est churches in Denton were mentioned oya number of top men as oein5 among the H3 aders. They do not, nor are they expected to, earticipate actively in nary of 'he coununity affairs as other sub—leaders would. Their place is as ad- visers and effective sneakers when somethin5 nee s to he gut over. Their seecialized traininr‘well equi1s them for these tasks. In Table 2 cage #3, we have presenteda ranl_15 of comaunity power leaders accordin5 to 1'otes received from other power leaders. Additional li5ht is thrown in the CO“ unitv eowcm rstructure when power leaders were ranked from the 3:5 oint of sub- leaders. Each of the thirty suo- ~lee ders intensively i~1te rviewed was asked to name these eeisois when they believed to he nest yowerful in the cozzunitv based on their relative de15 ree oi sewer. Table 3, pa5e 55, lists these persens ordered by votes received from sub-leaders. . .L 7‘1, ._ ‘1 .1 '3 .' -.f - ,4. x ,4. . 1 .-,. '.: ‘ -1ce b0 ';u~( indicates tiCb t21e so -leiucrs mentioned ~——v } ..r G) 14- 0 1 ~ ‘1 u 1 v o y,~ efi —-. 7-1 (1 (w ()1“ - r4 — 7- .._.- v a. ‘-. .» v y ‘ ~~--'- - 1 “ — -‘ - LALL‘J’.‘ ' ..Li‘v luLMLv—LJ 90-0.16 L; AC ... C‘I’IIJL" l(.k; ‘CLAS t-J.:—‘vll vii/3;. C L-LC. ;U.L[DJICCL OJ? tile ’i‘f‘ilm) 3 Denton Power Leaders According to Number of Votes Heceived from Hub-Leaders Leader Number of Votes Lester M. Mint 2A Tim Randall 2H Herman Schultz 21 Gregory Heintz 20 Lloyd Buchman 20 Jim Montgomery l8 Ralyh Mcister lb Harry Putz 15 Joe Kelley l5 Fred Hoffman ‘ 12 Oliver P. Smith August Mint J. J. Latrick H. Jones R . White Arthur Jones Bruce Dunn Winn Clay Een Fry \C \C \C \O W' \O \C ‘i; \C Horace Giner Sy Denton Henry Cabot O‘\ O\ 0 George Russel l8 others (each) \NU‘ R. Kelley Gate Overman Harold Winston Lotwuo C. Buckman Mb others (includes 2 women) [0 m A . 0 Q.) C :3" V f\ \_'1 C‘\ power leaders themselves (i.e. There was less agreement), as was indi— cated in Table 2. we also see that Joe Kelley and Fred Hoffman received a higher ranking from sub-leaders than did some of the power leaders. Both Kelley and Hoffman have been quite active in community affairs dur- ing the past few years. t the same time we note that Horace Giner, George R ssel and C. Buckman received a relatively low rank as power leaders from the sub-leaders. The fact that Giner is semi-retired, Buckman is completely retired and Russel likes to work mainly in the background accounts mostly for this low rank by sub-leaders. (A fur- ther analysis of comparative rankings of power leaders will be develOped in a later section of this chapter.) The sub-leaders know that major policy decisions are made on a very high level, but they are not fully cognizant of just how these decisions are arrived at, or who the specific individuals are who par- ticipate in any particular major policy decision. This lack of aware- ness elicited divergent opinions of how major decisions were formulated at the top power level. Most of the sub-leaders have visions that sometime in the future the opportunity will present itself for them to participate on a par with the power leaders in the decision—making process. Because of this reason we find a number of sub-leaders playing up to, or trying to identify themselves with individual power leaders. A younger man who is "on the make" eagerly "grabs up" committee assignments for ex- perience hoping that one of the tOp men will notice the fine work he is doing. The power leaders are watched closely for any indication of a nod to a sub-leader to sit next to him or to speak or act for the top man On some occasion. E) K The power leaders, of course, feel honored when a younger man who looks good uses them as his model. Nhat they do not appreciate is when a sub—leader presses more than is considered proper. Mr. Latrick expressed this feeling when he said, "Some of these young fellows look silly playing up to 'L. M.’ as they do.” C. The Laymen F A picture of the total decision-making process in a community is incomplete without consideration of the general public. Sooner or later in a democracy the ideas developed by,a few must be legitimized in the community if they are to have effect on the general public. Jhen plans for this study were made it was decided, therefore, that a random sample of the general public (hereafter referred to as ”laymen") should be interviewed. It was felt that this would provide the community's perspective of power leaders and the decision-making process. 'i A ten percent random sample of male heads oi households was drawn from four EM-block areas located in different parts of the city (see map page 30). The sample of laymen did not include any colored individuals, but this was not considered a serious deficiency since a very small percentage of the Denton population is colored. Jor was any attempt made to ascertain whether any of the laymen were foreign born. None of the laymen interviewed indicated that they were foreign born although a number of respondents had recently moved to the Denton area. A total of 96 male heads of households were interviewed. This group included individuals from many different occupational groups although nearly half of the respondents were laborers who were employed \__,, in the Denton area. The age of these reapondents ranged from 22 years to ca years of age. Some of the oldest men were retired and most of them had little conception of the power structure in Denton. A few of these had moved to Denton after retiring from their position in a large metrOpolitan area. Among the youngest group, only a few had any understanding of the Denton power Structure. Most of them felt that this is to he left to older peOple. A frequent reply was, ”They know more about what is needed than we do." Some of the answers given relative to the decision-naking process by other laymen interviewed will be referred to in a later section. We found that those who had taken part in community programs did have some idea of what was going on. This, however, was usually colored by their personal opinion of one or more power leaders. Several of the power leaders were highly praised for their awareness of community needs and for trying to do something to meet these needs. Among those referred to in this manner were Tim.Randall, Lester M. Mint, Harry Putz, Arthur Jones and J. J. Latrick. Randall, as has been pointed out, had personally assisted numerous poor families; he has worked with youth and church groups for many years and he has many friends in all levels of the community. Mint is recognized as the outstanding power leader while Latrick is well known for his many years of public service. Putz and Jones are presently in important positions of the city government and both of them have the facility of getting along well with all the different community interest groups. Those laymen who personally knew some of the power leaders, or who have worked for their firm, expressed the most satisfaction toward actions of the power leaders. Occasionally a layman referred to the power leaders as a ”bunch of wealthy people who don't Lnow what to do with their time or money." They are "just a bunch of selfish people who are out to mill .1. the community." ”They are always playing golf and don't know anything \— about the poor people in town nor do they care about them." Comments u—J such as these were nOt frequezt and were made by persons who seemed to have very little knowledge of the decision makers, and by those lay- men who staunchly disagreed with projects approved by the men of power. The interviewer mentioned some of these comments to Lester Mint to find out what his reaction would be. Mint replied that, "People who say such things just are ignorant of the facts. ie pay the highest wages in the community. Fringe benefits cost us another 50 cents per hour. Ne give in many ways that few people know about. We loan men to civic projects and pay them just the same." This seemed to be the Opinion of several Other men among the top group whose opin- ion was requested. In order to provide a more complete picture of the power leaders and the public image of them, the laymen were also asced to name the power leaders in Denton along with a question about which one they felt was the "biggest man in town". Table h, page 60, shows the ranking of power leaders by laymen. Here again we find that lester M. Mint was ranked as the out- standing power leader in the community. Next to Mint we note that Ar- thur Jones and Harry Putz were given the second and third rank respec- tively. Jones, it will be recalled, is mayor of Denton while Putz is the city manager. Their public positions plus the fact that their hares TAELE u. Denton Power Leaders According to Number of Votes Received from Laymen Leader Number of Votes Lester M. Mint 6h Arthur Jones ho Harry Putz 25 larry Bryan ‘ ' 22 Lloyd Buckman 19 R0 White 16 Tim Rendall 15 Herman Schultz 15 Carl Buckman 10 Ralph Meister 10 Jim Montgomery 10 Oliver P. Smith 10 O 0 Po Flier 10 J. J. Latrick 8 Bob Pierce 8 Gregory Heintz 8 G. Russel 7 A. Mint 7 Joe Kelley 7 Fred Hoffman 7 Henry Cabot 7 Ben Fry 7 Bruce Dunn 7 9 others 5 (each) #2 others with less than 5 each (includes one woman) are frequently in the news is responsible for many laymen being faniliar with these names. Both Jones and Putz are, in addition, very can and have many dealings with peOple from all walks 03 life in the com- munity. Larry Bryan is ranked high by the laymen because he is a popu- lar head of a department of the county governnent and has many employees under his jurisdiction. Bryan holds an elective position to which he has been eleCted repeatedly without stronq opposition. Mr. Bryan and his assistants make it a point to attend many public functions and to mingle with the people at every Opportunity. 0. P. Nier was ranked high on the list because he occupies an impOrtant position in one of the Denton banks. Many of the laynen in- terviewed seemed to have had dealings with Mr. Wier and they liked his attitude. Pierce, on the other hand, has an important position in the Denton school system and frequently is in attendance at meetings where laymen also attend. Mr. Pierce is a fluent and diplomatic public speaker. His long tenure indicates that he is well liked in the commun- ity. In the foregoing sections we have discussed the most prominent persons in the Denton comnunity decision-making processes as well as how they were ranked by various community elenents, namely, by power leaders themselves, by sub-leaders and by laymen. We Observe that there was 5e:- eral agreement by each community segnent about who are the power leaders in the community. At the sane time it must be pointed out that a few power leaders were accorded a radically different rank by the various segments in the community. A more detailed comparison of the relative rankings of decision-makers is presented in the following seetion. 62 Comparative ranking 2; pgwer leaders. Reference of Table 5, provides a comparison of the relative rankings of men of power by power leaders, by sub-leaders and by laymen. We notice that Lester M. Mint is given first rank by each of the three groups. Both the power leaders and sub-leaders agreed upon the six persons who received the TABLE 5 Comparative Ranking of Denton Power Leaders by: Power Leaders, Sub-Leaders and Laymen Ranked.by Leader Power Leaders sub-leaders Layman Lester 14. Mint* 1 1 1 Tim Randall* , 2 2 7 Jim.Montgomery 3 6 11 Herman Schultz k 3 8 Lloyd.Buckman 5 5 5 Gregory Heintz 6 h 16 Oliver P. Smith 7 11 12 J. J. Latrick 8 13 1h August Mint 9 12 18 Ralph Meister 10 7 10 Carl Buckman 11 1‘5 9 George Russel 12 23 17 Arthur Jones 13 16 2 Harry Putz 1h 8 3 Horace Giner 15 20 Joe Kelley 9 19 Fred Hoffman 10 20 H. Jones 1h R. white 15 6 Bruce Dunn 17 23 Winn Clay 18 Ben Fry 19 22 Sy Denton 21 Henry Cabot 22 21 R. Kelley he Nate Overman #3 Harold‘Winston hh Larry Bryan h 0. P. Wier 13 Bob Pierce 15 * Although Lester Mint and Tim Randall received an equal number of votes from power leaders and sub-leaders, informants agreed that Mr. Mint ranks first among power leaders. highest rank although ghe order among the six higheso ranked individuals differed slightly. Sub~leaders differed considerably in their ranking of a numba? of power leaders. We see that, while the power leaders ranked Carl Buckman in llth place, the sub-leaders accorded him a rank of MSth which is far down the list from other power leaders and far below many of the recognized sub-leaders. This ranking of Mr. Bucknan reflects again the fact that he has been retired for several years and most of the sub—leaders doing the ranking have never worked with Mr. Buchnan. They do not seen to recognize him as important in the community decision-making processes. Bub-leaders ranked Harry Putz high because all of them know Putz well and most of them have served with him on committees of various kinds. They respect his fairness and his ability. Joe Kelley and Fred Hoffman were ranked relatively high by the sub— leaders because, as one informant stated, "They are not afraid to speak 1p to the big men in town". Neither George Russel nor Horace Giner were ranked high by sub-leaders. This reflects the retiring attitude of these two individuals, both of whom like to work behind the scenes rather than taking the lead on any particular project. The comparative ranking of power leaders by la*nen differs considerably from that of the power leaders themselves and from that of the sub-leaders. We see that Montgomery and Heintz ar ranged much lower by laymen than by either of the other groups. Beth of these two men are not considered to have a strong following among laymen. They are, however, recognized for their ability and drive by the power lead- ers and by most of the sub-leaders. Arthur Jones, Harry Putz and Larry Bryan, as has been mentioned, are rarked very high by laymen because of ‘J \I tJ I a, i _ 7‘4 ‘A ....x/ \‘ .xl . a; ~ .— t 4 r/ a ‘ , r , ) . .1 \. . .vi - ‘ N, L) 9 l. .4 , ‘.‘- -0 - '.a k ~ § - . .4 It i. n 3’1 01;. tion in public life and their ostensible facility at maxing H. their pos The foregoing discussion indicates that, the farther removed an individual is from the decision-making process the less familiar he is with the decision-makers or 'ith the process. Friendship and personal adniration frequently play a part in evaluating a person's ranking as a man of power. A'w- . ~ er _‘._,_ v‘ f biL'll LILA- I V UJivrngl' .2111. 0;" A Uri/Tulleq lLliLLlh (‘ 'W’"‘ V rv—fv~v'j ‘-..\V'~‘ "~ m‘r L.) Ulg. J. .Ll: .LILJJ \JKJL‘d’lUlLLll ~ 0 ‘-|_ .‘_"V. I‘ '1 _ ‘1‘ : .r A. dlbbbllCdl lerspean/e L1 the prece WL-; chapters we have “clove t1" 1 a ;‘ social power in a theo1etical settinV the necesssfy r.1:Gains]. steps in an analysis of community dynamics were delineated and the central actors in the Denton power struetire have been uretggs to life. It has been necessa y to deiine and delimit the concepts employed in this study in order to keep the study witmin manage- ‘, 'ai“s : ‘rea‘LA. t is not sh lltlhb ? ‘hls t-;v " na-v a sole llT‘L" of 0“eadir “0 \ ‘e “1 0“ on t 1" s uc to a’"lJZ‘ tne 0"eW ll cornuunity or aniza tion aid structure (there has: been nary ‘ ‘l ' ‘1. " 1 1 4‘1‘ Q l ‘.‘I‘ '!f '1“ l‘l‘. '; Y I ‘ '— \ e \v I ' .‘l- saen Sthtles), out ratio: to duuldée bbe social pear- concept as is enters into the deals ic l—nahing process. Nor La’e we attanv‘ed to an- V O alyze dec151on-mafiing processes ii all levels of the eohhhnity. . .. _ J." .1 J_“, - 1H ”‘5 1. ll _. In cider to lurtner LhquSnad \i ranked decision-macers in the ccuuuaitv, one needs to stady community perSpeetives of decision—takers as viewed by the sue—lesdzrs who carry out major d.eci d‘lfl ns and as seen by ordinary neabers of the conningty. The cormunity view of deeisie:.1—mal:e3fis is o.-l ar a which 1:15 U991 so; e m. t. neglected in stadies of social power. This asjeet of the presei study, 1.2--" n , , '.'- 1- ,.-,'1r-.: .. 1. an...” -..- : -._ ' ‘ LLP'CLOIC, COHStlthQS a Si, iilcant phase 01 community a :8mgCS which needs to be further explored. In order to gain insight and understanding of social power positions as they are manifest in a community, it is iecessary to ex- plore the historical development of the community insofar as it has a bearing on present decision-making processes. This applies particularly to the‘Denton community which has had a slow and normal growth without any profound disturbances within the community which would cause the em- ergence of long standing power structures. It is the purpose of the present chapter to trace those his— torical developments which helped set the Stage for the decision-maxing processes observed. Ne will note that, because of the slow out Steady growth of this community, conmunity pressure has been building up for e D) needed civic improvements. A number of citizen efforts to provide the improvements had failed to materialize. Eventually the men of power in the community took stock of the situation and formed an organization which they could control for the purpose of leading the community for— ward toward desired goals. The men of power had an additional purpose in forming such an organization in that they were able to gain consider— able cemmunity sanction of their power position and thereby more firnly entrench themselves as the recognized power leaders in the community. We pointed out in Chapter II that Denton's earliest develOp— ment was as a trading post and a lumbering center. Soon after this era, coal was discovered near Denton. The discovery of coal resulted in a rapid influx of new people into the area. The availability or cheap fuel enticed several new industries to locate in Denton. home or these new industries went out of existence shortly after it was found that the coal mining industry never would deveIOp to the extent originally anticipated. 1" L)? Nunerous factors in the historical development of Denton have a bearing on an unders anding of the present social power positions. A man, r a group of men, do not acquire positions of social power overnight. It takes considerable time and, in this process of develop- ment, some "would be” power holders fall by the wayside, while others have social power thrust upon them. This process in itself would be an instructive study. It is not the intention to go into detail and trace the complete history of Denton; only those items will be mentioned which seem to have had a bearing on the development of social power as we know it today. One of the key figures in laying the groundwork for the power structure observed in Denton is Carl Buckma . The initiative and drive he displaved when a crisis develOped about rebuilding the burned out railroad shops contributed to his position of influence in the community. When Buckman gained control of the Denton Enterprise his position as a man of power was further enhanced. For many years thereafter Mr. Bucknan was recognized as the most powerful man in the community. Oliver Smith, another key figure, has long been active in the community. His first major experience was as a committee member re- sponsible for building the original Denton hQSpital. We will see later that nr. Smith made a serious social error in connection with the hos- pital program. It is because Mr. Smith has proved his ability in sub- sequent community programs that has gained him a prominent position among the Denton power leaders. Most of the other present power leaders in Denton gained pr minence through their active and successful participation in various civic clubs, and by demonstrating great ability in business matters. In the following paragraphs, after sketching the "power f‘I ,- “n n . . - ,. .- ,.. _ _ '\ ,1 .w- ‘ history Ol tJO present power leaders, Carl shennan and Cliver “filth, h V" I y‘ . “f - ~~r-‘vv\'.~'w “ 1“ n-l‘rl 7‘4 '. ‘.' 1". .1 "r-J‘~'.‘.1'. -‘ gr). '.1 several significant connunity cifoits Lnicn failed to nateiialise will I ‘I be examined. The failure of these eiiorts to previde needed community facilities created a "near crisis" situation which served to crystal- ; following these 7“ lize the thinking of conmunity power leaders. It wa events that major decisions were made which served as the basis for this study. rise of Carl Rue nan. Carl Buckman's attainnent of a o-—. Th (D position of prominence was closely inhed with the early development of the railroad industry in Lenten. Shortly after the coal discovery, some of the city fathers decided that, since one of the main rail lines of the country passed through Denton, plus the large freight tonnage originating here, Denton would be a logical location for a railroad re- pair shop. This p ssibility caused a great stir in the community. It could mean the employment of s>veral hundred people with the possi- bilit‘r of emnlovment ~rowins into the thousands as time passed. The J .L. J L.) A. firm and within a few years the railroad started construction of its repair shops in Denton. The railroad shops were almost completely destroyed by fire at about the time that the coal mining industry was starting its decline. At that time Carl Buckman was a young man who had a resPonsible position with the Denton Enterprise. He felt that Denton could hardly afford to loose this valuable railroad industry with its arge local labor force and consequent huge annual payroll, most of which was spent in Denton. He started a one-man campaign to arouse others in the community to pres- sure the railroad to rebuild their shons. The tremendous effort of .L ,1 69 Buchnan resulted in the community finding a new, more suitable location for the railroad shOps s. He mobilized enough money in the comnunity to buy the an site and offered it to the railroad cor ”paiy. The comj>any accepted the site offered, and built their new sho1s on the edge of Denton. This series of events greatly enhanced the influence of Hr. Bucknan. He eventually rose in stature, acquired control of the Denton Enterprise and for many ‘ears was considered the fo: eaost power leader in Denton. Mr. Buck.an retii ed fr01 active 1;m Ie"'nent of the Denton Enterprise a number of years ago. he is also gre laally relinouis hing his many other comm nity activities. Control of an important channel of communication in Denton was a contrioutingf actor to the eminent posi ion of Mr. Buchnan. After the retirement of Mr. Bushman, his son, Lloyd, became ‘ miager o: the Denton Enterprise. Lloyd, thereby, had thrust upon him an import- ant position and great res MOISlbility with high ascribed status. Lloyd does not have the abilities ‘hat his father poss ssed, but his position has placed him among the tOp ever let Lders in Denton. The Dente n Her wital. The develOpment and construction of the preser t Denton hospital in the es rly l‘20s served to introduce another of the present power leaders in the community. Oliver Smith played an active role in mlis or i “i ml hospital program. Smith was a 7 member of the hospital construction committee ne ade d by Harold Sassnan who at that time was one of the most powerful men in the community. Kr. Smith made a serious blunder diring this hosl ml building program. His actions greatly impaired his subsequent participation in various community programs with the result that Mr. Smith seldom is seen as the ,1 TJ head of an overall major comnunity project, but rather he participates ‘4. behind the scenes with other prose u power leaders in major decision- mahing warocc es. The followin5 discus s on will reveal why Mr. Smith Operates mainly behind the scenes. It will, in addition, set the sta5e for later analysis ofa ' amaJor decision by the Denton power leaders. The presen uDenton hospital was promoted, paid for and built in 1921 almost sin5ly h ndily by Harold udSomuqo hr. Sassr 1an spc cut so much of his time and money on this project, without what he considered sufficient community interest, that he became bitter toward the com- munity and later moved away. One of the 1resent men of power in Denton, Oliver P. Smith, worked with Sassman in 5e ttin5 this original hospital. Smith made a serious blunder when he proposed that Sassnan 5ive the final $l0,000 toward the hospital. Smith's preposal was made after Sassman had already donated n.any tin s that amount. Sam nan became so infuriated that he set out to break Smith forever in the community. as a result of this Snith suffered ""eatly. Several of the power leaders sentioned that Smith has never been used since as the head of any pro- Ject in the community. "He wouldn‘t dare make saith chairmm n of a drive or an important proJect," said one of the leaders, "because too many of the older men in town a: e still sore at him as the result of the hospital deal." krith is reco 5*nized for his ability, however, and is among the twelve most prominent power leaders in the coma nity. He is used behind the scenes for his ability and knowledge of the comzuni+ y. Plano develorne“ U. One of the events in Denton which lad a lar5e influence on further develOp: :ent of the conlunity and, conse- quently on major decision-making processes, was the plan of develOpment which was adopted by the city prior to World War II. The knowledge and ability of ()iiver Snit11 was ree(5 zed by Denton political lee ders to the extent that Smith was appointed chair- man of a committee responSi Wbl for providing a plan of ov rall com- munity develOpment. Althon5h the political leaders realized that Smith had created some anta5onis m in the community, tiley i‘elt that, since Smith had not been connected with the political sti ucture, his shilkscould well be used in this capacity. A plan of development, includin5 a proposed civic center area, we prepared by the committee headed by Smith and was eventually adopt- ed by the city council. The civic center area wcs des i5ned to in- corporate the future location of nece sary new city overspent build- in5s , where the countys e‘at should be located and where a number of other municipal and community'buildin5s should eventually be placed. The plan of development received general acceptance in DtflltOn, although some people equate it with "one of Smith's schemes Soon after the city adOpted the plan of development a number of citizens groups proposed that the community build various needed public buildin5s in the prOpos .ed civic cc nt or area. One of these proposals was for a new youth or5anization building which was needed in the community. This proposal, and its relation to subsequent actions by the Benton power leaders, will be discussed in the followin5 section. Youth buildin5_needs. One of the proposed structures to be located in the above mentioned civic center area was a new youth or5anization building. The existin5 youth or5anizca tion buildin5 was quite inadequate for existin5 needs. Several citizen efforts had been made to acquire new facilities, but each effort failed in reaching its (W to 1.4 0 Cl .‘ The large amount of eonmunity interest generated for new youth organ'sation facilities following adoytion of the plan o" develo;- ment promoted Tim Raildal , a pro :laelt poW'r leader, to tone a more active interest in the youth ‘rganization Tro":an. hr. Randall had lonv been identified with various youth grou1s and has on nuaerous occasions personally iiiauceo stecific youth progra: 18. In this manner Ifir . Randall has bui t up a large fund of rnutual obligations i‘zl the ccuuunitJ. He is recognized among the com- nzuni ty pcrer lead We“ as posses sinO tile most mutual obligations. The present discussion will indicate how Mr. Randall has accumulated some of these tau tual ooli dations as well as describing a t;*1)e oi‘ maneuver m11Jloyed by the power leaders. A HUlbei of InaJor repairs on the present youth organization building have been necess ry in the last lO ye—rs. A few years ago Tim Randall was elected president of the youtll or‘aniuation which nuns and operates this building. his interest and long 1x13erience of work- ing with various youthg roups eonv'inced 11in that m1 organization should hire a well qualified director to some; vise and develos programs for this youth organization. Ra1dall was able to convince enough of his collea'ues that this was a des sable goal. But he had a further goal in mind. He wanted a new youth building located in the Denton civic center. Ran all was able to get a number of the proxisinb sub-leadw in Denton to accept positions on the vouth or*anization board of direc- tors. The 1ew boai d then engloyed a new, energetic director shortly O . u . .4 1 I. I i . A 4 k! V . 1 4 ._ L l, r i .- _. 4 A! u I . l ‘ ‘ ~ U I s l , l J ..l \ _. l ‘ l - . « . . , l A . _. ‘ ' L < - _ l I O 1 1 . . . ‘ . _. __ J . . - A , ll - - . e l x _ or . . .. -L lL , , d. _ A, I ., . - \ ,J u . . ' x . ' a -. l, A\. ' . \la A, l. O J 1, V , V L _ 1. 5 , i . J 4 . . y ,. _ , l .. .L ' _. ’ a l. , \ _ r .I, . ,4 r -, . I I ; A; . 4 - a - -‘ O - ‘ , —. 7». , -i - a -/ . ' ‘ - , L 'l - . v » , 4 - u a . l L ' -k , « . ,« -_.. , ~ I — \4 J I D » fl; . u _ u . . ~ , 1 ~ - __. - ~ » u - ., . - J v r I .- 7 , ) ~ 1 . _/ 1 l . o _ u — , , _. , i A , I I ‘ I . 1 , . ' » 4. J l ’ 4 v , 1 . a . . \J 1 4 V _ i A . . . ‘ > , a , _ J 1 ,. a L i , a v , a A . 1 i ' v . . L 1 t, k , ._ J, r v ,. _ , t 7 . . 1_ . I ' . ,, ~ - . - . ‘ . .- .. ., ‘4 , < . .1 . _. . . - _ - .. . \ J ' . \ - t L _ \ »« ‘ .— »k \— - u . U .. , ~ I 1 ~ J 1 . . , - , , ‘ O - ~ - - ‘ l ‘ » x . 4 ; l . ., , . , . - a V l - ' J i ‘ ., I . l- v i, O . I 9 . , l , i . \ i \ :. ‘ .. .. . 1 \ i _ . . , J I A , u , 1 A . A — . .4 - - l , , _ ‘4 ._ J p 1 rs. ._ l . f 1 _ r 1 . L‘J thereafter.l This series of events enhanced m1 indull's position of au- thority and iijluence in aldi tion to testin5 the capacities of some of the sub-leaders. It furtLer points out an unzet coiiuuit need as well as illustratine a uLLlCQ used by inil entials in acco; plishin5 their Need for st‘dium. Another unmet coumunity need which served to stimulate the Dentozl powe—r leaders to p ay a more active role in providing adequate community facilities was prose" facilities ior use of the various athletic teams in the community. We will see in a later section that a new men orial stadium was the first major comnunity-wide project sponsored by the Denton power leaders. This proJect also erved the purpose of enhancin5 their power positions 'n the community. It further provided needed le5itiuation to the power leaders , and to the or5anization which they formed throu5h which they could exercise their power in the community. Athletic fields for use by the various hi5h school teams in Dent on have be en quite inadecuate for some time. No substantial im4 provements or extension of facilities had been made in recent years despite the growth of population and consequent overtazin5 of existin5 facilities. Several attempts were made within the 1ast ten J'ears to acquire new athletic facilities for Denton. Each of these attempts faded into Oblivion, howevr , even thou.5h lar5e citizens committees worked for the pro5ram. The press gave wide covera5e to this preposed l A 500d descri1ition of this type of maneuverir5 is des- cribed by Paul A. Miller in A Cowoar-tive Analysis of the Decision- Makingkfrccess in Community C-.un;zation lediU he or health Goals, Unpublished Ph D Thesis, hichi5an state Coll e 5e, sas LansiLU, l/53, pp. 301-307. project, but withheld editorial support. The men of lower were not ac- ‘ 1 o tive in these efforts, nor did they sanction such action at that tine. The slow, but steady 5rowth of Denton has been so 5radual that community develOpnents did not keep pace with needs. When sporadic cf- forts were made toward major improvements, many of the power lea‘ers and large prOperty owners either didn't support, or actually OppOSed, these efforts. One of the major reasons was that it would effect their pocketbooks by raising taxes. They realized that, if any such prOpcsal were adOpted, they would have to pay a lar5e share of the taxes. No substantial new industry was moving into Denton, the downtown area seemed to remain static, and Denton continued its steady growth in population while needed public improvements continued to 5row more ur5ent year by year. 3. Crystallization of Needs Many.American communities, both large and small, were revi- talized and seemed to take a new lease on life with the advent of mo- bilization during World War II. This period caused unprecedented move- ment of peOple from place to place all over the nation. Many men left for military service after which they returned home with new ideas and new vieWpoints. Existing industries added employees and eXpanded their facilities while at the same tine numerous new industries were started throughout the countr‘. Government Spending for defense served as a tremendous boost to the economy. More money was in circulation and more profit was being made. One governmental effort to keep inflation from running ran- pant during, and iumediatcly following, the mobilization effort for VI": ‘2 7 florid Nar II, was an increase in certain taxes, one of which was the excess profits tax. A hummer of Denton business leaders, spurred on by Lester Mint, started to think of ways to either reduce the excess profits tax or to try to find some means whereby at least some of the excess profits could be put to use in the local community. This effort, as will be explained later, proved very beneficial in providin5 needed public facilities in the Denton area. This sequence of events was also tein5 felt in the community of Denton. Predictions of what would likely happen after cessation of hostilities were many and varied, and came from diverse sources through— out the nation. Some of the public officials and sub—leaders in Denton who had tried unsuccessfully to get substantial civic inprovements estab- lished in the pre—Norld Jar 11 period saw an opportunity to capitalize on the momentum brought about by this war effort. Several preposals were brou5ht forth by the above mentioned officials and sub—leaders as constituting the most pressing need in the Denton community. Each of these interest groups seemed to be able to capture the passive support of one or more of the top leaders in the community. This caused no little consternation among the power leaders. Some of the men of power were quite sympathetic to certain proposed projects but were reluctant to lend active support without their peers also supportin5 the particu- lar project. Several expressed the feelin5 that only one major commun- ity project should be undertaken at one time, and also that some of the proposals seemed over—ambitious for the Denton area. Each group sponsoring a major project approached one or more of the lar5er concerns in the community, su55estin5 that substantial 75 financial support be given to their proposal. At the same time there was a high feeling of patriotism that a memorial should be erected to those who so gallantly fought and died for their country and their com- munity. These events, in summary, caused the men of power in the com- munity to realize that something should be done. A plan should be de- vised whereby each real need could be met and still prevent several groups simultaneously sponsoring different projects, which might result in disruption of the whole community. It was realized that each pro- posal had merit and would benefit the community. How to accomplish this in the easiest manner, and still have all groups satisfied, was the problem faced by the leaders of Denton. C. Organizing for Action Citizen interest was building up rapidly in support of sev- eral of the preposed civic projects. This, of course, happened under the expert guidance of aggressive and able sub-leaders who had become interested in a particular project. It should be pointed out that many of the sub-leaders had sympathetic friends among the power leaders who could give them advice when requested. When project leaders decided that enough of a following had been enlisted, a small delegation was chosen to contact the three largest industries in the community and ask for financial support for ‘heir particular project. This finally caused the men of power to realize that something must be done or their power position would be seriously threatened by the formation of power structures from other sources. It also brought home to them forcibly that there were some unmet needs in their community about which they 77 either had not been aware, or to which they had not given much thought, if they were aware of them. This chain of events prompted Lester hint to call a small group of friends to his office for consultation. This meeting included Herman Schultz, Gregory heintz and R. White. Mr. White, although only a sub-leader, was included because his family owns considerable stock in the Laswell Woolen Mills of which White is an officer, his family also owns much preperty in the community and Mr. White is a personal friend of Lester Mint. The problem was discussed and numerous ideas brought forth about how to cope with the situation. It was agreed that Mint, because of his position in the eyes of other leaders in Denton, should send a letter to a highly selected group of power leaders in Denton, feeling them out as to their thinking on this matter. Replies to Mint's letter sugported his concern over the situ- ation. He then called each of the selected leaders and asked them to assemble at his home on a designated Sunday afternoon to discuss the problem thoroughly and try to arrive at a policy to which they could all adhere. ‘ The Sunday afternoon meeting at Mint's home included Lester Mint, Jim hontgomery, Oliver Smith, R. White, Herman Schultz, Gregory Heintz, Tim Randall and Ralph Meioter. Mint briefly expressed his con- cern about the many comnunity projects develOping at the same time. he stated that, if all were allowed to go ahead on their own, it could re- sult in disruption in the community with the possibility that none of the projects would gain sufficient support. The other men agreed read- ily with Kr. Mint. Heintz menti nod that he knew of some other commun- ities, considerably larger than Denton, which had not similar problems i? 7) in one way or another. Schultz Oieifll‘ ss ed the concern that Denton did ! L. .~ not have any "ric1 uncle like Union Steel Company of .oHaJn, to finan4 cially cerw1“'ite a major pro3ran of connunity development. It was a 3r3ed that sorle thou3ht should be given to fora; 3 a co munity-wide or3anization through which various civic iJJlC\Ln 11t projects ui3ht be channeled. The acetic3 ended with the appointment of Hzintz, landall and Smith to see what they could find out about how othe r caduun1t1es had or3ar11 zed them elves to handle similar problens. Mint took it upon himself to consi er tne structure of a proposed or3a11ization az1d 'mlite was dele3r ted to consider the le3al17u~onle1s involved. Another siuilar meeting was scheduled at the same place on a Sunday afternoon tlm :52 (D (C t 1‘ C7 1.4 D d‘ ( J r to apprai se their findings. The subsequent meeting of this group of eight power leaders proved very fruitful. The Heintz committee repo1 ted that they were very enthused with their findings, and submitted a proposal for action. White, who had previously discussed the proposal with heintz, had worked out the legal details. Mint, who also ha d been eom1 ulted between meet- g3ested that a pc erman nt connu11ty inprove1e1 1t association be' or3anized as a non—profit corporation. He pointed out that such an or- ganization would likely be permitted to accept tax deductible donations which could be app lied to local public improvement projects. The su3- gestion by Mr. Mint was approved by all thos present. Randall and Schultz were asked to prepare a constitution and by-laws for the pro- posed organization with Jhite advis i113 them relative to the problem of incorporating. Jeister volunteered to find out if contributions, as J—r. suggested by Mint, would be considered as tax deductible by the internal revenue service. ‘ A third meeting of this same group followed in two wears and it was cefinitely agreed to proceed with the proposed line of thinning. Meister had confirmation from the internal revenue service that contri- butions to such an organization would be deductible on income tax re— turns. Randall presented a written constitution which was adepted with slight modifications. White took it upon himself to register the cor- poration with the State Department of Corporations. The meeting ended with the request from Mint for each of the others to think of a proper name for the organization, and who should constitute its board of direc— ‘ Several small luncheons preceded the next meeting of tne com- mittee. These took place at the clubrooms of the Denton Pioneers. Each luncheon was organized by one or more of the original group of eight power leaders, but never more than three of this group attended any particular luncheon. At these luncheons the preposed organization was discussed with a number of other power leaders and their ideas were incorporated in the proposal. A month passed before the original group met again, this time in the home of Tin Randall. It was agreed that the name of the prop sed organization should be the Denton Association of Municipal Improvement, Incorporated, hereafter referred to as DAFMI. It was also agreed that there should be a total of 15 directors of DAFMI, each elected for a three year term, and further that the terms of no more than five direc- tors should expire any one year. The names proposed as directors were: Lester n. Mint, Gregory Heintz, Jim Montgomery, Carl Backman, Oliver Smith, J. J. Latrich, Horace Giner, Herman Schultz, Joe Kelley, George Russel, Ben Fry, R. White, Bob Pierce, Sy Denton and Roy Kelley. The (3‘1“) J-. J- —‘ —-. ~.—.-.~ »-_,—1 .-\ D A Y“ 4- 7’. [I-ny. ww 7,. j 1. ( ‘-‘\ ‘7 r‘» ,‘1 I: a f 1 “x: -. ~ u- ‘er - 8 ml 1.23'11 1,111.1. pose of. 4-111: W113 to 111 1‘1‘lLL1-3 and L‘.of;2l.{.:t 1-11 1.113-115"; ‘ ll.”- LL) ' C. V. . -. -. t -1 A . u r‘ 4 ‘. . 4 J a J" J—‘ V, . .1. ., t a . _. ° ... finanC1al resouices Io: tne constiuccion Cl oflb so c_v1c, 1 acreat10nal and cultural imp30Ver11ents deeLed to so ur:ently *iedwd in Denton." A major decision faced by the founders of DfiFEI was how to egitiaize thei 1r pro posa.l to the community at large. An agree e11t was reached that this should be done in a "deuxrcratic" .1113, r to assure the people that DAFHI belongs to the whole community. On this oasis it was decided that anyone could becone a member of DAFMI by paying ten dollars in annual dues with each paying neLDer to have one vote toward ele cM on the 15 directors. This arrangement was sunseq m1 ntly changed to three types of membership in DAFMI. General membership goes to those (cting scheduled for a month hence. The letter stated that any group which had a proposal to xahc for a needed civic improvement sl1ould present its case to the assembled group. More than 500 people attended this mee ti:13. A brief outline an '0 - *‘f‘ a .-\ ~ ' ' I r“.' ‘ " ‘1 “I. '1‘ 1“ 1A . n 01 a p1opos gal £01 the as mrciati n was biwen by mint ml e1 which .1- 18.8 1h C '4 supported nd discussed by several of the other original founders of I'Ir. (pclllllu 0n HI..~|....HW . l-kr-‘ r‘" ....vw—p -.:- ¥ 1 n- “...-v :1 , - w—~—~4 DAVMI. A number of prominent citizens quickly voiced their sxpp J. the propose . The assembly decided that a group of l5 people should be chosen from the floor to drrv.v rep a constitution and by-laws, and serve as initial directO‘s, for an organis ation to be called the Denton Asso- ciation for Municipal Improvement, Inc01rpom ted. Fo irteen of the 15 men which the originators of the idea had in mind were elected to the board of directors with Nate Cvernan being ,leeted instead of Sy Denton. We might explain here w1y a l'oor re epresznta tive was put on the DAFMI board of directors. 1 number of the tOp men state d that, "2e wouldn't dare ner.lect laocui. They could make trouble for us. The labor representative does not contribute much to DAFMI, but we "eel it is good public relations to have a labor man on the board." Nate Overnan pointed this out when he said, ”They know they can't neglect labor." The sponsors of specific civic improvement programs were then asked to present their proposals to the assembled g1ous. Seven di”fer- ent community projects were thus proposed and advocated to the assem- ly. A motion by Heintz suggested that letters listing these seven propo sals be sent to each of the 227 organizations in the community asking them to have their members rank the various p11oposals in the order which they believed that consideration should be given for the 1good of t} e cormlunity. The suggestion was adopted with a general feel- :ing of satisfaction that some order had been brought forth out of chaos ‘to the benefit of everyone in Denton. r‘he Daily Enterprise carried features, news items and editor- Mr. Mint and all the citizens who so ably con- ‘t1i outed toward finding a wa' ' for Denton to take a long step forward. One editorial stated that the formation and continued suAaor t of DAFMI V Ia was a step wn C11 would be acclained far and wide, a1d U" czr which the com- in3 generations of Denton could forever tip nk their 0101atae1 for their far-sirrt:1d:1ess. T e di1ecto rs of DAFMI went to work immediatelv and ;:-1eparcd a constitution and by-laws for the new or3an1 zation which was published in full in the Lnterorise, a3ain with hiuh prai se for t1ose indixidua1s selected by their fellom en and entrusted with such a hi3h res sons- oil- ity. At the firs) t meeting of t1e board of directors, it .as decided that a I 1oup Cl 2} advisom trustees should be selecsed. Many sub- le01e1s were appointed as a1d/isory trustee es, as we“e members of the cler3y, veterar s a1d laoor groips. Er. M at pc ointedo sdurin3 t1;e interview that the appointsent of adV1sory truscees served two basi pq11aoses. One purpose for havin3 advisory trustees was to-select an“ train some of the youn3er men in the community to evetua17ly take their place in the community leanercn1p st1uctu1e. The second purpose was the b t11is pattein served to tie D.FLI more clos1ly to the general com- A . -? 4- . 1.111114. 0:] 0 Y ‘- . -C'n ‘ (1 J-‘xr - . : r10 ‘ r 4 ’ "“ ‘ : ;'. ‘ «e See tnus 11r that the cont1nu1n3 1ressu1e fo1 pioq1o1n3 E) (3‘ SJ ‘.’ e. O H g |,.J O 1:. 1"; *‘S O a C (D "3 d. l *‘b ‘inally brou3ht results. The Denton power 4— J-‘ f sl1eir resuonsibilities to one conm1ni ty. I...) a 5‘1 91 0 ti u OJ 0 o W b 1 o a O m :1 m ‘.' O 0 F3 t.) C) 4 p O O 0 5-4 (1“ (a -d the challen3e and tool; c 13 to pf. ovide for the orderly 1“ development 01 the co1111an ' J. 1. , 1 1°,” 1 1 3 .0 ., . .4. , ° . .2- . .1. ‘.4 1, .. At tn sane 1Ae the men 01 power do visId a s:s on so suppoit - ~¢ . ‘4 1 a 0' 1 -r 51 "WY. 1. 1". P ' -4 H. -.1"\ -'- *weit and the role of role valt Law. and indivicte s coxm ceshed. To accomplish this Lurpcse we will wic eat a: emLirice- analy— sis of eight sLecific cases of decision-making in the Denton community. The eight cases repres e1t a var iety of Lroblems faced by the power lead- ers and will, therefore, permit an analysis of the evtli“ecion of social IJOVI( r in a variety of co”.injty situations. We will notice that most of the cases analysed regrrsent losi- tive action by the power leaders in suggort of a lLothl 1‘ project which was successfdlly car?ied out. On the otler hand, we will in- clude several instances where the men of power used theiri Ml MIC in behind the scenes maneuvers to UlCVCHt couhunity seceLtsnce of particu- lar pregosals. The followi 115 ans lyses Jill indicate that not all the power led ers actively 1a4tiCittte in o’er" major Lolicy decision. Some cases involve only a few while othe: cases involve all of the men Cl 0 a a power in t1 e dec s10h ” Mills orcce ss. How many of the tower leaders I‘“J o) earticiLate in a decision degonds on the size and sche of the Lro— ject as well as on tre i11terest of the individual power leader. Another Loint which will so brouQ11t out is that relttireL" few individuals LartiCiLate in the making of decisions, while in carry— ing out the de cis ion us, a great many individuals Larticijate. An analysis of the decision—making Lrozm ass must, of necessity, also include an account of the various leQitimation devices employed by decision-makers. IWl ho oth so e le_\_._’l .1 ‘.1‘-(,«“I 9-. * .L. FT- -. .- a- , r‘ - J-‘A , .7.“ .1.."_ , ‘w-r'I ‘, , . “ "’.‘ 1', . V L _. . ' I_\ \ ‘ (:1 r ‘ ~ yr‘ .‘W‘ ‘ I ,\ ‘ ‘ N' ‘1‘ v . ‘I 7" 3 b I‘( .1. - 1‘... {,(u IftwL $1.:L .‘.L." .J. t) ) L‘J t\)\ : -.A ble/ ‘11; LA} J ’. i4 ".1 a“ (3.. ‘\,.‘_L [-I.j.. 4 ... bf '. \J , a— \J 'A ‘ 1 (\ -~~ 1“: w. "\ —\ '1‘0 1 ~-~ / .$-~-T nfi '3- .-- A, r' f \ ‘ x-V. -, r‘ ~yr1 {j ‘.‘ -‘ ~‘- r~ r‘ v< r1 - -fl mo,’ '-'- -? T1 -,. v‘ '-‘ '\ --‘--«L--1L-LL 8. S -. (,C._('.~ ILLC’: LIJ-LL. bx LLVL ‘ (.3. (3‘1 VG!- ."/. v.) L'IL (t. ., i?_~..l{! (}—- U: L, b ' Ar! L4 4.. h. er- n I' "..., dfiumi +2.”- n n; a «'M “mam '-'~-~~ ~21 ‘ n , ~ .~\' . :.~' ’ .7 , -. ~ a )7 !,- , 31' - ‘ -'V ‘ W Cpl}; ‘14. .'_. i) L. -1.;_‘ ”Flu . E ‘Jk u.) _, .‘..'_\J.\, 2- ..I . U L. -)_; -‘..C gawk (‘2-~.‘. .(... . -- 'J.L.;l; ) t). . »-. -. '4- w‘ v ~\ '1 . -‘. . ¥ . T‘r' _ , ‘u N '_ _ '_ 0 - '\ '1 '1 J - _ I " HI ‘ ( (1 (,4. 4L ..‘ YD’H‘L ’ h", .rN‘x.‘ .-. _1s,\~«,-, no .1.“ "jv 1,. \ ... ‘.n , ,\ ,‘-. . ,“‘\ .«J CO&A-*‘V‘. u. u .34 L (in. C.’1 J. -.-xw. -'\. -_— ._ L--:¥;x_.‘ -._‘\ JL.-kJ -( ) u‘ ink, 2,- '. “-.-..- LL A 7” ""V'UI‘. . D ‘ h) .J uL -.‘- I . > '1 I 1 . J- .. ‘1 ‘l 0 ‘ > _ n L- -v a o n 1‘ ... I. x 1 \fi .11(‘ ' p10 )nr.,A,-,A‘r~ ~ 1'.-;fi {NA -‘1‘\' ‘ ‘y' -7 \ 1 , , ’1‘ ‘.wV’: :\» L '.‘ -0. ...;-C-:_,.u L41. --L~l. j...C,u.‘-‘VLV. .) L11 Q‘AV vy ...... l... '1” 'a a} L1_\.1. 3‘” 1...; u‘ _ .14“. U. o - u x o u r I 'v C ‘ ' v4 .- | ‘ - J‘ '> (fl v"1v\ ~\J." v ‘ 1 ‘d r 1 1' V v" . 1-} "‘ (‘U '.‘ -‘ v ,"“-‘:"‘ .1 ‘3 \‘D "' f "\ T "r T 1'!‘~.' 7"‘\ z. 9 L11... 9 ...«L v L1-\) L) .2“. .1. 3v.» Lg}; .zz: C: .x. (.1 .. tn '.‘», J L.‘ ., ..J_ u -~. W ‘1' 'x’ or“ (\‘r‘-‘.] 4 "3 ‘x 1 I.“ rfi‘ ‘1 71‘ 1*1w, .* ‘ ‘- ~‘,r~."“r"\,. ~ ~ * , - x) '4 f l‘\”‘ ‘ 1 L. .4 -- )k_.. --. '~' _-..-LL-. kl. 1- UL) C. "J. '\.4|.)‘.,-J I . .A-Lx‘l‘_' ..m.’ ..sJ 1‘ ’ . LKI -L' ‘31" "‘ ("71 77"'1.r\.,\ ” TJ“ flf“‘1 v‘ (‘1 \r\r ,— \fi . 4“ w ,, [\11 " .‘.('.'I " (fir\‘) ‘-3“" . ’ ‘.;‘J.-"J ‘ K,.";'L~ H. ...-z‘ . I _ .-x '. I L, v,J‘X---\l LuLJKI \ -.. 5-1- L')._x J. k“ V.‘ l“ L.-. axon-v VAL- ‘. u Hr. Hint thzn w~nt intc detail 33d cxglnined the Civcntigcs t: corjnrve t ans in “O“I“ihU‘1?” Vrdu t‘QL? 0103:; its 330 tfie DQTXI funl. Such cngtribut 033, he told t3” “rung, chld sctunlly nut ccst u?“ C fi%?ibutcrs very fiUCh. Te citgd *kc can: 9f his awn £134, "Jfich @311;; V: UV+ Lawti FYI CntW‘nsrbirtn u3<1flg'a.ffiw @wnx;¢;cmnmc itvx.cs out of our taxes and it means that we pay that much less to the federal Verinelu," he pointed out. he continued by statin? tLat, "Not only is this a good reason for Hating contributions to DZFNI, but a mo re import— ant rear on is that the n(.1ey stays right here in Denton where it is badly needed. Just look around you," Mint asked, "you will see that Y H 1 Iieed rany civic lIJIOVLICItu in our community. lint centinu<3d i;1 tiis vein for some time. He accomplished his purpose since rana of t12se in attendance became more aware of the needs of their community. At the close of this meeting of business le‘uerc 2'] repres enta— tives of the larger firms agreed to contribute five percent of their annual grc s income into the DMFEI fund for civic llDCOVGLGMUuo The results of this meeting were not publicized in the newspaper because the leaders believed that it might cause individual members tor fee l that it was not necessary for them to Join DJVEI or to make contribu- tions to it. M3Tl rial field pro; ect. The first major project undertaken by DAFMI, and supported by the power leaders, was to provide adequate outdoor athletic facilities in the community. This also served as a community memorial to the veterans of World War II. This project served to establish DAFNI, and indirectly the power leaders, as the community sanctioned svstem of providing need ed civic improvements. Conside‘able effort was put forth to ssure part- icipation from every segment of the community in this project. At an ea rly meeting of the DgFMI boai d of directors it was decided to send a letter to all organizations previously contacted tell- ing them of the seven civic projects which had been proposed at the public meeting when DAFMI was formally organized. It will be recalled y. a ,/ ‘J \4 n a) t l“ rq-p\ ‘1( /J {m J— I ,‘,' v ' 5 .—- ”1») .LQ‘ 3. o ... - W V ‘.‘ r t J. >_-" 5" 1‘ .' ‘ A .‘ . teas this was one 01 the aeCisions 1‘acned at the uUullC rate irr where *T‘ n . u“. “of. fn . m‘, 1- .. .4.J- DlrMI was dCCCiQud oiiicial SdlCtl01 in the cox,aa1u,. inis letter of le’itLuiLla5 surseoLent QLCLJLUQQ of the (N o ’3 ‘3 (a {L (.4- :1 (C e 3,: (E: (U also power leaders. Lech 0“"anisation to which the letter was sent polled its members and results were tabulated in Lester hint's office. The rosul indicated that Wriority should be 5iven to an athletic field as a war 1»: memorial to veterans. The project re eceivin5 the second most votes was for new facilities for the youth or5ar mi ation. The fact that a war .cmorial in t1e fO.T of an athletic field was chosen 0y the 015anizations in Denton as the first civic pro- icct to be undertaken by DAFMI pleased Lester Mi; no little bit. Hint had been a very active athlete in his youth, and his interests still rested with various athletic prosr?” . Since "L. K." had been elected ‘-)--. t “‘A 7 c1ai1aan of the board of DAFMI, he exerted a great deal of effort in the direction of the Hemorial field. He, in fact, served as overall committee chairman both for the drive for funds as well as for the over- all planning and construction of the memorial field. It became a personal triumph with him to see it take shape and finally be brou5ht to conclusion. The Laswell Cowmany contriouted a 5reat deal of money to the memorial field project, and Mr. Mint loaned a 1unber of his employees to the effort at no cost to the project. The fact that this completed facility was :sed by the sons and dau5 hters of a great many Denton citizens made them feel it was truly oOanhlnu for them and their 1" chillren, as well as the community at large. leis acc0‘alisnhcnt both pleased i". Mint an d further establisaed him as t1‘ 1e great} aiiua;'nn 1" ‘actor in dt1e eyes of many citizens. Man sub- leaders 1nd some top leaders in the community hCGlJCd repeated nraise on "L. M." for his outstandin5 eadership and for his feeling for the community. Repeated public praise of Mr. Mint for his ability and demonstrated community interest tended to build up a sense of c11ari sna about h’m, particularly among the sub——les de1s in the com- munity.6 A number of respondents, both amon5 saa~l1a ers and laymen, indicated that, if Lester Mint is for a proJect, it will usually succeed. Reasons given for this conviction are that Mr. Mint has financial resources at his command and also that past accomplishments den Ho1strate his great ability. What many respondents did not know is tha‘, if Mint concluded a proJect would not "50 over" in the community, he would not become as s'ociated with it in any public way. Lester Mint stated during the interview, "After the success 1ul completion of the memorial field, citizens changed their attitudes. They saw where their money went. A nuch more generous attitu“e towar giving developed. 9 fl 9 \ The experience gained during ”hisp moJect 5reat ly enhanceci the position of DJFLI in the comnunity. Since the board of di: ectors was cor.:pcsed: ostly of power lead-rs in the community, the successful completion of the memorial field constituted an indirect endorsement of their position -s powers in the community, and gave considerable con- ide1ce to these lea ers. Th yJ1uC5' ed that their posit'on as men of power was now definitely estaelisl ed in the community. The hospital proJect. The successful com;:1letie n of the UJECI sponsored memorial field project seemed to inspire confide 1ce not only C" H. U. Go; v1]. and C. U1 i’ht Mills, Fl‘JT". 3.7.13. Weber: lasso - . ~«—- ‘1 ‘ " v - , .. ,- \r DOClolOSy CafOIu Uni eis.ty P1es s, New York, liLu, pp. 2L§_245, 1‘ I‘ ~- of ‘ " ‘ r' . f 'f_’ 11" 1 | 1‘ ‘ ‘_ 1 '- ‘ ’ ‘1- 11 ' ‘.l‘a‘ . \ ‘f,~° &- ..AL ..- U-AC I-lk.‘li x, A. ....elLv-Ll.- - x.) J L) ‘.1 \J J. ‘ C.‘ ..' ~1‘."~.\ ‘J A... A.-.) 5)!”- Q .— L) 'U *7 1 1.°...:- _ .1. n - +2.)- . m ’1 3 1 1. (“‘fir 5,— "n _ - 1 “. , ‘ \«~_,. D; ..L 1'1 IJLI (9114...;qu "NAT. .'1_‘ -. l.) ~(‘.~ 'J.._:--.’. . .1 K3 1‘0 3Y1" ‘11‘r'\ 3 tar 3“?“ '.c .("l 1‘ "\ VN/I'I ".‘n 14101'1/2'nr“ fjlj‘Rf‘T 742/] 'b“ '1' "on (.HJ '1 ‘."(' 'lryflt C .. CK “1...le 1-- J' (J U‘" v VI) ) L1. ‘ c. - k-v Ll. -J.\."\‘d\‘.'.:J_ .1) u.‘., c- ..‘.L.._.--.l. LL. (1 £11.. .1.» n .‘L . UI“ 1.. .. ‘ '\ ‘\ 4 - o “ u . '1 I a ‘ u - . . 1 r‘ w r”. 11d '1 P3 1" r ,r‘w‘ 'r) 7 \?fi 1'11“ ,, '.‘3‘. | ~ r Er "'wr mrn‘wrw ’1‘~".‘_1;‘).'{\ \r‘ ~ rm 1 ”1,. 4- ,(\ .- -. 'vn 2....- w v ..Ll‘l‘\'-lvl. Uiuo. - ..-J. .... .1.--l;‘\.;._.. D» U ’-‘-Ur 0 LL,“ v ...... ' k. - \, . . \) l .‘ \, ...-Lu L~~J.\./ \Jl -’ ' 3. .-. ...- ~' F. -L -o'— ' t3 . . 1. .2 ‘-’ t J- ‘ - . ‘.'- “t '1 , .‘ .1- 7. _ _ .-~» ... .. .‘ i _ 5 O J .“ \ . ‘I 1" 7 . _ 1 1.3 . . 1 1 I. \ v naJo- p1cJeet at til. lLC “15“ not so accepteile in 9L3 c,laa1_,y . . 1 .9 V - a .0 1 .. .3. :3 1,- , “ 1 . . 1 1 -1 ‘.' L.‘ and bmlS would re1lect L11; creel; on tiefr rower pos1tien. Ine ttWei leaders were asle so e133c1s: su1f1c1ent central _ . ... - -1 :_ ._ - . 1,1 _ 1'11. . a ‘ _. __ - 1 - 1 , - 1-1 .- r, to prevent any new “25:? pchect iron eeconin; a serious lSSLC at ‘fllu - -.“: .. 1- . ‘7 . 1 :3 3‘. .1 -- 1.“ . :iCCOiQJJRJ we the 111_'Lal ltd"; 01 cc 1111 tr e15p1n411t1ens, U the next 1:16.,er preJ-ect to be 1171M»: ' ;:1 by DEFT-CE was to pro-311163 more v-. r. r, ‘ e -’ -.--. , (1 y‘ r-V h — “.1 .“‘ ‘. . .' ‘ -.’ "‘54 . T? 1 -' ‘.“l‘ ‘ 1 f. A‘. ‘r Vita i Cd Dy T11 n niall. my his time, howeve1, Joe n~1lef nod OCLMMC -“4~\ V‘: 4- -‘1 «1,-4 -\ \ ‘J— -~. 5" .1 ‘.' ‘. ‘7 \ Jr‘ ‘\.~<: .r11Jv-~- ‘ «1es1den. of the b’a’d of dirt: 11s of this “Chen G. anisntien. J \J A instil”;'tne wfli T‘Y‘Hfififi (1 +611. to: fi’i C‘ \ ‘flc’ r“ r* _ ‘.'- ( )tr ‘ift 7 ~V‘1 I‘erLL C UL'..1_.._\.aLJ. Q.c.k)LL.s.7>—J.L.\.IL-LJ X‘IC.~ e I) (1.- ~L 0L- ._‘ 51-1 ‘_ . _- ‘ _o . ' _- ‘0 _- _ ‘ |_ —L-‘, >5 ‘ .-, ‘ _ ,,J_:_ 1} T. Z . ,. 30Ut3 erranisetion 1ac1l1 1es, snotner preol and tnat 1e mi 3nt better see llu to re alon~ Nita tne 4d e11t J O k.) .1- -1. .1 7.30 ° .13. rm.” -4, 4. ,. -L. ...W .-.1-,-,,,. ‘. 1 not, lo mi3nt be clificult 1o1 111 to 31s enough gecd we Ne;s to nc_o 1v ‘ -r‘ 1‘~ . -‘ ~“""( ‘ ‘ _. .... 1 ...-‘ ° , ‘- q. - . ‘ '— ."\' 'q- on the Jouth or ini ublon pic ion wnich as defin tJlJ neut on tee LsflLL . 1 .U 4- ..-. ,3 -., ~ J» 1 ' .,. .' .n .. .. 4» L 1.- schedule. hint also y1c115ed to Cudfb ALS gerso1jl iniluence b0 hClg '7" “I ‘ .‘ “" " 1" 'r ‘ ‘ ' '_“v‘_: r ‘ ‘ rxf‘ ..\ ("fi .‘ 4"w“? 1‘ ’1‘", J‘. ‘- I“! ‘P. -. :- [\3]-.LCJ ll till-3 V'OULI 1 OJ.‘~‘E§-.£_4Z<.u LJ_">.Y1 L).'1‘\,Ji)rau.‘.o DJ-CJT‘LJ -'.’ CL; 1431‘ 1.011.;0 ‘v' 13.1.. KLlley wrote ,‘ .W £1 ‘4' l “J The DAFMI board of d' suggort a community he additional leg: 1U11ation. \f‘. JIACL )«a . EDWC" LL; myletion of the ,HC ial waI , o and 1:0 o1nted out t1 1e pressing 1113C crorded co:1ditions at Following hese letter was sent by DAEhI to all or The le‘ter es a1d asked problem and send their Opiaion n 01 the we" ma.e in the letter .93.) to suoport a hospital buildin“ that large r1ajor W; ”H!- ciaole attitude toward groeee 1e1“iod follm hospital fund 10 n spital cons It will be remembered t new vout 1 013 communicated with may need for aLaitiorfil 11rise also carried 112‘ “SO: 8.]. 1301.911‘3-(1 out the of opini 11;:15 hospitel boaxd, who the hosgital ireetors thou gut fiat th;i1 decision to 1.7, 4.: - Wm. . r - w t111e1,1or1 u: L) La 1 cl, tiiis L111: lun;oxxl Of organi- n11at1(n i‘ae:ili ties should follow at1148tic figjld. D;:L1?;v:£ [)(JIII'C1 ,\hj,\(§ IS, — '0 ~. -4 - . J - c‘l ‘. r. 1W o1 the Lomhun1ty Ci;qFl.JblUn leaaers J hospital iaeili HWIPF‘”' items about lack of iaeili— I' '1 (All J. o the hospit S ccz1tact and menspaper ptblieity,~a -,1_ canizations WA: eh had 1a Lieigated in k.) nledia need for added ‘ ‘ "r ', 7 J‘ . ‘ v ‘.‘“; 1.,‘~ ‘fi V ‘ . 'v ‘1 - UELdQLZQULUd 1cm eis oiseass the to DAFMI for their Smidanee No mention le cisicn by the D 1L1 boo.1d oi directo1s program at this time. The final result ons receivedb oy Dxfihl exp1essed a fa- with additional community DOSEital was ieveloged, Carl Baobab», also belonged to his bar of O ‘s ‘ I“ 1 1 ' . ,_ "‘ ‘f‘ “_’v' 3“ r)“ I "‘ -.7‘1‘ C‘ I ‘L'A‘I J- O... a 3.8.4.31- (‘.‘. "Lan— bk; J- L) the 1roposeda n1ount of money to oe otovidea. One Mc1ital oLa:d memoer n‘:A ‘ ~n I'T', ‘ ’\ '- ‘ r'/ ‘r\ “I " ~\ 1“ V 'x—- ‘1 - ‘- ‘N -r-\ ,— 3 - -. - ‘-~-. ~| s~1d that, we felt Me mud to Hde the supoo1t of the 11,) to Lat tnls n the cowvaniu " Such concerI was to be expected since (’3' SJ {... C l 0 <1 Q P. Kr. Blcnman still was a powerful man in the community, and DLFHI was only in its infancy. Another board member stated that this pressure on the board almost caused the whole hor311ital p1orrcm to "blow ub" sever- al times before it was finally resolved.‘ The action which tut a step to the wrahuling occurred wh~m Montgomery, who was Chairaan of he her thal bo ard, finally put his foot down and said, "this is it". Montgomery was known for fir 1aess once he has taken a stand on a problem. He had1 ecently se ‘v ed as an rn1rtant ce1mittee chairman in the memorial field s1oject which gave him considerable prestige in the community. Er. BICLman became "ware that he could not successiully nush for a gmate1share of funds to be made available. hurt conuntteex-um iowwiibJ_DlLI tolmmdlezfld.the details of tie conmrnity hos Jital werr“. Cregory Heintz was selected as the ove11° ll chaiinan 01 this committee. Heintz was select- ed because he had considerable stat‘re anon; power leaders and sub- leaeers in the community, and because he was one of the few top power men who had not become i1: vol‘ ed in t2 1e hos pital vs yeatn 01"‘aniza ti on 7 It would be interestin to leLrn whether DgFHI, after a few more yea1s of successful ogeL‘ ation, could overcoze co11eerted pressure from a pom! r‘1ul source such as the daily rewstaze1. In a study of a powerful real estate bear Bouaa indicatec that the "cal estate board repeatedly was able to win penal c sugyort for its tositi on even a3ai.st strong ogpesition from the daily newspa13e1s. Donald H. Bouma, An Analysis of tie SOcial Power Position of the Real Estate Board in Gra11d Ralic d LMichigan, Unpublished Ph EJH Thesis, Michigan Sta to Co loge, East Lansing, lQSE, p. ljo. [I .4 1 -4 The co munJL 13s able to raise enough funds to provide for n3e:led i'acilitie 3 both for the Denton hosaui tel g‘nd i'or the large new hospital advocated by' Jn3 TU'l’lLUS g; oul. Great eff JLC was expended by many of the power lendm to assure ‘hnt this ch3~“33Lse would be over— subSC“ihed. This would again make it augear 3s 3Lc3:e* successful DUTXI "‘.‘ ‘.‘—1. . 'L' V“‘ ~1 '. . ' A ‘t ‘I‘ n Vrc . ‘34 a 'n‘ fl r 4 u -1 a a '.1 -r '.' j " ' ~., .- fw' ~ lCib in the COmdelEJo n ~LoLessionnl Lind raise.~ was engaged to lindie As the ho:;fit:3l can p.i;n came to tn3 le3dline n: th sone indication that the goal would not be reached, the top leaders put on nressure to assure success. LLster Tint, Carl Bucl.ma:1 311d Herunn Selle: ts >osed on to personally telcshOLP some (>1 the.ir friends, former Lts of Denton, who he d wealth, and as; then to make 513 bs anti ial contribut ions. hint, in addition, celled severe l heads 0: chains in big cities with outlets in Denton to ingress then with the fact that they aLe actually a part of the Denton community and should therefore be interested in its Jelfare. Hospitals, he told them, are essential to the health and welfare of the citizens and need the suyport of all intereSts in the covnunity. With these additional efforts the hospital campaign was oversubscribed. There are a number of significant items maniiest in the Lore- oing section. First, we note that Carl Buchman was able to enter the decision—making picture and 0:: ext his influence 011 the hos “lit ll bozzrd members even though Fm Bucl;”3n usually does not actively participate in policy decisions; his retirement and ill 1m lth does not pm mit him to play as active a role as nany the other power lenders. A A second important point which should be made is tnet the three hospital board merf ers (Smith, Montgomery and Russel) did not /' vL-W ... _ V :1 I g A. ‘ . r—v.‘ A ‘ . .. ’7 . r‘ V 1. ,\ ‘ - u , v ~ v a I .. - ‘ V ‘/vlJt) A .3 U — .4. J1.) L ‘r-ITIIJJ: AW... :1“:_‘ r (1;- ‘LJ '1” - 1“, ‘.' L‘ ‘ lfil J (’LI .’,_“ H Jill‘, I“ TEL?! (9 ' “‘.’ 11‘1‘1 1. J- '.l h . ‘.‘ ' 1 I _ _ .. J a 1 n] I ,1fi L ‘1 a 71 ‘i I‘ 1 x \ \ (‘ I - V'.‘ " \ n W ’ ’L x. 1. CU]. '.u 4.4 .L‘ D'Jx,1- ‘1' ( 1’ I II. n7 ‘J..- uLRJ. I J. '14.” J L, . --V‘; uu 'u 1‘.) LC) ,1-.L.‘ ‘u ( L ““1 "31 (\f‘ ('3 .x-vrj' : ‘ fix ‘ , -;~ V(‘ I 1r‘" \ I." (w (‘ ‘1 1 .. ~ ~' \ u . \‘1 \ . ‘1 {1 . Lube. 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LI 5 «I -_ 934311 U "J u' :(e A J. 4- TI, .LI . 1 7-, - . - 3., J. .I- — a“. ‘ - .7 .‘ .1." ggurul, Lt v33 aJSO s ufil tJJU tau ychr l-au;:s heu 3L;- f‘? :,.-x_ -- :. -.~.. , .2.” _-_. - ”-..-n.3,. -.L-°,_ . -- ,I-';-,-_.'. ‘,., . -' 7. )- __C,;_\,‘11L, J“; L,,.'3-.3©. IMG_711- IVJ' 7."(".‘f-,S bk) OIL-LII l-‘~—‘\_)‘-L-L «'11, {on £03 b. ::-;.J- L“ (LI-304.1"; L’- fl "‘ '. ~ '1‘ -- I ,- ‘ , 'n“ " f “ "‘ i" . .‘. - 4“” ' , “ — ‘7' ‘8'.“ r‘yv'vl- \ - r n —. " w3 su.wmnrb tug IKJLULLCJ_.JTL-;Tmfl PSJuJa? MIKUI L10 JIJJU- CL,-JMJJQ1LLCH 7‘ '0 I : ‘ J.‘ I 0 ‘v‘ :11 ,‘ J "- ,—\ IL3 \‘ x .\ ' 1“. . .w, 1.1 u —. w~«- 1 JCCLllt-CE at ufllS ulfizo L tJ, Lgu ex R-C(‘ IJ-u; aces 5 CL scxeznl " ~~ ' ‘ j 1 ‘ I" 1 ‘. .“IO1‘x-l‘ ‘ - ’.'“ — nV "- 1 I ~‘ .~ t~, x ‘ "1' ~ noug: Joauurs was also DCOTVLU 13a? 91:; no asanfe SUCCLCS oJ bye 1AC|JI 1.68.1 C—‘LL‘)lL I p u . ° .1. ...- _ ..n ' ‘ ° .1-.- (. 19 _- .L.‘ , _ . . . . -.. Y'fl- ‘ Lh C)_ (‘.' Vq 1.2.7 :‘Il1_‘-C'Tl -L. aCJ-.L—L LJ '-IjTS . .' ;..- t: '.‘ (.1- it) (45713-0 lu..’-J-‘3--‘S .4- - --,, . - ,, x -- -r.-.‘ ., , .« .1..~,. ,-. fin, . - --'J- - - Jar; QSSJrgd ttat Llelqcs BdaUluLN szm tyc nos Lu 1 can ULVH mgwld ‘ '1’, .-ov';“ Y . '1‘. '- ,- — u 'r “.41., - 4' . --u‘ 1, 4. q -.-a swv. 1 I ~ ‘ " ‘,'j ‘. ' ‘1 [“1 . 0c LUguHCLfiLJQ} tJeJ aim-bud go udJe mluns L DLLMLCLN; UQCde Jale- iLiCS for the youth organizatl on of wljc 1 Jce K~113 ' 'I,(‘ *‘fl_cj‘ r ‘\’1‘* xLQ '12- L...;__\.A.K,]1Uo a; H 5—. I (.1 {‘x J 1 ~— . . .—3 . . - _J."| - , 4-: \ --7-n 1.- .2-‘ 3,. -9 ‘.' ..L. ,, c lerL-ued lLL Le JugsuLmn. ;?.u u;-u1;:cJecI would NC» “7 _ _ _ 1 1 ~~ > ' r :_ t ‘ fl .. 'I _" be snoasoxeu 0V DAFEI. Tie rcdzcr W‘; 11 rIc-ll 0L3” Lcute: ILD , Lne A. (/ ‘.1 Q ~ '1 r r- ‘ ‘ , ~ '1‘- ». N“ . —‘~. .‘ I" ‘fll' ,“ ‘ 6 . V \v- -' . L —'\ '.‘ Mont ILLflnnt rlaI dh0n~ uJe 1UWLF 395 um. , LJJ 3:3V10Ub y Cuufllvtuu ’--, ‘ ’Nfip I ‘-‘ ‘.‘ ‘ IlLInSULi on th LS DL‘OLL'I‘JJ. *4. v \ ‘."t' * In “1‘1' 1. 'I "‘ ”Len Di;jl beC1Ic {ICQch n suyJort OJ UJJS Qrcufflfi: J00 .n‘ . I... -. ‘. .fl ~, .s’.‘ .1. . ‘ r V, , -., ....:_:...I.. . _ .,.. ‘ . ' , IeJluJ WLS made Chfi‘fmfil UL “be ue‘olu . eJt COJLLvuLC. “139 CJQLMLRed 4“ '.' ’Y“ -- ‘— w- I ‘- ‘1 f.‘ - a 1:‘ t 1 fi . J‘ ‘ r l 1 '7- "" <7 ~Ir‘. uflab) JQJ th QdSHCL 0L a BJLULCULQI pr<>gec. netgs uj Due CVI ll Fifi -v\r~ -. "L‘ “f‘ ‘1 ‘~“/| +4‘ -'- \I.$ ~' -‘ :0- :T—\ -t » (‘.‘. (~u,‘-‘-(-q 1‘? . fl ‘ ‘1 1 ~s\1-v ‘4‘ N x 1“. “I“ '1 (N I" ‘1’“) u .Iu . \Jvk- ._ J... 4-1519 Ij‘ CJJ‘vC u. iLL IL» 1 L)" b.) .11. -‘l’ .1) «JD'CCI ..'u-_ U u? L. 121 2L \) (.- .\ ’.‘11, ‘ ‘o5 ".’!.\v“ ‘V' * ‘ " i'f‘ r<"l‘ ~Qr 4., ‘1‘- - ‘-.~ < ' a ‘-l . ~ -- ., 47'. ~' ,3 7,- , C) CD’S- ‘" ‘rfcl‘l. 5ft... e) i I. C)“; Lilli: \ diuddlll U“ o l on.) b 61.1; *1‘1. lC3-;\;‘C.‘ luillkd org-.1. Lilly LL) if) d , "' >,"-:‘o’.",] ‘. V‘r --. ,-,~ a tit: cu LI ('3. CrL‘J; mt: Lilutl . 7" -. ‘I -1' I‘ ‘ .;‘o ‘ “‘ ' . Cr. 1 '.‘ /1 ‘~ I ‘ n > ,_ ‘L r- ‘. ' WVO a¢‘ 1 A 1' . A hellew LeLeuLe Ll filo recent acLlLLL hdl L wxe dl1lltu iu J 3 ) getting, I'M-en 'LCI :Jr’ffrept any“; olgLi 'ean to his CC)L:Ei'L"‘:-.:3. Jim Mo Lg: jo J explained that, because Kelley refusel to curtlcice e actively in the hospital cal ul“1, he was ”being ~lfifl some ”f his own medicine". K¢:licd called Lester Mint, who was vacationing in Cali Lo Ilia at that time, and extle iu:d his diii icultieL. Mr. Mint, remembering his promise to Kelley during the hoLLitLl dl)cu,LioLL, gers tally called those men in the community whom Kelley wanted on his committee, and urged them to accept posit one as requested by Kelley. As a reL;uLt oi' this L, Kelley wvs aLLe to get the men he wont d to serve on his committee. The campaign for youth organization facilities was cversutscrioed, which makes the thirl Ilort lije. (U successful major froject of DAFHI in its Several leaders mentioned that Kelley led learned a good lesson, that he is now a better man to work with. They pointed out that, when all but one or two mehoers or a group agree on a policy, all grouj nemhers should work for the aQreed upon Lro ram. rublic oygosition of :ue memter ‘f a golicy making group hey cause disharmony and public distrust in the policy mdhlfl group. Deutt 1 Devn'clront CL rt _;-c;a ion. The exercise oft social power in a community decision-making process may, on occasion, involve a very limited number of even the highest ranked ooIer leaders. In the foll0“— ing case we note that ozily iive of the fitteen hi h rammed Lower leede s particitated in fornulating a maJor policy (c“ision. Even then, Lester Mint, the highest ranked memoer, served only in a llmand L4. dCiLV. This “see further illustrates the teha v ior 0; Lower leaders lOl in behind the scenes actions in the develOpment of a major community program. The case in point involves the formation of the Denton Develop- ment Corporation subsequently referred to as DDC. Gregory Heintz thought that a concerted effort should be made to increase employment opportunities in the Denton community. He dis- cussed the idea with Lester Mint and received his nod to proceed and determine what could be done. Heintz then had lunch with Lloyd Buchnan, Herman Schultz and Tim Randall at which time he explained his idea to them. These men were, of course, interested not only in the growth of their community, but also in their own business expansion. Frequent luncheon meetings were held by this group of four power leade‘s over a period of months to decide just how to go about putting the idea to work and how to make it acceptable to other top leaders 3 well as to the community at large. Not only would it have to be acceptable, but they felt that the community at large should actively support any proposal which might be forthcoming. When the elements of a basic preposal had been sufficiently develOped by Heintz, Buckman, Schultz and Randall, they talked to some of the other community leaders about their preposition. The next move was to hold two larger luncheon meetings in the Denton Pioneers club- rooms, with selected power leaders and sub—leaders in attendance, at which finishing touches were incorporated in the proposal. This was followed by a dinner meeting including 12 of the power leaders and some of the sub-leaders who were viewed as helpful in putting the preposition over in the community. After the top men endorsed the proposed program, Heintz started looking for a man with experience in securing new industries l“ log for a eonnunity, one who could serve as manager for DUO. The manager must not only have experience, but he should be able to gain acceptance with the many people in the community with whom he would have to work. A prospective manager was located after several montls of searching. Heintz interviewed the prospect, and discussed salary terms and con- ditions of employment. The prospect indicated that he would come to Denton to head up a community develOpment program, which had as its basis the procurement of new industries, provided that he would be guaranteed a certain salary plus a three year contract. Heintz, quickly returned home and get approval from the power leaders to proceed with final arrangements. An attorney among the sub-leaders was asked to prepare a constitution for the proposed organization, but to keep it under cover for the time being until all basic details could be agreed upon. When all these details had been prepared, another meeting of the 25 leaders was held at which financial aspects were discussed. Mint, as well as s me of the other top men, indicated that their firm was willing to put n a specific amount of money in support of the prograa each year for H. a three year period. We thus find that a very small group of men working entirely informally had developed the DDC to the stage where a constitution had been written and accepted, a manager had been engaged, and a guarantee of at least three fourths of the necessary funds was apparent. The next move was to ar ange a special luncheon meeting at the Denton Hotel to which all the top leaders, most of the sub-leaders, and all the city and county officials were given a Special invitation. It was the intention to prepose to this assembly of prominent citizens 1‘ 103 that something should be done to encourage community develOpment and to create more job Opportunities in the area. A very brief statement of purposes and a preposed organizational structure had been mimeographed and was presented to all in atteidance. Mint spoke briefly to the group expressirg his belief in such a proposal and indicated his support both personally and financially. His support was followed by statements from other top leaders, which lead to expressions of support by a number of the other invited guests. The meeting ended with a motion voted unanimously in support of the proposal, the election of the slate of directors to head up the organ- ization, the employment of a director, and an authorization of a canvass for funds among the top businessmen in the community. It is doubtful if more than the 25 top and sub—leaders in Denton knew that the meeting started with a constitution for the organ- ization written, an executive secretary hired and three fourths of the funds already guaranteed. Community Chest reorganization. A recognized principle of social control is that, if it is not possible to apply sufficient controls on an organization, it may be necessary to place COOperating persons within the organization and build up controls from within. This prin- ciple was applied by the power leaders in the following case. This case further illustrates a system developed by the power leaders for training promising sub-leaders for more responsible leader- ship positions. It also served the purpose of strengthening existing positions of the power leaders. The Denton community chest was organized many years ago. For a long time, however, it was primarily a one man operation. Several of I the Eower leaders asserted that the 'hes hould be r3o: ajizev to serve more adeqpately the purpose for which it JCS designed--all the social welfare aQ encies dw3e3di‘3 on com “unity support w1i 1 wer3 felt to be Significant to the c013 unity at larg: . Jim Nonteemery, Mecca) se of his proven ability as a promoter, we asked to become a director of the chest. He was later able to encourage seW mi ll other men of power to also ac eept board positions. This was followed by a complete re- organization of the community chest with Mont wonery beig1 selected as its nr esident. Under new lead hip the conmunity chest prospered, gained greater recognition in the community and eventually engaged a permanent executive secreta ‘y to handle the bu miness aspects of the chest program. The now or lea ders s, who were now in control of the community chest, realized that rCSponsiblc positions in the community chest could serve as a fine training ground for promising sub-leaders in the com- munity. The chest became very well accepted by t1e COF”L1ltr at laru; c, and for several years as over.s ubs cribed its goal. This gave the com- munity chest leaders much influence and authority in the e n1;unity. Each community chest campaign is under the direction of a general chairman appointed by the chest board of directors. Under the chairmal we find div is ion chairren who are mil d :aJcrs. These, in turn, have under them a number of captains and lieutenants. Thus all the major actors in the system have a reapeeted title. Each of these also has numerous people under his direct supervision. The sy‘s te:;1 itself well to the training of younser men to take a more reSponsible position and be watched by the top men for any indication of abilities which would fit them for larger, more responsible lositions. A number l03 of the younger men in Denton have risen in the power structure through active participation in community chest programs under the direction of recognized power leaders. By the same token a number lave also been eliminated from consideration; they just did not measure up to the standards set by the power leaders in the community. Several power leaders stated that, if a man is to be accepted, recognized and given major responsibilities, he must be able to work well with other men both above and below his position. Any system m.st depend on its ability to select and develop other men if it 's to survive. Herman Schultz ex- plained that, "some just have what it takes and some don't". School issue defeated. The foregoing cases have presented examples of successful operations of Denton power leaders for community projects which they actively supported. In the remaining two cases of this section we will present instances where the power leaders used their izflluence to defeat a preposal which had gained considerable com— munity support. We will notice in these cas:s that the power leaders took no open position either in support or in Opposition to the projects under discussion. They did exert their influence with the city board of realtors and succeeded in having the board take a stand against the proposals. Realtors, in turn, invoked symbols of hardship on poor fam- ilies in the community, they implied that the school bond propos in- cluded too many ”frills" and constituted a waste of ta‘pnyers' money and they further indicated that the school preposal was sponsored by "unthinking" people who had little concern for the welfa‘e of their com- munity. The power leaders were thus able not only to secure defeat of L -n issue, but also to control the order of major community projecps 93 whether they be tax SLIppor'3ed or not. The first case deals with a lar3: school bond issue preposed in the community. Denton school facilities were, at this time, becomin3 qnite inadequate. Not only had it become necessary to abandon and replace some of the older structures, but because of steadr pepulation 3rowth, there was need for added school facilities in the city. Several citizen 3roups interested in improved school facilities in the conhunity, with- out first cons ultin3 with the men of power, were able to rally the sympathy and support of a sizeable nuMber of people in the community for a lar3 e bond issue to provide what was considered a p; we 3ram of total school facilities needed in Denton. The Denton Enternrise 3ave much space to thes needs, but a3ain withheld editorial support for the pro3rau. Many of the sub-leaders took an active part in this pro3ram with two sub-leaders acceptin3 co-chairmanship of this drive for needed school lPO“OVoJCDEo. Numerous public meetin3s were held with 300d attendance by the citizens of Denton. When it appeared as thou3h the large school bond issue was gaining momentum, a number of the lar3er property owne s, includin3 several power leaders, approached the Denton board of realtors to exert pres snie to have the bond issue defeated when it came up for public referendum. Many people were still payin3 on their pledges toward new hospital facilities and an additional tax burden at this title ni3ht keep some people i‘r m fulfillin3 their pled3es. 'r3e property ownc‘ m‘ were quite apprehensive and feared additional taxes. The rea tors quickly rallied to the cause in support or their clients and thenselves. Letters to the editor were in itten by a nun'er or people expressing opposition to the send issue because it would materially raise taxes, and also indicating that the proposals included I a too many frills which were not at all necessary in the local schools. a talking campai3n was started and a numoer of lar3e ads appeared in the H Enterprise just before the vote ashing all thinhing people” to vote a3ainst the proposed "waste of public funds for unnecessary frills.” 33ested to the co—chairman of the citizens group that it might net he wise at that tine to load the community with such a lar3e debt which they and their families would of necessity have to bear. The school bond issue was defeated by a consideraole majority. The most active of the co—chairnen of the school improvement cond issue proposal has never served as a community COunittee chairman on any proJect since the defeat of the schoOl bond issue. The men of power did not give public approval to the school bond issue, nor did they Openly speak a3ainSt it. The fact that they woraed behind the scenes with the realtors was a si3nificant iactor in the defeat of the school oohd issue. Civic auditorium. The second instance where power lea ers used their influence to secure defeat of a proposal which had 3ained considerable community support will now he presented. For some time it had been the expressed he)e of a number or K J. Denton city officials to have an all—purpose civic auditorium built in the Denton civic center area. A number of errorts had been made toward this 3oal, out substantial public support was never forthCOuin3. At about the time DAFMI was considerin3 a campaign for the promised youth or3anization facilities, one of the city councilman and a Small group of sue—leaders started to enliSt support iron puolic officials and citizens for a civic auditoriuu. A 3reat deal or efjort CD l0 was expended in visitin3 other cities where such a facility was Opera in3 successfully, dcvelopin3 plans for the structure, and telling the citizens all that it could nean tow‘rd the developnent oi their con- munit" This activity took about a year bei01 e the civic audits: iii sponsors were ready to be3in actively enlistin3 citizen support for A number of the DAFKI board of directors were approached to accept this project as the next one on their schedule of civic improve- ments. The DAFNI board members approached indicated dis' )proval of' the preposed civic auditorium at this time. A number Ol infernal discussions among board W ubers showed that DLLNI would not support the civic auditorium proposal. The two reasons 3iven ior this posit ion we; e that pled3e s resultin3 fr *m the youth oi3aniaaolon facilities can pai 3n were still bein3 paid by many peOple and would continue for another year. It was also felt that another canpai3n at this time mi3ht not be success- ful and thereby discredit DAFKI and its directors in the eyes of the ecu- munity. Several DAFMI directors were of the opinion that the type of the prOposed civic auditorium, because of its nature and probable uses, some of which mi3ht be of a commercial character, should be conSi 'de ed as a private responsibility. Nate Overnan and two sub-leaders, Harold Winston and Henry Cabot, acted as or3anizers and directors of the civic auditorium pro- posal. Overman and Cabot we e"advised" by several of the men of power to work slowly on the civic auditorium prOposal, but they did not follow this a‘vice. Eventually the proposal was voted on at a public re- w \ -oundly defeateC at the polls. oecarse Cabot worked ...5 (' :3 5 E J p {.3 C4 2, {J C) U) stron3lv for the civic auditorium, even thou3h he hnew that the power /l _ -1... .- .- J. 3 3, l 1,1.-‘. I',-'7- 1 3-,_H _ )Cse‘d oh ‘ 1330390 a, 110 new Desi). ball-JED. «a; .. :1“. closely watched, but tlus iar he still retains LlS p of a nation: l reta Il_cnitlet in the count n‘ty In closin3 this sect’on of this chapter " - ~ 1 ' ~ (1- 110 's L)eJn' 1‘ '3 ‘ 71 r; r,‘ 1‘.‘ .— n, [JLC’l- C-..) $.L(Lnk'1( WC C (ill {SEC} L) .3. 3c; that the decisions analyz3d were indeed arrived at irporually by the sea of power. Not all power leaders partici 3:)ate in all maJor decisions, but they (re kept inform‘a by those who do pariicim1te. “I «1* ~' 7 x ‘1 r‘\ 4'71 — v 'x‘“ ]_«.r 3,) r~ l— )’)r cw” :L a 13 rwv '- ---.~ --‘-”~v 1 Cu (JILLJ 113$ {. one isCMJul k_L,L(.Lt-I'.J JCCJ ul) k, ( Ugllal C()..l-lUIl.L LIJ acceptance for their p1 oposals, but in two C'ses cited they were able - :‘Z'IJ- L1 ‘1‘ {L L)\; ' :‘vjj'lqfl. ’K-l / -' /L)\& If; 7‘ 1'1:— :1 (Ill. ;‘.‘" } J‘LL ‘- ‘ 1‘ to e rt Willie“ to ecur 3 c3 “a of pi op< l I I<1 ‘iey f(’ld Utt 1 ‘ 3(31‘L‘. (-1 w u " The power leader have ace; .1. Hidu 113 the commurlty, spec cii i‘ically au013 eeaed necesszj to do so. I ‘ establa.sred sytflxnms bhrOd.LllHJlCl 1axn'isin3 position can be watched ane es;onsibilities after "i hev had prove n themselves. ,,,,, Sunnary of findi13s will be included at the end of able to exercise ;,uo-leader (1 - c. Project l>pro al by Power heade‘s In the prece‘in3 analysis of decision -La;il3 seen thacr pro ects which were sanctioned anC sur,o leaders were bretsht to a succ«ssful conclusion. it c ader will recall that, when power leadc ”wi’111;eld 5-.‘4 , .v -' ‘~ 1 . '1‘ Q . V‘ -n ‘4! “VI ‘.'-.33 ' ' ‘4 piodecs (the elf!“ audiV01iua, i i enan131e), t e prQ J- ~-r J“ ‘4 o O to hate ialize. '. r‘ ‘n- " 'n ‘.’ ‘. . h . '1 ‘r‘ z- - It lo, thereio.e,s L3niil ant to net e tlfi; Y? L.) controls processes Oil L) the sus- -leade The power leaders, in addition, C(lll A 1701 ()11 ~sr‘ ...l” be given :iven 3re ater edetailed .23-: . i . -. calf) CddDLCl‘. W (3 t2 re power 4".‘D‘\ U in“; ’ . - -. . . -0 .. ' su33ortcn a hay ‘ ‘l- . r. 1 ‘3 130 CU. lJJ..OdeCt .1. C44. ’V‘Qr. . 1‘ ( ...... ULLC One I. A .LL] \ Uigd illiczti had 11L1 Y: t“3 . lb. .3, 0.. , 1 lea fl sJCisl power of the Denton ow-r leaders is decisive in 3ainin3 n;wrwv- for major cou.uLi*v projects. In order to ascertain the extent o“ the Denton poweL leLee; s the following suest on was asked of each oerso: litervizwed: muss clearance be received ‘rom any influencic.ls before a major community project is undertaken? The power l(1}e“" re Ml ed tiw.t this depended on the project. If it is somethin3 w-mi h should be channeled through D PHI, then its J I— boar slould be consulted; if not, then is should not Tatter. Since DAFKI is co ntzolled by the pxmrer eaders, and no major commi-ity project has succeeded in recent years without approval by DLFMI, this is an adris sion by the power lo: ders that the r can ex-L‘cise effective control over major countnit prQ ects. We have seen in both thes chool bond issue and in the civic audii Ho inn T ro*1)os al that disQ roval, or lack of ap1r val, from the men of power can be disaster ous to a p1 oposal. we Lave noted further that the s11:ol bond issue was def eted bC )th because of Imel-ap1ioval by powc r leaders as well as by benind the scenes Operation of a nunber of the power leaCers. 1 'Y Even thou3h clea ance for a p1 roposal has not been 3rantea my the power leaders, they do not openly Oppose a project if it appears tha t the 1.ro oject he s considerable citizen support. Such action would ' - 0 ~ likely be interpreted by some citizens as the men of power Doing selfi's a 4" and O’WC”“Q to 1mr 3ress. Such citizen iecling would tend to curtai 4-- of ii" (‘Q influ ence of the powe~ leaders as well iS causin3 3*eater difficul In r-sp01s to the ouestion on clearance, the sue-leaders a. .1. ouitc unanimously indicated that any major community project must have ,1 4 1 — W v’ . n . _ ~- A I 1 s . .4. lll clea ance 11c :1, at least, some of the power leaders before it can succeed. This opinion is very 3Loninert QWIO sub-leaders since many .1... have hopes of eventually being accepted as a poor by th power leaders. The sub- ~le aders, therefoi e, 3cqer’lly are areiL 1 not to go against the wishes oi power lead ‘318. One respondent stated that, ”If these men (power leaders) are against a proposal, you might as well fold your tent and go home" In contrast to the above, the reader will recall that three recognized sub—leaders (Ove nan, Caoot and Jin 5 ton) served as or; 3anizers and directo~s for the civic auditorium p1013053al eJc3 :1 though they were aware that the proposal was not supported by the power leaders. Hr. Overman, a 1mrozinent local labor leader, was able to pli' the role of a director for the pro: osall cause, as he later pointed out, "I had nothing to lo: e and the pr0roct was all right". Both Overnan and several power le 36ers expressed the 011inion that, because of his 1105 iti on with the union, he will never be accepted as a peer by the power leade‘s while, at the same time, he is likely to continue to represent labor elements in the community. Mr. Cabot, on the other hand, overplayed his role as local manager for a large business concern. Gabot is relativel-r new in the community and he has been suite outspoken on several occasions. Even thou m} Caoot has been "ta lhed to" as the result of his actions, his prominent position in the community ascribes his considerable stath. Cabot, incidentally, indicated to the writer that he has no parti- q q c1u ar amoitions towa1 d oeco.ing a prominent power ica‘er in the com- munity. Mr. inston, as has bee: pointed out, s a shrewd politician l-Q ll2 and exer is 3 his influence prin m'ily in the politicial arela. A number of iniorma ts stated tlat Winston has political aspirations on a state or national level rather than aspirin; to a position as a local con- 1nunity po.Ier leader. When the question on clearance was asked of the layten, all those who replied indicated stron3ly the s power leaders can pr vent any major preposal from 3ainin3 acceptance in the community. Laynen gener- ally eXpressed a feeling of futilitv because they either reco311i ed 01 Wt Wouted 1a13e reas1r as 01 social cont; ol to the power le :1ders . A number of laymen eLp1e essed arfbivalence toward the community power leaders. They posed the dilemma of needing approval for a pro- ject from power leaders y t not being able to contact any power leaders directly. They resent the necessity of "30in" throu3h chaIm 1013" in reaching power leaders. A summary statement of this section would indicate that clearance from power leaders is suite ess ntial if the sponsors of a major community project expect to succeed. Power leaders tend to play down this aspect of social cont1ol while sub-leaders reco3nize t21e systc and work with it. laymen also indicated recognition of ‘hese elements of control but e: quessedr ntnent of the system. The above summary conforms to one of the propositions accept- q ed in t11e f1 ame of re1e1e1ice for this stu'y: high status individuals 1eel they can control a social sys tem, middle ranhi13 groups work with the system while the workin3 class is freouently suspicious of those in positions of authority. D. Chapter Summary I . ( , . . n . « » . . . a . o - » 1 1 . 1 r 3 , 1 « \ . , I , 1 . . 1 . a . _. I 1, . . a - — 1 1 s - 1 . 1 1 1 . 1 . - . 11 1 w , . .~ 1 1 . , , _ 1 .- . 1 1- 1 4' 1 5 ' I 1 .' 1 1 l 1 A. 1 I . . . . 1, 1 1 1 . I ~ . «4 ‘1 I I 1 1 .A J , \ l , . C a 1 ' ' 1 . 1 , 7 r ~ ‘4' \ . ll3 The purpose of this chagter has been to present an empirical analysis of eight soecific cases in which the Denton yowcr leaders exeicised their authority and influence in -oi-.iatin5 major policy decisions in the community. We noted in the grevious chagter that t1e Denton W .Ier lee LdQFS formed an or5anization, DJVKl, throu5h ulich thei: decisions COle be fortali zed and which, in addition, 5ra21ted a de5ree or le5itination to these decisions. DAFMI, therefore, served as a; Icegated ease of egera- tions for the enton tower leaoers. ue hare hypothe Hi ed that m*st major decisi‘ns are made in informal Structures and l‘flollluCu in formal SCIIGLUIJS. In six of the ei5ht cases ann Hl'zed biiC uajo or doc OTIS were indeed arrived at informally. Only in majord d ecis ioz;s relatin5 to the munieigal stadium. and the community chest did we note that major dec isiels wei‘e arrived at in fo;;al structures. The in tietory decision on the urmaiciga stadium I. as arri I Ied at thr0U5h a poll oi‘ organization membershigs while the co:.mun.i'y chest re or5anizatio a eaa -ated within the chest board of governors. In all of the ei5-t cases, hOF’Vei‘, le5i tlmation oi‘ deci sions «as granted by iornal s I‘UCtU“CS. These include DAFKI, OLIC. nity or5aniz tions, public meetin5s and tablic rei‘erenduns. Another conclw on flCu i: -5 from the eight as s prose ent;d is that the power leaders yernitted thenselves to De me :e pdblicly associated only with oositive comm ity “057ams. A Lublic stand on controversial issues were avoided. In the two pro ects which were not approved by the m n of 3 wer, they alled forth their intra-community 0.- “,1 1 ...-p r71: 3 NJ... LAAQLU~LQ . .Ll1(¢ {J ccess to secure defeat of the proceccs at puolic “e 1 Power leaders were thus able not only to exert thefr iniluen e to assure 1 ‘n “1.- C 1“...) - ~n V l 1 11. J-“ V :_ ‘. ~ ' , a _. ‘ _. .. i V . . .. - - - , , . l. i . ~' .. J . x ."9 -\ 7. ’M ' x 4 "t \ ‘.z‘lK‘ - ')1 “"3 'K‘ ‘ ' a? ",‘f 3 (Adlv‘ we. 1; O, 1,; it, 3.0..) alt.) , UL. u ull'vtLJ. uC.d.l-;lU. uil‘n ..JLLLAHJ 1.11.1. J. Li . Li 1) ML 2, L1 .JLe 4'1‘ ' - . '- ‘1‘!” ‘ n" V" " § 0 J“. '.’ I ‘ ' . q "- M T -. - c - ‘r‘ ‘ . - one 3uslic aa5e 1:0u assOciat1r5 ne 3ower leaders with an ssIe wnLcn . . P on J-- , was eieatad. 4. ., '.,, ' ' . J- —' , * W - V. . ,. ., .9- ' -. It was also 3o1nted out (in LhC nos3ital caugai5n) that Curtaid "‘ {I ‘5 ‘J‘ ‘ '. ‘1‘ ’1 1 h 1“ c r r _-. 7'- ,*r~ -: ‘.' ‘. V“ J‘ ' ‘-‘~ ,a? sewer leadeis (Lesser Lint, tail sucnnan and neisin benuius) were aale J- f! 1““ : “ ‘1’ u ‘ 'l . ’ '4‘ - ‘.‘: . J‘ I‘ (V F'T', . . ‘ a \ ,\ \ I" ‘ ’ to b; r late 3lay heir :xtra—eoanunity access. inis .-as used to U Or‘ 31"“ c 1 no I" '4 '3 (11 '1~‘“1‘ "‘ i I" - W‘fi'f,‘ 1r." Av ' 4‘ ’1"'V"1'1W“ .( Lab) Mk IJLLCC‘uAJS OJ. 1).;1‘“ HOLJ ‘):L. ‘08» C you” ".919 L1 f 01 .LL.1.L\—~AJ I.-1k’i—l l L) L¢;«L4L4L-A—L.L L that there was some 013.6:Stl07'l if enourd1 funds would be for' the or. i125 in the Denton 0:111. Ini ty. The reader w’ll recall that not all of t11e pews: leaders "L‘ . '1‘ . ’L‘ '1‘ . ~.~ 1 . \ " ‘x "“ 1 -~* '. V 1 -r - ra rtie Iated actively, and to one SLmC de5 700, in all nador dec s; n3. 0 Q In the development of DDC, for example, only iiV? of tae fif* J ! f'\ x. ...I N \J '1 rd 3'37 MK... ('1' “layed an active role. do need to point out a gain, however, .1... -'-"r J- - ~¢ ‘- 2 ‘ r - ‘-‘ - . 1 J3 H‘v-n -,- = . ' v ‘ c . —~ —I J- taat all power leaders are legs inioiaed oa nador issues. This was UQLHV" edlir indicated in the hospital project when the three 3oner leaders .1., on the hosyi‘u 1l ooard consulted 0t ther power leader be: re wroceeding I l .4. : .L‘ 4.1 Wlon one 11305 tram. ’ ..l. 4. . .‘ ‘.‘ .2- , r. , ,7 2 . ... (du3thL'C ‘ clL:sIcn1 is 1nsis the lxrwei liirieis lxzhe la1'5 1:1easures of socu.al co: 1tr ol I-IZIiCh can be brour‘it in to 3311-er when condi— I‘ . r‘1W r1 tions demand. ine threat Cl “WWLEIC‘ 5ains Joe Kelley to kee3 his I ‘. . ‘ ’. “ " ‘ c ' I ” ‘ '1 J- ' '11 “ I '. ‘1 " ia line is a 31 ilk eianple. another gam3le was urcscated when Carl D I —‘~.« .L' r — u r n -‘ -‘ .‘ 1. - V (Q \ —~ . -. BUC-4aC‘-.l tarratened to K'IlJulhiOl’u. IlCu-LJDQ701“ e IDllC' up. .1. ... ty ikn: the lwxrgital )roposal for an ovei all cormuin ty hosjatal e; | 1 prOJCCE unless 3-0 }—I. C) )3 3 .J H. ___1_ r" we; e acce: ea. rrr fix. - ".7- 1 . , , .r- ., 4. ,. ., .° . 1..- .° ,. ine above instance snould HOU be constrted as an indication f) 1v} fit ‘ l‘n~r ~n ‘ yx . “‘x‘": . r“ '3‘“ \‘I‘. "' '3‘: 1‘) '1'\ ° ml“ ‘.')! [1‘3" ' r‘ ‘I I’ 4‘11 1" OJ. Lt‘ -LLI} 1‘11"}. 0‘!- .L---.L ..L iLU-l..1o Lani “LU‘LU b-1b lIC‘LIL- Lbck \l-'— L) O 3 LL) bll—n—U U Liv. ‘d u '1 J-‘ ...- , -.. 4.1.- _‘ ' I .L‘. 7 ___ i ,- ‘. , Dr vaesset there were re3eagea ludlCquOJS that the Denton NIWCC leaders were sole to exercise t vi: ”,1“ in tie co Unnit” with iWeIwasin< V 1' ' .’ . ‘ _ -3 , , ..- . . V .. e. - ~ . I ~ 7 - . — ... v. iac1lity. CJKfiSlVC ele eats a en5 the never leaders were IzIest 1mm I a. 'J 4 ‘ , ‘ I ‘ 1: -~q ,-\.‘, a 41-. - —, - , 1 ~ to 3Wieveut HIOUB di..seesien alps; ogc sewer lanevrr. - — ‘- , - . _. -3. I I - n.1,, \ .I-‘ .r 1.... .4. .,. . .L‘ .r- , . ikiftner CKflBClUSJfLL u) so eiwmal irsiliii_s e.un;w:: l8 Lists new force asd COCi‘ClCH was not a3 ... k,“ — «I. . -I. .1. It. 0' . . o l, t as“ . Iatner that tne iinesse >i colwiHCim5 d1. ~L-4. ': '- ’.' '- > 1 1 1 u ' 1- -‘~ 9' w (‘I a; " -~‘ (V , fl ' «*Iluence to oea~ on 51cm 5 or «lhl‘lUUJlu. Cnig as a last iesei r w , .. 4.}, ~ 1 . .'.'.— x31 ex and tie ncsnioal ‘.‘—4 nttiorxs eallxml frerth ( ,f 1'—-‘1~ ~‘-« -~ v—- r". ’. .~ ,. " KLJJW‘LJ. Duf ”LNG E‘C'tlijl.‘ lg?“(}Cf‘S o |li J l‘,."(.?.1‘pi(j‘~.x. . '-‘ .A, -1. I-..- ‘CJSSIUHS was use& to brin5 Power lee ders in iezrco:1 Cid sot par Ieit"4e openly in party -: .- - W. I . —.—. - -. .- 0,, - I... . 4., 3o itics. idlb 3iev ‘lotd s; e3ubiic iion. sspc ati:I5 teem Wluh ea; .0, -\ - ~ r‘ w. . ' A, "Ifi'a\" «. ' -. - Q‘ 4.35. ,. ... w“, ..‘ ... , _ . WI ler iactioxs or int (3 s-t {LOUHS in the conutuitq. It lulbhci iet..Iitueui the power leaders freedoII froi encurbranees and alliances which migst ‘1 . hinder their future activities. We hasten to sod, however, tTat r1 power le veers he d develo ed workaole eha one s Oi cemuusie lion w} 1C :1 7/ ‘ \ 1. I’ “ " ‘ ‘F‘ " , ’ {‘.‘ J‘1 ‘ I ’\ fi 1‘ ~ ‘ I J '. -v". J--‘. ‘ .1 n 5' '.' — . Le:t tees iniermed oi poli bl al plans and eeoiv b es. A ruxfoer oi sow»: . . . I ° _. - . : .L. --- -44- - .t- , -5 . .1. . . -,. . - leadeIs, is adeition, gaxe grivate SULinb to DLP Jeliticel 3aitI A final conclusio: stemming from ,sis chapter is that it n shly desirable to secure clearance iron, at leost, some of the lrxq‘y'wvvC‘ 3‘0 tr Q c“. m? nmwr- -o _ awe-pvt: ”1m“ rm?» p. \TWIIII- 3.1“, WV“ :n‘v“ 1 “milk”; u .LJ. [1 a)? .71.)..‘1. .9 Cl 8. on- .-C v_-<-«i .;r. 'Vr Chess-sil’. b“) _.I. O -~_,L. u fi ‘ ‘\ ‘ -. V' r 4 J. ‘I' ‘ “L wflc) .9 - .‘ -‘- ‘ ~ .1 o1 success. he save Jainoel 31o tflxlt . 3 JCCt suloIor UCQ by tue LCNCL \ / sq ‘ o -. 1 —- 1 J- 1 . .r' i . ~ i ,x--\ ~4 ~4 - . . ' : t - lealeis 1s lifislj b0 succeed, wnile nos-sa,3o;t i olpoSiticn 0g leaders is a critiJal factor in the dc eat of a projest (‘ -. - 4-1 ~ " a NV! 1- r ~ ._ r\ 1 r : , ulflCO the 1e C out chaptei hes yiese1o2e as EJJlJS;S of vx . n 1 w. 3 '4- ' u . re . q r ' "‘ 1. .aJoi .ecisions-manin' srocesses, 1t 105iealiy £0; lOIJS tuub this J. tee r‘In deb" tion should be followed by an a:ee sis of legitimation devices ermpl eyed l ‘ " ‘ r ‘, ~ " s ‘. r v ’1‘ . r ”1. "I. ‘r , ‘.‘: ", «3‘ 1 ‘ * ‘3 '...7_ ' r‘ .- . .‘1-' 7- - ~,_,( 1--’ -, ‘.v'w as Hell a5 an CidflLMJuLCH o; Lne CALCUULOJ {L330 0: Lmd QCCLu;Ufl~mdnLfiu J.‘~ '.‘ “V _‘, (”i _‘ Q" o .a ‘0 .fl‘!‘ 0 J— , --‘, ‘ ~ ‘. hue 8 LJO anageb Vulcn Wlll COLuULbu c Lue 049:8 ‘ of the U followinv chayter. CELEI‘I‘L'JR VI mGI'17I}.;.\TICII‘I MID inc UTICII A study of social power is not complete unless consideration is given to the three basic phases of the decision process, namely, the making of decisions, their legitimation and finally execution into action programs. Policy decisions, regardless of who maKes them, will not be effective unless they are accepted by meebers of the system for whom they are intended, and subsequently govern their future actions. Ac~ ceptance of decisions is the test of whether a group actually has reco;- nized power in the social system in which it operates. When major decisions of a group are consistently translated into action programs, it indicates that the peoyle who made the deci- sions have handled the legitimation problem skillfully. It indicates further that members of the social system have exerted sufficient efforts {D to translate the decisions into the kinds of programs 8 tisfactory to them. The previous chapter constituted an analys's of the exercise of social power in the making of major policy decisions in the Denton community. The present chapter, therefore, will analyze the remaining two phases of the total decision-making process, legitimation and execution. The process of legitimation as observed in Denton will be 1 discussed in the present section. This will be ‘ollowed by a brief '_ c o . .— r i , , ,, i v . _ _ _ . - , t , . lid section relating to the execution phase of the d; ci "‘on-hahin\ process. :1. Ixryitiizrtiorx A oolicy decision is considered to have le i‘-macv in huerica society when it conforms to the customs, beliefs or traditions of the majority of peOple for whom it has consequences. It has validity when it appears rightful to the people of the social system. egitina tion involves not only the recognition of authority and influence, but also their justification by nenbers of the so ial system. Maclver indicates that legiti.‘ :ati on is based on authority which, in turn, rests on the roles played and statuses held by those in l poo sitions of authority. he I‘L'ucaciy indicates that the use of force and coercion plays a prominent role in legitimation processes. It was pointed out in the previous chapter, however, that Denton power leaders did not esort to the use of force in gaining legit’mation. We have found in this study that the men who make major policy decisions feel that they do not have a nor Lo opoly oi‘ authori ty in all ca ses to legitimise their decisions. While the power leaders do not have a monOpoly of authority, they have found ways to facilitate legitimation. Although this is a complex task, it is not necessarily dirfiicult in this corru- nity. Legitimation was given to these decisions by other means, as will be pointed out la The three bases of legi ti lacy pIOpos ed by 11Gb er (legal-ratione.l, raditional and charisr LatiC) have, in part, been found applicable in the 1 l R. M. Maclver, mhe Woo of Government, The Na nillan . ..J 7“ Company, New York, ly47, p. o5. ...- "V f c . x Q ~.' . ; ....— — a c ii; ltgitination pr oc’sies in the Denton community. t was learned, however, that llxpil and.chiL s at1c.l)hny"were Lanai considinvdflgfzxore ilccpbn.tl* -'44 .r _.( .ch CF n A. than the traditional basis for illn leg LLLH‘P’ The observed structure had not been functioning in its present alibnncnt for a long enough period of time to have a traditional right of legitimation accorded The concept of social power is frequently not accorded recogni- tion commensurate with the prominent role which it plays in American soci— ety. Power is given a negative value, but a high preu1iun is p1 eed on legitimation. We denand legitimation of power, but often there is no routine process for it. Legitimation is, therei'or e, often a more diffi- cult process than the actual making of decisions by the 31en oi' power. Legally constituted bodies, like a city council, are accoi ded a much higher degree of legitimacy than the less for mal, or extra-legal groups which so often enter into the decision-n aiing proc cess of the cons unity. Policy approval may be given by certs in persons, certain groups or by all the people in the sys‘ tem'by means of a referendum. We have seen that the most pretzinent I'HCI of power in Denton have not been popu- larly elected to the constellation of positions which they hold. They, therefore, had to find other means of gaining le mi ' ation for their policy decisions. The men of power in Denton were well organized through the fact that they were in controlling positions of DAEKI. We see, herefore, that an organized minority actually controlled the un— anized majority of citizens in the community. Acceptance of a policy decision within a legal-rational system implies that nemers of the y tem understand the reasons and advantages of a decision, and accept a decision on the basis of social iacts. l2 L) .1- ... a, ... . - . .... - n ..: . . - ‘ Den.on gower eaders are fill; erare oi this uLuL”‘J End SCmCClme witn- hold a decision until it appears that it will be I'LLTSCOJQ and ac'evt uji ”V the QCOflG in various ICSithfl“ of leadershio in I 0 have seen, for CXILUl“, the the deCis ion to sup LO? - cf {J }.—J F; O H {:3 O H) Ci ('0 ? g. C {L 5 hospital facilities ahead Ol the scheduled youth organization facilities was temperarily held up. Power leaders co nvix“.ced e: on h suo- —l:x 1&3?” to d C C f” pi is }_J {:1 6 0 cause them to want to make this c11anse in preViOLley ac op“ es of le *4- T -.'-x—- .r.4.:- . t r.“ a n H hegisitasion a :nc_c . inlce basic aggnc w~~e cit d by the Dc:1to:1poicr leaders. They are DnFKI, the city sad-‘.' council, and the more prominent civic and service clubs in t1e coru.u— nit". Jo have seen that the DAFKI board of directors was composed mostly of Denton power lea'ers. The men of power themselves have 1 -LJLLI‘LC1£111‘C re sources of authority and influence which, in turn, gave a measure of le“itiuation to Da§“'. Ano shcr innor“ant factor in accountirg for the la iti‘acy accorded to DAFMI was public apwroval of DAFMI when the idea was firs t lroposcd at a public meeting of r-r"~sensati JCS Oi all wage“ civic and servi e clues, and organizations in the co munity Remy orolihent conuulit leaders felt tlat DAFHI was, at least, pa.rtly Ix . ea . -" ~ 0 -'- -- r‘ 1 ‘a ‘ “v 4 4r r" ‘ ". "- w -' \ "V tLCli idea. Ii any oi blCoC leaders Oi Ol:$hla3bthS weie to onuose SI, they would be opposi1; a structure which they themselves helped establish. Repeateds ucces' ses, in addition, (scribed qualities of insti- tutioaali ed char :;:a to DH;-LI. Furthermore, certain nower leaders, like The city council was felt to be ai inporta;t le Qitigation -- ‘ '\ | , , '. -< " . J-r‘ - ' jj’v‘ fa. an“ «a W - 1 J-‘ ~r \ - ~i.-< 1, r-1 3‘ ‘ I a ehcy uecausa its quULlo are elected by the voteis. Tao CudnLll, . c . ~ x t .. 1 4‘ #- ~'\ "‘j '\ 1 1‘ .‘Q a‘ i 3 "“l‘) 1 1 , " . "V f... K ‘ "1 \ ‘. . v] “- 4‘ ‘ ‘ 01"" ‘L '2 r‘? (.411 ‘I‘Ul C130) 119.4 ‘51. LLL‘JKwGJ‘ 03.41;) C; LLLLU.1CJI‘.Lt;r ll). COL 41-1“}; ‘Jdr I.A1¢LJ LC.L‘L) I I '~ ~.-. .- , J»- ,' ‘v: - \‘.1 I" —~- ~ ': «4 . '-. i ' "1r- “V‘v-V 'r . '~' Y‘I‘Vlr Froiinent Civic and seriice er5 aniz blOHb in tne Connunity hull considered impor sant le5 witirztion a5encies by the Denton power leads s :nd by others in the cor 1U.ibyo Once basic policy decisions a‘e arrived at, the idea may be preposed to a elected organisation. larger guotes an ifllC:.dnu who exg‘ WlEIl that, "Chamber committees and other civic or5anizations are brou5ht in on the idea. They all think it's a 5ood idea. Wley eels to 5et the Council located and established. r“‘hat's about 10 all there is to it. Otherl lblitblCfl devices. Oneo tlze eitc‘p ises of decision— nahers is to provide incen sives which will make policy decisions appear ri5ht£ul, meanin5ful and aCCeptable to individuals and interest 5roups in the community. The use of symbols izvolves< the invokin5 o- a set of values widely accepted by the members of a system. Symbolism has been used fr aqiiently by Denton pom: leaders to 5ain le5itiu11tion ior policy Pos tive symbolism employed by Denton power leaders made re- ference to patriotist5 democracy, idealism, aesthetics, personal health and safety, morali ty, pre sti5e, job security, and enhanced personal incone Svubo ism emp’io eyed in a ne5ative 1r anner to prevent communityr approval of several proposals include, nnecessary frills for public ouildin5s, mininizing goverinental eXpe nditt‘es, keeping taxes within reasonable bounds and equatin5 a proposal with undemocratic tendencies. 0 vv - r" _ - Y' 0 ~ I ' L Floyd hunter, Cor“sisv Pd the general Chairman, five group chairmen and ten division chairmen (called majors). The overall campaign included 66 captains and 102 lieutenants. The lieutenants, in turn, selected local workers in each small area of the community to be covered. This organizational structure revealed that all those with any Slpervisory ability hsd‘a number of persons under their direct supervision for whom they were responsible. The community hospital project campaign saw more than a thou- sand people actively participating in some phase of the execution pro- cess. Carrying out the harbor project, however, involved a relatively few people. Policy execution was found to be on a much lower power level than either the making of decisions, or of their legitimation. Policy makers may participate with sub-leaders and public officials in the process of gaining legitimation for a decision, but they seldom parti- cipate actively in the execution phas . Laymen and sub-leaders, on the other hand, do not participate in the actual decision-making pro- cess, except as they may have some influence with individual decision- makers. Carrying out a major policy decision does not necessarily involve every segment of the community. In some projects, like the hospital campaign, an effort was made to involve as many people from all segments of the community as was reasonably possible. Other pro- jects, like DDC, would involve only certain interest groups. The type and scope of the project determines the extent of participation in its execution. C. Chapter Summary It has been the purpose of this chapter to present an analy- sis of the legitimation procedures and devices employed by Denton power leaders, as well as a brief discussion of the execution phase of tie decision-making process. ..: inn”, .-,. 3., .~ .A, ‘-7 ,,. ,‘ ,- ,tl:,., 10:11. blind. Lalvil ill \IUlVC~-J “MILMLLIE, (J. kiCC/lbluHI (‘1 (. b C to tjince tin: prO' appear rightful to the manners of a social system, it follows that giv- ing legitimation constitutes a justification either to the decision or to those who made the decision. Legitimation, tterefore, is a test of whether decision-takers actually have social power. The fact that legitimation was repeatedly given to the community decisions analyzed in this study indicates that the community power leaders possess s3 rgni— ficant social power and further that they have handled the legitimation process well. Although there is no routine process for legitimizing com- munity decisions, the comnunity leaders found ways and means to gain legitimacy for their decisions without undue difficulty. The fact that the existing Denton power structure constitutes a relatively new alignment precluded the use of traditional bases for legitimacy. We have noted, therefore, that the legal—rational framework (as defined by Weber) served as the medium for the legitimation of decisions in most cases. At the same time it was pointed out that charismatic quali- ties ascribed to DAFMI, and to certain power leaders, were manifest in the legitimation process. Since in American society no routine method is provided for legitimation of decisions, it is necessary for decision—makers to de— velOp legitimation devices for each decision. The Denton power leaders, therefore, availed themselves of numerous available agencies to gain legitimacy for decisions. In the specific cases analyzed in this thesis we found that the following agencies were used for legitimizing decisions: DAFMI, the city council, the hospital board, public officials, service clubs, the community chest, the that. Lene_ally sneaking, a ptclL.c le-jL At the r—k vi or each major decision. cesses tended to bu ld up within DAFHI, ’uld be employed for subs added that recognised coni.r1unity contributed to gaining levitir' tion for Other legitimation devices em e113:3nclud.‘*‘1-- -( «r :,' ‘.GV'A,\.‘* ‘."IL . ’ “ - '.‘f‘, buwtr‘, L. bLlL'r-..uIl and. :1. b1-_llv’ uuoh l’ldve .LJ..£_2‘UI. oiln’ iitgolullalrb .1--l L'Ll . (I, enterprise mana5~i sy their respective fathers. Ten of the Lirteen power leaders are men who either started with a small tusiness and have built it into a large concern, or who started at or near the tot— tom in an existing large firm and have since risen to te managers of their firm. From the foregoing section we conClude that each of the ii:— teen Denton power leaders held inportant positions as bases for author- ity. In addition to outstanding positions within the community, sev- eral held prominent positions on either a State or national oasis. We need to point out further that the varying degrees of in- portance attached to certain positions naterially influences the author- ity capacity of particular individuals. Lester Mint, for example, was considered to possess consideraoly more authority than Oliver Smith who also is chairman of the hoard or a local industry, and who is rated lower as a power leader than is Mr. Mint. A further component of authority anong poter leaders is the extent of control which an individual is atle to exercise over others. This factor will he discussed in the following section. 2. Control One of the bases or social power in Denton is the hunter of J. oersons a man has under his adninistrative control. This depends some- what on the nature of the business in which the power leader is enyaged. The fifteen Lower leaders in Denton have under their adiddistratiwe control well over half of all the people esgloyed in the city. Many of these ehployees live outside of the city which tends to cpr=ad the cohtrol of the tower leaders over a wider area. Tatle 7 ihuioatos in a summary way the extent of control that the power leaders iaVe in Denton. "I TAhLo 7 Numter of Persons Unier Administrative Control of Power Leauers in Denton. Numter Emyloyed hunter of Top Leaders \ \ .1 F U) (.0 Cl H, ‘ E S \ ‘ C U LU loo to h;9 a sec to 9,3 l 1,000 and over 2 Lester Mint was reguoou to have the greatest amount of ooh- trol over others in Denton. The fir; which he manages ehploys about one fourth of all those gainfully entloyed in Denton. Mr. Mint can 'give employment, withhold egyloymeht or threaten joo security for nahy people. A further factor coutritutiag to the control corponent of Lester Mint is the fact that his tersohal wealth, and that of the ilrh which he manages, can be distributed to yarticular grojects or with- held at the discretion of Mr. Mint. The s Ccess of hahy commihity tro— Jects, particularly those which involve lax ‘e amounts of money, can 'L easily be controlled ty Lester Mint. 1 0 "1 I CwnerShig 01 the Denton Later rise, the RCSt ihgortant puo— lie hedium of conmumication in the cohmuhity, gives Carl Euchman a large measure 0: control in the community. Mr. Buc}mau can efieetiVely deterndzmzzdng gets iLugticity a d.vdn3x1oes not, an: well as {Ama't we of putlicity to oe granted. In a co:..1';;un:i Ly no laryer than Dermot: :«znere there is no other regular newspater, ownership of the existing news- is a decisive controllilg factor. *7: fl} Ff’ (D "i Herman bchultz's role in financial matters accorps him much control in the community. Not only can ochultz govern credit ior many persons, out the faCt that he has been given authority to steak for a numoer of wealthy fahilies (even though he himself is not wealthy) contributes to the degree o3 control he can eXercise in the community. harry rutz is city nanager and, therefore, exercises control over other individuals. It is his responsioility to agpoint various department heads in the city goverarent, sutject to approval oy the city council. Department heads, in turn, have many employees under their Jurisdiction and control. This constitutes a bureaucratic Struc— ture of which Mr. Putz is head and which he controls. The position of Putz, in addition, permits him to exercise consideraole budgetary con- trol over municital expenditures. Tie Other two Denton power leaders to whom the resource of control is attrituted are Tim Randall and Oliver Smith. The prihary factor of control or these two power leaders is that each of then is head of a large firm with nahy engloyees over whom they can exercise administrative control. The final ingredient contriouting to the authority of indi— vidual Denton power leaders is length of residence in the community. This ingredient of authority will oe discussed briefly in the follow- ing section. . I.llllll|| Ill‘ Ill .\|.|| I'll laY 3. Old Family I ... Length of r sidence in the connunity was given as one of the oases of authority ty the Denton men of power, even though this element was evaluated as being of minor significance. Seven of the fifteen power leaders were found to be old residents in the community or they were descendants of families which have long been associated with Den— ton community life. A number of respondents indicated that a man who has proven himself in the community has as much of a chance to become a power leader as one whose family has long resided in the community. Lester Mint and Jim Montgomery were cited as examples. At the same time the respondents admitted that long time COmmunity residence has contriouted materially to the power position of certain individuals such as J. J. Latrick and.Arthur Jones. Tim Randall's father started a snall business in Denton many years ago. Tim has taken over this ousiness and expanded it greatly during the past twenty years. He has brought the business enterprise from a purely local affair into a large regional business. It was pointed out earlier that Carl Buchman started many years ago as an employee of the Denton Enterprise and subsequently ac— quired control of the newspape‘. The Bucknan family is considered an old family in the comnunity, and several members have been prominent in the affairs of Denton over a periOd of many years. When asked aoout the family history of J. J. Latrick, one informant stated, "Oh he's such an old timer around here that nobody 1 ever asqs how long his fanily has been in Denton." Mr. Latrick is frequently‘rciEHuxai to as Iflrz "grand Cdilrnin” of the cwmumniity. he has served many years as a manner of various governmental boards and has also served the c0mmunity as mayor for fourteen years. Moister and heintz ooth are from old fanilios which have oeen in the Denton cormunity for more than two generations. The they "Know a lot of people” was frequently mentioned as a basis of their power in the communit . Arthur Jones is another of the pgwer leaders whose family has resided in Denton for several generations. his father too was a very active man in the community until he retired and moved away. The aoove discussion indicates that length of residence in the community has had some contrioutory influence in elevating certain men to power positions in Denton. Respondents generally agreed, how- ever, that this faCtor is of relatively minor significance in an evalu- ation of social power positions as ooserved in the Denton community. In summary of the elements constituting the bases of author- ity of Denton power leaders we need to emphasize that the positions occupied by an individual appears to he foremost in determining au- thority. The next most important component of authority was found to be control over other persons or over resources. A final component of authority was found to oe length of residence in the community. An important conclusion is that certain positions ascribe greater authority to the incunoent than other positions. The same principle applies to the elenent of control possessed Ly various indi— viduals. Although length of residence was considered a contrisutory influence in authority, this factor was relebated to a minor category cy LOSt of the respondents. Since social power is cased on a comoinatiOn or authority and influence resources, we need to analyze 3ne second category, namely, resources for influence. This will rollow in the next section. ‘.‘ The second major basis of social power is influence. we have Eointed out in Chapter I that influence refers to the attrioutes or social capital of an individual which can be used to afrect deci— sions of those in positions of authority. Resources of influence re— flect the value systems of the community and how these values are in- veSted in particular individuals. In the present study the following influence resources were found to be significant to an analysis of social power: access, abil- ity, time, success, community interest, mutual obligations, prestige and wealth. Among other important points, we will see that not all of these resources for influence were given the same value and that cer- tain resources were attriouted only to particular individuals. We note in Table 6, page l38, that all of the Denton “ower leaders have the resource of access, in addition to the resource of position mentioned previously. Again we need to point out, however, that the amount of access varies with the individual plus the fact that not all types of access are available in the same degree to each power leader. Access, as used here, refers to relationships with groups and individuals in and out of the community, organization memberships, yo ‘/ J- participation in prestige associations and ousines and pOlicical con— All of the Dnnton p wer leaders had intra—comnunity access and several also had extra—community access which could be useful whe; necessary. The extra—community access of Lester Mint, Carl Buchman and Herman Schultz, for example, was of material assistance in the hos- pital campaign. Ne have pointed out that these three men called upon former residents and heads of chains in large cities asking then to contribute to the campaign. This effort helped the Denton conmunity to over-subscribe the hospital campaigr. Existing social links among the power leaders provide access for some men of power which they would not otherwise have. Lester Mint, for example, although he does not actively participate in com- munity politics, his influence in politics is manifested through Jim Montgomery, Arthur Jones and others. Gregory heintz, on the other hand, gains access in some areas through Mr. Mint with whon.he has been on intimate terms for many years. Some of the organizations and interest groups which served as means of access to power leaders include, Kiwanis, Rotary, Lions, Chamber of Commerce, Community Chest, Red Cross, DAFMI and the Denton City Council. Those power leaders who were found influential in one community organization were usually found to have influence in one or more Other organisations. Interviews with power leaders indicated that the various service clues in Denton served as the initial step in gaining influence for several of these men of power. Jim Montgonery stated that he became active in cosmunity af- fairs through aetive participation in Rotary clue programs. He was lpl eventually eleCLed president of the Rotary club which, in his words, "served as the stepping stone into community work”. Montgomery has access to various groups as a director of DAFMI, a member of the hose pital board, director of the Rotary club, director of the community chest and a member of a church governing board. His active life in these community organizations has given him a broad viewpoint of the community and he has developed intimate acquaintance with most of the community leaders in various walks of life. Randall and Smith both have ready access to the city council by virtue of their former membership on the council. Both have served on a harbor development committee, they have played a minor role in a major political party, both have been directors of DAFMI and each be— longs to one of the Denton service clubs although neither of them has been very active in service club programs. Randall, incidentally, is a director of his alma mater and of a national wholesaling associa— tion. Smith has several times been appointed to a state governmental agency. This indicates that these two power leaders have both intra and extra-community access. Lester Mint, J. J. Latrick and C. Buckman have all played active roles in many civic programs throughout their many years in the community. Their present local activities are restricted mainly to their business and to DAFMI itself. It must be pointed out though that Lester Mint has much extra-community access. Buckman has re- tired and is not now active in any type of civic program or organiza- tion although he has a tie in with an important church. Schultz and Meister, as menti01ed previously, have not played an active role in many community programs, but are recognized for l1): their skill and knowledge and are, therefore, frequently consulted by organization memters on various proolems. This role, in addition to being active in DAFMI, has given them the measure of access needed. Even though Schultz and Meister do not have as wide access in the com- munity as some of the other men of power, they excel in some of the other resources or influence. The man who has probably the least direct access among the power leaders in the community is Gregory heintz. He does not belong to any local service clue, but has served as director of DAFMI since its formation and has many contacts outside of Denton. Heintz has frequently been selected to act as chairman of some special community project oecause he is known for his ability to ”get a 300 done”. His personal friendship with certain power leaders provides indirect ac- cess which he would not otherwise have. Jones and Putz, because of their position in the city govern— ment, are considered by the other power leaders as having a high de— gree of access throughout the community. Russel and Giner have played an active role in the community, but they do not now participate dir— ectly unless specifically asked to do so by some of the memoers of the power structure. The two youngest memsers among the power leaders, L. Buckman and A. Mint play an active role in several community organizations, although they have only recently become active in the community. Both of these men have important positions and through this a measur ('L‘ of access is informally accorded to them. Most of the power leaders were members of the Denton lioneers, a high prestige, and exclusive co munity social club. This associa- 1) kg} tion, plus membership in a private country club on Cyster Lay figurcd prOminently in gaining access to other interest groups in the commun— ity. Access to the many civic organizations and associations in the conmunity also served the purpose or ”listening posts" where the power leaders could get a better idea of how many of the sun—Leaders and others in the community felt about the various community pro- jects and needs. The pOlitical and governmental access of Montboncry, Randall, Smith, Jones and rutz served to heep the power leaders in- formed of plans or actions in these fields. The fact that the Denton power ltulers were found to have the resource of access greatly facilitated their participation in de— cision-maming and legitimation processes. Both intra-community and extra-conmunity access were found to be important. When individual power leaders did not have direct access, they could call upon existing social lines and personal friendships to gain indirect access when necessary. It would appear further that successful participation ”n recognized community business or interest groups (Rotary and Chamber of Commerce) served as a ladder toward acceptance as a peer among Denton power leaders. This process of successfully "climbing t1e organizational ladlcr" indicates neces— sary abilities of the individual. It is this resource which will t: examined in the followir: section. *0 x l x. s. Ability The resource or inrluencc ext most generally :ossessed by tne Denton power leaders is ability. rower leaders ranked ability very high as an influence resource. The fact that a person is ranked among power leaders was given as an indication of demOLStrated abil- ity. The respondents stated that by ability they mean whether a man can think clearly and whether he can get a Job done when it is as- o [D % F3. }__: F.) U? :3 (E C I signed to him. The possession of adequate Knowledge au‘ essary in the Operation 0: the decision-making process is also an element included in the resource of ability. Ability is not to be confused with success. Lester Mint Stated that, "A man can have great ability, but still not be success- ful. That can happen when a person uses his ability in various com- munity programs but does not have good business sense.” Mr. Mint gave an example of a former Denton resident who was considered to have great ability, but his business failed because he did not apply his abilities to the management of his business. Ability along the lines of organizational skill can make a man successful in the vari- ous community projects, and he will be recognized for that, but, Mint added, unless a man does well in business, and it does not need to be a large business enterprise, he is not considered a very stable member of the community. Lloyd Bucknan was the only power leader who was not rated as having the resource of ability by the other power leaders. It will be remembered that bucxnan has been in the community only a small num- ber of years, and his father still retains actual control of the den- ton Enterprise. For this reason Lloyd Buckman really has not had the opportunity to demonstrate his ability in the eyes of the power leaders. The other men of power have shown their ability both in the business world and in the various community projects with which they 155 have seen Connected. August Mint, although a younger man who is a vice president in his father's firm, is given credit my the other men of power for having denonstrated his ability teth in ousiness and in ably serving on the board or directors Of several najor con- munity organizations, one or which was the Denton school hoard. Many major community projects require the expenditure of considerable quantities oi tine, most of-which is seldom reimbursed. The men of power indicated, in fact, that a good citizen in a commun- ity will invest what ver tine he can for the good of the COnmunity. One man in Denton was referred to by several of the power leaders as one who has time and ability but very seldom.participates in any major community project. It was felt that the man in question could easily take his position as a peer with the men of power if he would spend more time on community enterprises, demonstrate some conmunity interest, and make more oi a financial contribution when needed, something which he is quite aole to do. One aspect of time was referred to in the previous section, that is when a man is felt to deVOte too much of his tine to puciic projects and allows his business to drift. Tim Randall stated that he has to watch his time very closely. He likes to participate in community projeCts and on several occasions has found hiwself spend- ing more time than he should on community projects. Randall men- tioned also that this might lead some of the other community leaders to suspect him of trying to Ilhog the show" by being in many activities and thereby preventing some lesser men from participating as actively as they would like. All but two or the men of power had the resource of tine available to them. Not only could they deVOte their own time to com— munity projects, but several are in the position or being able to lend some of their employees to acceptable community projects. An example of this is when Mr. hint permitted one of his sole men to spend full tine on a particular project for about six weeks while Mint still paid his salary even though his man was not directly con— tributing to the business enterprise. C. Buckman, in the opinion of the power leaders, does not now have the resource of time available to him even though he is re- tired from business. His health is failing and he can not be counted on to meet appointments. A. Mint also was not accorded the resource of time. He felt that he should spend all his time on the job unless some project comes along in which he has a particular interest. Sev- eral of the power leaders expressed admiration for A. hint because they realized that he was trying to prove himself in the business world ev n though he is the son of the owner of the largest nusiness enterprise in Denton. From the above discussion we can conclude that the availa- bility of tine is an important resource needed in the decision—making process. Only two of the fifteen Denton power leaders were not ac- corded this resource. Carl Buckman was not considered to have the resource of time primarily because he is in ill health and can not be counted on to participate at any particular time. August Mint, on the other hand, has time available, if he wants to use it, but he personally feel he should tend to his business since his father is (n lb? presently an active power leader. Given the resource of time and ability, a person in a rea- sonably good position will usually attain eventual success. It has been pointed out above that Denton power leaders considered success as one of the important resources of influence in the cormunity. The following section constitutes a discussion of success as an influence resource 0 The resource of success refers to an individual's record of past accomplishments. Two types of success were indicated by the Denton power leaders. One is success in one's business or occupation and the second is success in community project participation. Even though both types of success were held significant by the power lead- ers, a greater emphasis was placed on success in business. Lester Mint expressed the prevailing opinion in pointing out that, even though a person has been successful in conmunity programs, he is not likely to become a power leader unless he has also demonstrated suc- cess in business.' The reason for this conviction is that business success indicates stability in the comnunity, and this is held to be essential in aspiring to prominent leadership positions. A prime example of a person possessing the resource of suc- cess is Lester M. Mint. He was frequently sponen of as excelling in everything he does, and always being successful. Mr. Mint has demon- strated great ability both in business and in the many other activi- ties in which he has engaged. A typical remark from other men 0“ IV? power is, "If 'L. M.‘ is for something you can bet that it will sue- ceed”. One function of success is to prevent any strong Opposition ’from developing and disrupting the decision—making process or offer— ing active resistance. A skillful man is usually able to minimize opposition and keep it from interfering unduly. We find that, among the Denton men of power, all but four were reputed to have been successful. Some of the power leaders (Randall, Russel and Giner) have taken a meager business and built it into a large concern while several others (Meister, Schultz and Latrick) started their own business and have been very successful managers. Jones and Putz were not accorded the resource of success by the power leaders because they are government employees and govern- mental or political positions seem to cast some sort of a stigma on the office holder. L. Buckman and A. Mint were not accorded the re- source of success because they have not been in positions of responsi- bility for very many years even though they have indicated willing- ness and ability when participating in various community projects. Not all the power leaders were attributed the resource of success in the same degree. Some are considered more successful than others either businesswise or in community projects. Lester Mint, for example, was mentioned as the most successful man among the power leaders while Russel was considered a success in many ways, yet not as successful as some of the power leaders ranked above him. .Among the other power leaders who were considered highly successful, in a business sense, are: Meister, Randall, Schultz, Giner and Carl Buck- man. The seven Denton power leaders rated most successful in community projects are Tim Randall, Lester Mint, Carl Buckman, Jim Montgomery, Arthur Jones, George Russel and ncsace Giner. These men have been particularly active and successful in this respect. From this section we can conclude that there are two types of success (organizational and business) which contribute to the in- fluence of particular power leaders. Business success, however, is ranked more important than organizational success. A further conclusion is that the highest ranked power lead- ers (excepting Lloyd Buckman) were all accorded a large measure of success. Lloyd Buckman, it will be recalled, has only recently taken over management of the Denton Enterprise. 5. Community Interest Community interest was scored as a crucial element of in— fluence by the power leaders of Denton. By community interest the men of power referred to pride in the community, willingness to give time to civic enterprises, love of his neighbor, and general interest in community affairs. It also indicates that a person keeps in- formed of what goes on and participates whenever he feels that he has something to contribute to his community. Lester Mint expressed the View that a person should not have to be asked to participate in community activities, but that it is the duty of every resident to do so commensurate with his interest and ability. The element of community interest seems to have been men- tioned by the power leaders with some air of self—praise, because they themselves have given much to their community. It must be recog- nized, however, that neither the power leaders nor the sub—leaders of loo Denton contained many persons who did not seem to have considerable community interest at heart. Eleven of the l5 Denton men of power were considered to rann high in the resource of community intereSt. C. Bucxman was not ranked high in this resource because his retirement had taken him out of the active life of the community. Gregory heintz, although very active, was considered too egotistical, and was spoxen of as putting his self interest ahead of community interest on numerous occasions to be ac- corded a high rank in the resource of community interest. Schultz and Meister were not ranxed high in the resource of community interest because they were not recognized for actively parti— cipating in a great many community projects. The men of power, however, indicated that both Schultz and Meister excelled in several other re- sources Of influence such as ability, success and prestige. o. Mutual Obligations Closely allied with the resource of community interest is that of mutual obligations. This refers to the accumulation of favors by an individual from other persons, organizations or interest groups. The degree to which others may feel obligated to a person provides him with a resource which the decision—maker can call forth with some as- surance of compliance from others. The resource of felt obligations of a person usually reflects his past activities and associations. An individual may pos"ess a fund of Obligations within a particular group, throughout the community or within a larger area. There is considerable variation among the power leaders in the extent of mutual obligations possessed. An individual may accumu- lo l. late mutual obligations in varied ways. Some of the mo'e common means are giving advice, the expenditure of time, a favorable vote on an is~ sue and giving material aid to an individual or a group in time or need. Mutual obligations possessed Cy an individual man of power may run throughout all levels of the community. An individual power leader can sometimes predict the support of other power leaders on certain is— sues based on his accumu"ation of reciprocal obligations with other power leaders. The men who possess most mutual obligations are usually the most friendly appearing people and give least weight to this element as a resource of influence. The apparent reason for this feeling is that, since their fund of mutual obligations was developed through cooperation with others, they believe it reflects congenial character rather than a resource to be employed repeatedly to gain support from others. They do not hesitate to use this resource, however, when it becomes needed. Although only eight of the fifteen Denton men of power were found to possess a fund of mutual obligations, the incidence of mu- tual obligations was found to be high among the more active power lead- ers. It was also learned that mutual obligations played a significant role in the decision-making processes analyzed in this thesis. Tim Randall was accorded the greatest fund of mutual obliga- tions by the Denton power leaders. He was referred to as "everybody's friend”, the "salt of the earth" and "he’ll do anything for you”. Randall's fund of mutual obligations stemmed from his active partici- pation in municipal affairs, his frequent membership on important com- munity project committees, and from his generous support of churches, i {“1 .1. \J‘(.- interest groups and individuals in need of material assistance. A number of laymen stated that they hnow of instances who e Randall would ask a needy family to come to his place of busines‘ where he would see that the family was outfitted in a complete wardrobe for the winter season and Randall would mars the bill paid. This type of obligation tended to build up a sort of charisma around Tim Randall, particularly among laymen and sub-leaders. Randall was also used as a source of confidential advice by a number of the sub-leaders. Sev- eral of the power leaders Stated that Randall always does his part in any community project both from the point of view of giving his time as well as being liberal with his money. Several power leaders indi- cated that they could not refuse to assist Randall in any way in which he might request assistance. Jim Montgomery gave an example of how he became obligated to Oliver Smith. both of these power leaders were at one time members of the hospital board of trustees. Montgomery proposed a particular improvement to be made in the hospital to which Smith disagreed. The matter was thoroughly discussed during a board meeting, but no final decision was reached. .After the meeting Smith told Montgomery, "All right, I'll go along with you this time. Maybe you can help me some- time on some other issue." With Smith on Montgomery's side, the Other board members all agreed to the proposed hospital improvement at the next board meeting. Many of the power leaders feel obligated to Lester Mint be- cause of the advice, time and money he has made available to a project in which they had had a particular interest. Mint is well aware of these ObligatiOns, and several of the power leaders and sub-leaders (J) it stated that, ”when 'L. M.‘ calls, we Just go and ask questions later". On one occasion Mr. Mint requested a sizable amount of money from the county central committee of one of the major political parties to use as advertising. One of the sub-leaders was, at that tine, secretary of the central political committee. The sub—leader said, "He just wrote a check and sent it to Mint, without asking exactly what he wanted the money for." After all, said the sub-leader, ”Mint wouldn't ask for any such amount unless he had a very good use for it. he_has done enough for us so we don't question his actions very much anymore". Carl Buckman, as pointed out previously, has lead a very active life in the community. he has built up a large amount of mu- tual obligations which he can use to advantage when the occasion de- mands it. Mr. Buckman exercised his mutual Obligatiois with the hos- pital board and with the men of power during the discussions which preceded the community hospital building program. Among the power leaders, Schultz and Meister are not recog- nized for any great accumulation of mutual obligations by the other men of power. They, however, like the rest of the power leaders do have some mutual obligations, but this resource of influence is not among the strongest resource possessed by them. Although the fifteen Denton power leaders included two fami- lies in which both the father and son are considered among the power leaders, these kinship ties do not take precedence over other social bonds in power transactions. A number of power leaders, including Lester Mint, stated that, pushing one's son forward above others who may be qualified would be considered presumptuous and would violate ethical procedures. Mutual obligations frequently reflect a feeling of prestige for an individual in possession of a large fund of such Obligations. The prestige element as_a resource of influence will now be discussed briefly. 7. frestif (.t Prestige in the community is a subjective value attributed to an individual by the system in which he participates. It is, in turn, based on other factors such as knowledge, skills, ability, resi- dence, respect, wealth and others. The Denton power leaders did not consider prestige to be highly important as a basis of influence among themselves, neverthe— less, most of them mentioned prestige as one of the minor factors. Randall, Lester Mint, Latrick and Montgomery were ranked high in pres- tige by the other power leaders because of their general ability, res- pect, and long active life in the community. Schultz and Meister are in positions where they have control of money which is a strong mark of prestige, while Jones and Putz occupy the top governmental posi- tions in Denton which in turn gives them a high prestige rating in the community. An additional factor contributing to prestige is extra-com- munity access and prominence outside of the community. Even though extra-community connections are frequently not known outside of the top power s ructure in the cemmunity, such connections and honors are respected and admired by power leaders. It was pointed out previously that power leaders do not give as much weight to citizen Opinions as they do to those from sub-leaders._ irestige ratings of a power leader fall into a simi- lar category in that prestige counts more from sub—leaders thar from ordinary citizens. Two basic concl sions may be drawn from this discussion. One is that, although prestige is given some recognition, it is given a comparatively low value as a resource of influence by the Denton men of power. Secondly, prestige from sub-leaders ranks considerably higher than from laymen, and extra-community prestige is a valued item among power leaders. In addition to the seven resources discussed thus far, there is another influence resource which seems to be generally recognized, but about which there seems little specific agreement among writers. This final resource of wealth as it enters into the Denton decision— making process will be discussed in this final section. b. Health A number of studies have indicated that wealth is a definite resource of influence in the decision—making process. It was pointed out earlier that Lasswell and Kaplan have cited wealth to be an influ— ence resource. They point out, however, that, ”A power holder may owe 1" ) his power to his wealth...”¢ Norris found that, in a Latin.American culture, wealth definitely plays a vital role in the influence pat— tern.3 Another detailed study by Miller indicates that wealth is a ’3 harold D. Lasswell and Abraham Kaplan, Power and society Yale University Press, New haven, lyjo, p. Ch. ) ’7 3 Thomas L. Norris, “Decision-making Activity sequences in '1 - .-1 1.,. .31 I 1' 0, .3 -. *1 . a. . H a haCienda Community’, human Organization, VOl. l2, Mo. 3, p. 2w / I lot) . . . . -. _.__ fl_,_,_ _. -‘-.—-‘- n (3. ,r,,. .-- Significant iniluence resource. killer states that, Jealtn was con— . . '1 - , ,1 _. I «4— n \_‘_n . _. '1‘ ..., .. . 1 ,' 7‘ A. \’ ’2‘ ‘ ,-‘ '11! Sistently a Characteristic oi the hipn ranncd QBlelUn—muAcfo. L—_I_ The ynds have stated in their classical work that the local big businessmen own Middletown‘s Joos and that, "The business class in Niddletown runs the city. The nucleus of the business-class control is the X family."5 This would indicate that wealth is the controlling factor in the Middletown influence picture. The Lynds point out that the X family is all powerful because, through wealth, they have the power of control. But they also cite two other wealthy families in Middletown and indicate that these two families do not exercise any great amount of influence in the community.6 This leaves an element of doubt in the reader's mind or whether wealth really is the control— ling factor in.hiddletown. Or is one to assume that wealth is a capa— city Of influence only when individuals who possess wealth also have sufficient other influence resources and are active participants in the decision-making process A detailed study of social power in a large metropolitan com- munity by Hunter indicates that wealth as such is not a primary cri— teria for admission to the upper ranks of the decision—makers. The author states that, "The persons of wealth are perhaps important in the social structure of the community as symoolic persons....Their money may be important in financing a given project, but they are not M Paul A. Miller, op. cit., p. 355. 5 R. S. Lynd and H. M. Lynd, Middletown in Transition: A Study in Cultural Conflicts, Harcourt, brace and 00., new Torn, lyjf, Po 1(- Ibido, Pp. rzllr‘J—Olo lb] of themselves doers. They may only be called decisive in the sense that they can withhold or give money through Others to change the course of action of any given project."7 houma, in his study of the power position of the Grand_Rapids real estate board, does nOt indi- cate that wealth is a primary resource of social power.b In this study it was found that only five of the lj power leaders were considered to be wealthy by the other men of power. Les- ter Mint is recognized as the most powerful man in the community, but he is not the wealthiest man in the community. Several individuals, not among the men of power, have considerably more wealth-than Mr. Mint. How wealth was acquired by an individual seems to be a more significant aspect in determining the degree of influence associated with a wealthy person. In this study we found that, among the five men of power who are wealthy, only Tim.Randall started with a good business left to him by his father. The Other four wealthy indivi— duals amassed their wealth through hard work, thrift, good business management and wise investments. One of the sub-leaders, R. White, inherited wealth, but he is not considered among the power leaders in Denton. He is, in fact, the only person of wealth even among the sub- leaders of Denton. Several of the Denton power leaders reported that wealth is sometimes a factor, but a very minor one, if it enters into the piC« I Floyd Hunter, Community Power Structure, University of North Carolina Press, Chapel hill, lypa, p. oo. Donald H. Boone, An Analysis of the Social lower iosition of the Real Estate Board in Grand Rapids, hicnigan, Unpublished in D thesis, Michigan State College, East Lansing, lypfl, pp. l33-207. ture at all. A nurter, in tact, stated LUCC wealth is net as all.a ‘ .‘ ,1 :i r'~ '_ ~. , ., - \' .«- _' . t y r a, m , V2-1 . ,,.. so. .--‘ . ..w, I . L'aSlo C’f .LiillllelJflo W’C‘ ‘n/J...’_.L DEC .Lll (3.. 4.6.126; SILK- [1.1011 161.1431; J-<;ni:~;ut‘f..l l‘fkb that wealth is a significant resource of social power in Dfifitflfl. 5.. H I,_) 0f the l5 top tower leaders Denton, five were found to he wealthy, eight have moderate means and two, Jones and butt, are definitely not men of wealth. The iact that so many of the power lead- e‘s relegated wealth to a minor category as an influence resource may he oecause most of them are, at least, of moderate means, i.e. in the up~ per middle Class. He have no adequate infornation to either suostah- tiate or refute this preposition. It is quite procaole, as several in— formants indicated, that wealth does play a minor role in the influence picture. The fact nevertheless remains that ther are other indivi— duals in the community who have considerably more wealth than even the more wealthy men of power. This indicates that the influence pattern J of a particular individual, as has teen pointed out Wreviously, con- sists of a combination of resources rather than one single resource of influence. One fact further is indicated, as hunter has pointed out, that an individual must he willing and able to play the role of deci- sion—maker if his influence is to he felt in the community. C. Organisational Influence in Decision-making We have stated that social power is exercised within a social system through both groups and individuals. In the foregoing section we have presented the personal influence resources of individual power leaders. It remains necessary that an analysis of organisational in- fluence in the exercise of social power he presented. It has been noiuted out that organisational access is cousi— 'v \ —h .r loG dered a significant influence resource by the men of power. An attempt was made to learn which organizations the men of power considered to be most influential in the decision—making process. DAFMI most influential. There is almost unanimous opinion among the power leaders that DAFMI is the most influential organization in the community. There is, of course, good reason for this Judgment. The DAFMI board or directors is comyosed mostly of the top men of power and, Since DAFNI has been in Operation, it has ser ed as the arena through which most major decisions were formalized. we found less agreement among the power leaders aoout which organization ranKs second in community influence. We see in Table 5, page lYC that ten different organizations were appraised by one or more of the power leaders as ranking second in community influence. This ranking in part reflects membership of some of the men of power in these various o~ganizations. None of the power leaders were found to be members of the Citizens League, but this organization, on a few occasions, has exerted pressure on the men of power. Thi' U) pressure was .‘ _‘ effectively neutralized by the men of power, but, because the League ha L a considerable following, it was ranked above the Chamber of Commerce in line of influence. Most of the Denton power leaders belong to the Masonic order {‘i and several are members of the exclusive Hi-l2. Frequent luncheons 01 the Hi—lE served as an informal means for discussing major pronosals. The ranking of service Clubs again reflects membership, and a history of past activity in these clubs by several of the power leaders. Sub-leaders also voted DAFMI as the most influential T . (:4 G; *5 (1‘ organization followed by some of the service clubs in which they , ". :4 ’i 1 J..."...-:.L...'J U ‘.‘,’A‘ . -. . - ' I I ~. .\ -. 3— \ ‘.‘ .'- .‘- : '.‘ ‘," - ‘ 2‘ ‘ — " I . - l, ‘ ‘ . > _, (/1. [ugliest L;.LU-'L0 in lfl.-lluL)'l Lona ldfii til to Us Mon o l. 1;. L‘r : ‘1 ‘4 n a L ‘.‘ l . x" ‘ ‘. ‘. 1“": ‘ - . ’. ""‘ '.~ ' ‘ a .' ‘Q -" I ill Lil"? URL- .Lu .lL/‘l—‘L'AJ.-.._L'__':‘—'_ l' .. OK 5.4:) L3}! u U CC.) 1 out; -i,co.d(: L‘s a; H'l m1 Mat-E11 . Bummer 03 Votes Ry ‘n— '. ., lop oun— Leaders Leaders laymen CiblZEJS League 5 U i3 Chamoer or Commerce 1; LU \_r C, LA: L x.‘ P 1?? H- E c. (f; [\X o P: “Q H P O 5 U) [\3 C F0 E lies .1. 3’ ii American Legion l 3 5 Community Chest l C C _ o - .w_ - ~‘. " ‘.‘ '.‘ I. ”. ~r “ 7 17» ,‘ A. 7' ‘_ A‘ ‘ “ ‘.‘“! I‘ .‘ V_1 ‘H _ (N _l‘ .,.;' acigive. Leyrmar, (Al tne (DohCl thind, (lid MJL thxz Dnrial 6;) the imast ixnltu~ ential cemmunity orgagizatitn, but rated the Chamh*r I Commerce as suing "‘4 '7‘... ‘ \“ 'u 'r‘ \l 1' hULe iaiiueisiai than 'artl. ., , .. ,_2._;,. _‘ F'T - -41.; ' - ... , ,' ,3 ..~-- ,. “ . ,1 Git‘llg OL'LIO.:»_'_L;J_L”.;. inc, QUSaulel Herb ;.E_.:..‘3'J. OJ. Lila? ELL-Iii- J-‘.3t-lu‘cff"_».) i; any injluential brcuy had ever strordiy opiosed any Layer policy deci- Sion, and what was done about it. kontgonery said yes, and ex» a1 ed oflao tne CitiZens League strongly oigcsed tne yosition ta en sy Ulrml on the J, v hospital project. The League felt that f nds raised in a puclic caspaian should only he used for public hospital inproveuents. If any religious oody wanted to build a hospital, that was their own affair, and they should find their own source of revenue. Montgomery stated that, "de talked to the officers of the Citizens League and convinced them that an overall community hospital program is what was needed. We must not be narrow- minded about something which will benefit everyone in the whole coununity”. "\ The League's of: cers became convinced that the proposed program was sound, M and went on record as approving the proposal. "That settled it," said Montgomery, "Soon after that the bottom fell out of the League and we didn‘t have any more opposition”. This was the only time any strong Opposition developed toward decisions on major community projects. Cli ue structures. The cli ue structure freouentl“ .lars a a q i significant role in the informal life of a social system. The Denton community is no exception, and cliques were found to be an important means of discussing major proposals prior to arriving at a final decision. Cliques found in this study also served the purpose of maintaining contact with the understructure of leadership and vice versa for the Denton men of power. Frequent meeting places for these small groups are the Denton Pioneers clubrooms, the country club and one or the favorite eating places in the city. Gregory Heintz was considered a member of three different cliques. One of these consisted of Heintz, A. Mint, L. Buckman and Joe Kelley, a sub-leader. These men usually went hunting together, occasionally had lunch together and on occasion went on extensive fishing excursions. They were also frequently seen associating as a group following sessions of the DDC board of directors. Heintz used this as a means of getting idea 01 lTB for later use, for Keeping in touch with the lesser power leaders and to maintain good relations with the active manager of the daily newspaper. Another clique to which Heintz belonged consisted entirely of sub-leaders in the community. The sub-leaders thus had a method of being recognized by one of the men of power and heintz had another avenue of tapping the understructure for ideas. Golfing was a prime common interest with this group. There is no recognized clique composed entirely of power leaders. Most of the power leaders, in fact, were not recognized either by their peers or by sub-leaders as being a member of any particular clique. This was considered by the sub-leaders as an indication of the universal appeal of the men of power. Many informal discussions about particular proposals took place among power leaders. They usually were held in the Denton Iionecr clubrooms, Hi-l2, or in someone's office. These informal discussions served the purpose of working out details on a proposed project. Mont- gomery stated that, "Things are usually pretty well worked out by the tin a project is discussed formally at DAFMI board meetings". An example of how the power leaders were able to exercise their authority and influence in minimizing the influence of a recognized expert when the expert's opinions disagreed with those of the resident men of power is presented in the following discussion. The Denton Chamber of Commerce appointed a special conmittee to see what could be done relative to providing an adequate water supply both to the city and also to the fringe area surrounding Denton proper. Those appointed were: Gregory Heintz, Oliver Smith, L. buckman, Nate Overhan, Bob Speck, director of the city water system, s. R. Lemler, llfi a member or the city council, George iatton, a retired city water commissioner, Tony Vanheer, a prominent member or the county court living outside of the city and d. D. Miller, a specialist employed in the county department of taxation. At the first meeting of the committee heintz was named chair— man, Patton, vice chairman and Speck secretary. heintz, Smith and Buchaan, it should be pointed out, are recognized power leaders in the community. Buckman also controlled two primary media of Communication, press and radio. Specs and Patton were highly respected for their technical knowledge, Overman was a prominent labor orficial, and the others were named to the committee only because of their formal ofrice. in either city or county government.‘ The water conmittee met occasionally for a period of two years to work on solutions to the problem. It was finally decided that a specialist who had developed a sound metropolitan water system in another state be invited to appear at a public meeting, discuss his experiences and make recommendations for the Benton area. The meeting was well adver— tised, special invitations had been sent out to many prominent citizens in the area and the appearance of a specialist was widely publicized in the Denton Enterprise. when the specialist arrived he was taken around the area under consideration by several of the Denton power leaders and feted at a private dinner the day before the meeting. when he was asked for his opinions of what should be done about water supply for the Denton area, the power leaders stoutiy disagreed with the opinions offered. They tried to get im to tone down his suggestions for the public heating, but the specialist pointedly refused to give ground. At the meeting tne ioilowing eVening, none or the tower leaders showed uf, not even the one who was sugposed to chair the Ue.q;xg The invitelggafim;was notzhnfludlated, and procemhnitxi ,resent his thoughts and recOmnendations to the assemnlel broug. The results of this meeting, and what the specialist had stated, were re— ported in a small single coluhn item on the inside pages of the Denton Enterprise at least a week after the meeting took tjace. No mention was ever made in Sutsequent water COnmittee meetings of this specialist, his reconmendaticns, or of the yutlic {‘0 meeting t which he appeared. Meetings of the special water study committee became less frequent and attendance became sporadic. After six months no more meetings were called by the connittee chairman and no sunsequent action followed. The sociogram Figure V, page 175, indicates the interaction oetween members during a typical meeting of the water committee. It will be noted that interaction was almost entirely anong the power leaders and the reCOgnized specialists. The other memters of the com— mittee were given to understand that this was not a place for then to enter into the discussions. On two occasions, in fact, Miller nade a proposal for consideration based on his knowledge, and on what had been discussed during the meeting. Neither time was his proposal even recog- nized by the chairman. Later in these same meetings, however, when Patt n made this same proyosal, it was immediately taken up and dis— cussed in Consideraole detail. b0th times this was then adopted as policy of the committee. The aoove illustration ind’cates that the power leaders successfully controlled this technical committee. It shows also that power leaders can erlectivcly prevent technical advice from oeing accepted in the community when it does not coniorh to their opinions. D. Chapter Summary In this chapter we have presented the resources of social power and indicated their application my the power leaders. The men of power were found to Le generally active in community affairs, they have important positions in either business or governnent, they have demonstrated aoility and success, most or them have time to devote to major community projects and they have sufiicient intra— community access either directly, through social links or through systems of mutual obligations. Certain resources of social power (position and access) were found to he possessed by all the power leaders, but in different deg 93‘ "S T3 CD 9. (D C 0 At the same time we found that some resources (control, old family, wealth) are attriouted only to certain individuals. Another factor is that various resources of power are considered more important than others. Ability, for example, carries greater weight than prestige or wealth. fl All but two of the power leaders were at leaSt #5 years oi a 5e and most of them had spent most of their life in the community, with several having a family history of several generations of residence in Denton. The men of power know how to bargain when the occasion demands and how to neutralize opposition. They have developed effective patterns of relationships. The repeated success of the power leaders in seeing their deci— sions executed has given then confidence, and has enhanced their power position in the community. ill The cornunity organization considered most inrluential ny Denton power leaders was found to he DAFMI with which they were closely connected and which they had organized. The Citizens' leaime had exerted considerasie pressure on several occasions and was, therefore, ielt to have consideraole influence. Following these organizations there seemed little general agreement among power leaders as to which organization came next in line or influence. Individual power leaders mentioned those org'nizations with which they or their friends were intimately associated. Since we have thus far discussed the various phases of decision- making followed by an analysis of resources of authority and influence, we want to present a perspective of decision-making as viewed from various levels in the community. This constitutes the subject to be examined in the followinc chapter. e ChAkTQR VIII COENUMITY reusincrivs CF DhololCM—hhhlho Social power does not function in a vacuum out in a community of peOple, many types of people, some of whom have quite definite opin— ions. Major decisions in a community usually have consequences, either direCt or indirect, for the majority of its residents. Since the exercise of social power within a social system b has as its Purpose the control of either hunan actions or avcilaole _ _ ‘.,_». u ... . _ ._ ,_.: _ , l “p _} esources, an exanination Ol control deVices is indicated. some Ul the observed methods of social control in the Denton cohmuuity will be descrioed in this chapter. In a complete study of community power structures it is de- sirable to present an overview of coniunity perspectives of the deci- sion-making process. It is the purpose of the present chapter, in 4 addition to presenting some of the devices for social control employed J I by the Denton power leaders, to analyze the power leaders' views oi the community, sub—leader roles observed and the laymen's view or the decision-making process. A. Power Leaders' View of the Community In the eXercise of social power in a community it is impor- l - ‘ " u ' *- ‘ - n ‘ ‘ n ‘ , bee N. I. Thomas, booial rehaVior and forsonali y, (l. h. Volhart, Editor), Social Science Research Council, flew York, lyjl, pp. Bio—El]. 13(1) tant that the power leaders correctly assess community needs, programs and attitudes. by so doing tne decision-maners can better provide the necessary leadership on vital problems and issues facing the Community. It, in addition, facilitates the legitimation process for major deci— sions which have consequences for the members of the community. It was learned in this study that the power leaders do not consider lay opinions as particularly important. A number of respond- ents indicated that laymen are frequently ignorant as to conmunity needs and processes and, therefore, then need to be "educated" as to the merits of uarticular community programs. Such "education” would minimize possible opposition rrom laymen and organizations dominated by them, of community programs supported by the power leaders. It is through the sub-leaders that the power leaders keep informed on com— munity attitudes. Such a system permits a filtering of ideas and cri- ticisms before they reach the actual decision—makers. It was learned that power larders are not entirely Objective in their evaluation of community needs. Their business interests, in many cases, take precedence. We noted, for example, that in the de- velopment of the Denton Development Corporation the most active power leaders (Schultz, Heintz, Randall and L. Buckman) stood to gain most if any sizeable new industry should locate in the community. Several of the men of power hold membersnip in Kiwanis, Rotary and the Chamber of Commerce as individuals, but usua‘ly they do not actively participate in these organizations. Their absence at meetings is more common than their presence. Their menbership, how- ever, lends a certain amount of prestige to the organization. Reasons élVefl my the men of power for membership in these organizations are .1. CJ L4 d- pr {‘7 CI {D s ’"S ('1‘ P. S p I”. C H O reanisation served as the ste ping stone for them into active participation in cemnunity lite, and they like to continue their association with the organization. Another reason is that the men of power find these organizations to be good listening posts, and they can watch for sub—leaders who might exhibit capacities for more responsibility. Membership in these organisations also serves as a form of recreation for the men oi power, and it equates them with the ordinary citizens of the community. however, we seldom see a power leader heading up one or these organizations or even serving on a com- mittee within the group. The power leaders recognise the need for training younger men to eventually tane their place in the community power structure. Service club activities serve as a means toward this end. Promising sub—leaders are, in addition, placed in important positions within the comnunity chest organization which is controlled by power leaders and they are assigned important roles on project cemmittees selected for carrying out important policy decisions in the community. A satis- factory system for perpetuating the existing power structure has thus been developed. Local labor leaders and their union memberships are viewed with some degree or apprehension and disdain by the men of power. There is some feeling among the power leaders that union leadership tends to be radical and has socialistic leanings. Although this feel- ing is mild rather than intense, nevertheless, it persists and the question frequently arises, "what about labor"? The uncertainty of what action unions are likely to take raises an element of fear among the power leaders. hey do no; (ant to antagonize labor, yet they do lol not want tne unions to dictate to them. There seems to be a strong feeling of loyalty amOng the men of power. They are not only loyal to themselves and to each other, but they ‘emand loyalty from individuals under their direct control. This sense of loyalty, in turn, inspires confidence and enhances exist- ing power positions. Publicly employed professional personnel are looked upon as specially trained persons hired to do a specific job. They are not expected to enter into decision processes, but to faithfully perform the duties of their office. The men of power, in fact, expressed re- sentment of any professional person who would be inclined to speak out publicly on an issue in opposition to a stand taken by the men of power. Hunter indicates that in extreme cases the employee would likely lose his job.2 A final point to be made in this section is that the men of power do not actively participate in party politics. Although they have means of keeping in touch with political activities, they them— selves stay in the background. This position permits them more free- dom over a wider range of community activities. In summary, the decision—makers have a keen understanding of the social system in which they Operate and they are sensitive to prominent interest groups. They demand conformity from co—worker‘ and they have developed acceptable systems for training promising sub— leaders. 2 " 1 0 a .‘1 I a 0 Floyd Hunter, Community Power otrucsure, UniverSity of North Carolina Press, Chapel hill, lgjj, pp. lyO-lyu. B. Sub—Leader Roles The exercise of social power involves not only those persons who make decisions, but also n‘merous individuals who serve as advisers to decision-makers and wnose Jon it is to carry out major policy deci— sions. These roles are normally filled by sub-leaders chosen by the men of p wer and directed by them. It was learned that on only a few occasions did a sub—leader participate in major decision-making processes. When sub-leaders did participate it was primarily in the role of ccnsultants in infernal discussions, because of special knowledge possessed by the particular sub—leader. One prominent local labor leader, Nate Overman, was a mem- ber of the DAFMI board of directors. This, however, does not indicate that Overman enters actively into the decision—making process. Major decisions were actually made informally and later formalized at, for example, DAFMI board meetings. Overman stated that he is cognizant of how the system Operates and further that the men of power do not con- sider him a peer in the decision—making process. Overman, in order to make his influence felt, would usually eXpress his opinions and senti- .ments on major proposals to one of the power leaders with whom he was quite friendly. This was done informally, and served as the means of injecting labor views into the decision-making processes. Overman stated that DAFMI board meetings were usually quite formal and did not include detailed discussions of the value of a particular proposal. The DAFMI board of trustees was composed mostly of sub- leaders and professionals in the community. The board of directors 183 and board of trustees occasionally held joint meetings, which gave recognition and prestige to sub-leaders, and served the additional purpose of familiarizing sub-leaders with how DAFMI operated. Toward the close of field investigations for this study, an advisory board of trustees was appointed by the DAEMI board of directors. There are thirty members on this advisory board of trustees, many are recognized sub-leaders with the majority being younger businessmen in the community who have not been active in community affairs. The power leaders believe that the younger men of the community who seem to have ability should be brought into the system and given recognition which might result in more active participation by these able young men. Lester Mint referred to this group as the "Junior Advisory Board" and explained that, "we appointed these younger men to bring forth ideas and get acquainted with the system-" This is another method used by the power leaders to strengthen their position and to perpetuate the system. Sub—leaders are the backbone of membership of most of the civic clubs in the community such as Kiwanis, Rotary, Lions, Chamber of Commerce and others. These clubs serve as arenas where minor deci— sions are made after basic policy has been laid down by the men of power. Many professional persons also belong to these organizations. Some organizations, such as the P.T.A. and the Citizens League, also contain many members other than sub-leaders or professionals. The type of community activities which cut through all levels of the community are usually sponsored by the sub-leaders. This in~ eludes such civic enterprises as, paint-up clean-up week, the annual July festival, conventions which may meet in the community and others. lbs These, and the activities of the clubs themselves, serve as sociability groups and proving grounds for the sub-leaders. hany sub-leaders said that the two main reasons they belong to these clubs are because they do good in the community, and they offer a means of gaining recogni— tion as a ladder to the top power structure. frofessionals who belong to these groups seem to feel that their membership is primarily for social and business reasons. Sub-leaders usually form the hula of committee membership for carrying out major decisions made oy the policy mahers. Examples include the hospital drive which was headed by Heintz, with all the others on the general committee coming from the sub—leader group. In the committee for the youth organisation facilities campaign we found no member of tne top structure. This was actually headed by a suo~ leader, Joe Kelley, and was CQmposed entirely of sub—leaders and pro- fessionals. bub—leaders gene‘ally claim that they have an Obligation to serve on these committees. Many will jump at the chance of being se- lected to head up an important committee. This strong feeling is illustrated by the statement of a sub-leader, 5y Denton, who said, ”when.Mint calls us, we get in the car and go. we want to Stay on the bandwagon." Local political office—holders are frequently selected from the sub-leader group. Ne found that the Denton city council, the school board and the water board memberships consist mainly of sub—leaders in the community. We have pointed out that the men of power frequently use the Denton Pioneer clubroons for informal meetin's and small luncheons. ”Du—J Tin: sxua—lrnrierus, (n1 iin; t)tlr:f liarml, LhJULLLly i1c1ll tinair‘iuec:ti;nps Zlfl,(fl15 of the hotels, in the Evita r in one of the conference rooms in the city hall. Meetings of only sub-leaders never use the Denton lioheer clubroozxs . We have seen in Table 3, page 55, that sub-leaders recognise who the men of power are although their ranking of the men of power differs slightly from that of the power leaders themselves. He also note that several of the more prominent sub—leaders, Joe Kelley and Fred Hoffman, are ranked above some of the lower ranked men of power as rated oy power leaders thenselves. 30th Kelley and Hoffman have been given considerable puolic recognition for their recent community activities, and they are more familiar to many of the sub—leaders than some of the men of power. In the ranking of resources for social power, the sub—lead- ers considered ability and intelligence the most significant resource, as is indicated in Table 9, page loo. Next in order of importance were success, position and control. Ability, success and position reflects admiration by many sub-leaders for the more prominent men of power. Sub—leaders generally felt that control brings prestige to the individual as well as reflecting his ability in the field of business. Since practically all the sub—leaders had indicated consi— derable community interest we find this element of resource ranked relatively high. It also reflects the sub-leaders' opinion that an individual should be in the public eye to gain recognition in the com- munity. The resource of wealth was given a higher ranking by sub- leaders than by the power leade s themselves. It will be recalled l1- '9 Resources or Social tower as Indicated hy duh—leaders. Votes from huh—leaders LO C Ability and Intelligence Success “2 Position as CCulthl. . 2i- Community Interest EU Wealth lo Unsellishness 15 Old Family 15 Time lj Prestige l2 Access ll Mutual Ooligations \f‘ I”! that only one of the sub-leaders was considered to be wealthy. ihe relative lack of wealth among sue—leaders may be a primary factor for ranking it as a relatively important resource. It is significant that access and mutual onligations were not ranked high as resources for social power by the sub—leaders. Many of the lower ranked sub—leaders have not been as active in com- munity afrairs as tic higher ranked sun-leaders or the men of power and, therefore, it appears as though they have not gained the necessary (3}UJflgflfifhfljd UL} 1;;l133cnde LL) Llhtli tire viziiie u; eu;£H%:.S zlrhl ihllotdil. Cu2l L E:— I . '. v. ('1 C‘ “I r , —_» I '1 I ~ ' " z w "i »" ’l' A ,_ " ’4 . u: ’\ “ “ a“ ‘1" ’ I x 1 ‘ \ ." "n I ;~. 3" {albino a.) timid (Lit/til) lbw.) but: kLL‘C.luib‘ll’llulxllnj [511 QL'SML) . *1 . - -;- '3'": - - r. 7' '.'».4‘ ' - " “' v :-- ‘ ' " - vv "" (V ' V r r- n,\ 4 w lhe Sdbdfitclvc evaluation Ul nee Ui pcwfli Ly ouU—lcaicxs is usually one of aamiratioh and respect. Several sue—leaders stepei that the)" cousiliereal Lester Mint; Tim Rattall and. Jim I‘w‘lm:tgi.>1ivery as mouels, and tried to emulate their tarticitetion in the corruhity. The feelings of suc-leauers touarc the top hen, however, are not al— ways comtlimehtary. Those sue—leaders who have shown Considerable Lrogressivo.ess, more than the power leaders reel is reasonaoie, have 1+ h (D strongest resentment or the men of tower. They feel that some of the power ieaiers are not open—minied and will not accept opinions from anyone unless such oginiohs further the self interest or coincide with the sentiments of the toy men personally. Professional workers feel that the power structure does not conform to a democratic system. They feel that everybody should have the Opportunity to participate in major policy decisions which have consequences for the cohmunity at large. The men of power, in turn, refer to professionals as some- one hired to do a particular job and not someone to pry into the ef— fairs of others. ”When we need their opinion”, said one top leader, ”we will ash for it”. The ranking of influential organizations by the sub-leaoers indicates that sub—leaders quite fully recognize the power position of DAFMI (tee Table 5, page 170). We found, however, that sub—ieelers attributed more influence to the service clues than to Some of the other organizations ranked second by the power leaders. We see then that there is a ty20 “f bureaucratic structure .'.. L .L ,a 52:21:11 or" leadership Queerei The structure is rele’liiively rigid, but does not contorm strictly to the ideal tyne of bureaucracy troposed oy hax deter. Ne have found that the men of power are recog- nized not only for their ability and competence, but also for their success, intra—community access and availahility of tine. Sub-leaders generally regard power leaders in very high es— teem even though individuals may be sincled out for private criticism. There is a strong feeling of loyalty and conformity among the sub- leaders. The pattern of organizational participation typified by sub- leaders is probably the best avenue for a person of ability to move up in the community power structure. It appears very difricult, in fact, for anyone to gain access to the top power structure unless he has shown, through participation in nunerous sub—leaders roles, that he has the ability to take his rightful place among the power leade s. C. Laymen's View of Decision-Making Previous sections or this chapter have presented a perspective of decision-making as viewed by power leaders and sub—leaders. Since major policy decisions eventually affect all community residents, an examination of decision-making as seen by ordinary citizens is neces- sary, if we are to fully understand the community power structure. By means of random samgling in selected areas of the city, a total of 96 male heads of households were secured for intensive in— terviewing. These laymen ranged in age from 22 to on years. Table l0, 0‘ - , ‘,, '.‘“. ,. i ‘-‘ -..f- -1. , i "I.’ . -..“ , . page 107, snows the age grouts Ul these 9o persons. Nearly half of the laymen were laborers in giants oyerated by the men of power. Table ll, page ity, shows that twelve were self— o- I" he}? L'OupS Oi. L:.-1y‘::1en Int-crviewed Age Urcup Runner o: laymen 30 and under 9 Bl - no l3 Al — 50 32 l - L10 1.7 ml - TO 1) over 70 lg Ifihlfl ll Gecupation of laymen Occupation hunter 0: Laymen belf employed ousinessmen l2 salesmen 5) Government workers l3 Laborers no R8 hired. 1.2-,- enployed, l5 held a position in an office or local, Sta‘e or federal government (none were department heads) and lb were retired persons. Several of these retired persons had recently moved to the community upon retirement and were not familiar with the community. Very few laymen were found to hold merge“ship in any of the local organisations in which many suo-laaders or men of power also hold :reunmir;miips, «excnngt ll] irriterruzl, iwjligjnius rind in teiulns ggrotnns. iLine “stated. that they belonged to tne Citizens; Lennie, seven vie "JO.LL1I1L¢¥*:E Red Cross workers, 20 were ETA menoers, MM union hearers, two bflhbfl ml to the Rotary club, four to the Lions club, one to the Kiwanis club, seven to the Chamber 0? Commerce and six to the Junior Chamber of Com— merce. Twenty stated that they belonged to no organisation of any kind in the conmunity except their church. I When asked aoout the extent of participation in th» (1”1 O I’N l {I l— l zations to which they oelOngel, most of the laymen indicated that they belonged primarily for social reasons. seven or the retired men indi— cated that they had oeen active members or several local civic organi- zations before their retirement, out that the work of these groups should be carried on by younger men. Twenty one persons stated that they were active members in one or more local groups to which they be— longed, but only six were found to have served on any committee within these groups during the past four years. It was learned that eight of the sample interviewed had participated actively in the execution phase of the community hospital campaign. Their activity consisted of contacting the people in several blocks in their neighborhood to solicit funds for the campaign. Several indicated sone activity for improved school facilities when this project was oeing promoted in the community, but was later defeated at the polls. Only one layman was found who actively worked against a major community progect which had oeen approved and sponsored by UAEEI, this was in the hospital cam- paign. This individual is a member of the Citizens League and he felt that public contributions for hospitals should be used only ior putiic ‘ (1,“. f: f.‘ '1'!“ 4- ’7" 1" - -' —.7“ l ""1'.‘ ml. . X- i an, 7 -° p“. -, ‘ ‘ . - thlls and not lor tne hospital contcnplated by the LCllblUUb LFUUP- l‘pl Jhen asked what position trey had taken on a major community project, on laymen respondents indicated that they had either played the role of a spectator or a disinterested party. The reason given was that they did not think anything could he done aoout it anyway. Several stated that, ”I guess I should have taken a more active part", while others said, "That's what we elect officials for".‘ Many, in fact, had a very meager conception of what the projects were about and cared less, with seven respondents stating that they don't even read the papers. "They only print what the big men tell them anyway", was a frequent comment. The comparative ranking of Denton power leaders shown in Taole 5, page o2, shows that laymen generally recognized Lester Mint as the most influential man in the community. Other power leaders were also recogni"ed, out not in the order of importance as indicated by either the men of power or by the sub—leaders. Arthur Jones, harry Putz and Larry Bryan were ranked higher by laymen than by the ooher two groups. These three men have government positions, and are more closely associated with the ordinary citizens of the community than are the men of power or some of the sub-leaders. laymen gave strong rec05nition to position as a resource of power in the cohmunity. by position they meant an office in the local government or a position or control of large business firms. Many of the laymen were laoorers in these large firms and they, therefore, gave recognition to the managers of the firms in which they were em- ployed. wealth, or the control of money, was ranked very high by lay— men as a resource of social power. This ranking of wealth is much {Kalil ‘fl l2 Resources of Social tower as Indicated by Laymen Resource Votes from Layman Position 85 Wealth in; Control 5o Prestige H3 Community Interest 30 Success 16 Ability 13 Access ll Mutual Obligations 7 Honesty M Old Family 2 Time 2 higher than that given by either the men of power or by the sun—leaders. Most of the laymen were of very moderate means and felt that a wealthy person is able to "get what he wants". Some of the self-employed busi- nessmen and retired persons relegated wealth to a much lower category than did the laborers or government workers. The high rank given to control and prestige again reflects the Opinion of laymen that a per— son with an important position and adequate wealth has much prestige, and a comoination of these gives the man of power control over people by threatening to withhold jobs or refusing to use his money for needed community imyrovenents. when laymen were asked to describe the characteristics of some of the men of power, we received a variety of replies. Several of the power leaders were singled out as fine men who have the commun- ity interest at heart and are literal with their money. ‘im.Randall is one of the men of power singled out in this manner. Randall has frequently given money to particular churches when they were in a building program or when some special event was celebrated. ‘Arthur Jones, another man singled out, was reCOgnized for his family back— ground and for his participation in a number of social welfare pro- grams in the community with which many of the laymen were quite famil- iar. Laymen who were volunteer Red Cross workers praised Aub st Mint and J. J. Latrick because they are directors of the Red Cross. We frequently found admiration of an individual man of power for some particular activity, and then the same man was blamed for the position he had taken on some other project. Laymen seemed to express a general feeling of apathy toward some of the power leaders. A typical statement from a layman is, ”There is no use trying to say anything. what could I do? Most of these things are cut and dried anyway". The men of power, on the other hand, frequently expressed the opinion that more people should take an active part in community decisions and lend their eflorts to the com— munity. Lester Mint expressed particularly strong feelings when he said, ”This type of interest is what man‘s a democracy work and that is the responsibility of everybody in the community." The laymen generally agreed that opposition to the power leaders or to projects sanctioned by then would not be considered wise and might even result in sanctions applied by the men or power such as tniwnitezdlgj tam2.layirni's jam) or idflrvtflldjnu the lffiydflfi.ffbfiléjlttllq a; necessary loan from One of the banks. No example was given by a lay- man where sucn sanctions were actually applied. Laymen also agreed that the support of, at least, some or the men of power would he 1eeded to put any project over in the com— munity. The defeat of the proposed schoOl bond issue was cited as an example of a project which did not have the open approval of the power leaders. They did not indicate knowledge of behind the scenes actions oy power leaders. when asned how major decisions are arrived at, the laymen gave a wide variety or answers. Some of the more common opinions are that the city council, the Chamoer of Commerce and UAFNI are arenas in which most major decisions are actually made. Several respondents said it is the ”gang at the gol; club" that decides everything. The niggest majority of laymen, however, said they did not know how the decision process operates. Only four laymen made any attempt at dif— ferentiating between the formal and informal structures in the deci- sion-making process. Control of available means or communication was mentioned as being important in the community. it should be pointed out that the daily newspaper col ins were usually available to the men of power when it was felt that newspaper publicity would be beneficial to a particu— lar power leader or to a major project supported by the men of power. several of the sub-leaders anl one of the power leaders pointed out that the products of one of the large firms in Denton are sold almost exclusively outside of Denton, yet this firm has a full page ad in the Denton enterprise at least twice a year. The implication is that, when Lfi) tin} fiiui, Ln: tin; Qtiwer Lhea air Inhaiuhlg:'ttn3 films, 'wavyts :gcgig ilsvcdfigtlt: local publicity, the pa es of the n aspaper are availaole for this pur- pose. Attention to Table t, page lYU, indicates that laymen as a 1 wnol not recognise DAELI as the most influential organisation in a» (L. Li 7 H.- the comnunity. It was sonewhat surprising to find that many of the layrnxi interviewed.knrl veiyrlLittle klanUEige Ld‘ilnfi I or td‘;its func~ tions. The Chamber of Commerce was ranked ahead of DAFUI as the host influential coumunity organisation. hany laymen mentioned that the Chahher or Uonnerce "gets things done" and that it has dtne the most :for tdn: CUEhHLllLy, ‘uhertifore, :it is annit inidlmnitialt ' Layumen, gnzaer— ally speaking, considered influential those ordaniaations which had received a great deal or newspape' puolicity and to which sohe or them telonged. Occasionally one or more or tne power leaders also oelonged to one of these oryaniaations. This was used as a rationalization hy J laymen to substantiate their opinions. D. Other Aspects of ecision-naning. In the final sections of this chapter we will analyze tne ,7 V _ o H i‘ _ - - hi *- I norms and oehind the scenes' actions which have come to light during the course of this study. It has oeen noted that mild irictions and misunderstanlirns occasionally develop in the cormuzciity, and among; t1e more prominent individuals in the community. An analysis of the in- fightinr anong tne comnunity leade‘s is valuaole to a conplete under- standing of the operation of the con.unity power structure. It is particularly significant ior an understanding or forral and inrorsal StruCtures in a soc1”l system. ,L. UKNJJL+L rio‘fiy1. ;LaJu:: (JL oLm: Utuuc ll 7 - 7, A . 7, _ ‘ _. H . . -_ L‘Lliti.) LU. LIL;C3 £541.45: 1. CL =17; 5:) LU rn‘.u‘ '. ..L It" u'v' 7 z . ' '.':y- . ." t' l' :‘ ". r' ' (""(‘ ’2"! r.‘ ".A ‘)’~rv ~3“‘ 5 . LJ-~;‘._L .LL-L;€,L cLL b.1311 UL.) W’Ll...Lll JULJ. J‘.;'::'L.‘.L.'!;; o LJJ. b: it; u )L .Ld-L uJ a bah; « .1. U Lazy L. L; .-:. (‘ 'H ‘r ‘~ T ' .2 ‘ ‘L‘ —: ‘v ‘- ". 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' f :- L V}. .zLd. ‘VJJJH. (J;Lt Luau Lk~y 11.0 5 ha Vt: GLJ. but, LzLLguuaL j lx. _L w). 1.7-; ULUAl and. ’ "‘ ~ 1" ~. I - ' ‘. "o«-4 w-!‘ , " , :- - .1 ~ '1‘ ' -T,' ' \p - -' ~- ‘x ‘3‘ y‘ , " «“Q (3; ' /\ ULlieL a may Lie L‘GL 1301.;«3-L-Ly Lunch e77. UCJ. 111:3 int-A1 UL >g:u‘.=.k,.L 140.11 ”a“ u, u trier for a major accision c0 ue val;i, it must reflect a Lhurougn sLugv L3 0; all raievanb fuCLS. Ii Luis signatiun ages not grcvail, it would be V3: difficulc to n¢ia LC¢iLLLauiUH and execution of a4” ma'ur dccisiun. _. L. . d d (“r 41 3 _‘ 4.- 7 . '.' ,,. 7..' ’ _ _ .'. d ‘.4 ‘ ; '.. ,I7. _ __ '1 ., ..:», ..‘ - .‘ 11.1.0 ) .LLL DKLI‘L.‘ , CLLLJ-L1 tin—Ly U-.‘L.L)LI.L 3L .LL 1.;ka Uni—LJ UAle l.-t: L1 ‘.‘ I I siOns, out tne 3n04e soructure as lb now Inactiuus in the CbUmUfliQJ. roJer lcslers seneruliy a33ert that the; are entitled to know in advance of any issue discussed 3; uo—L'sl r3 whicn way have conse- quences for large segments of the cohrunity. Any sun—lenders violating this norm would he CbhalL€1€1 l’bhoordrnate and 3uoiect to severe sanc- tions. It is 3e~erali y u11de mato od- that certain kinds of knowledge are to he keot withii‘i the top power group or amtng selected sub—lenders. An illustrative example was presented in the formation of DUO. Not more than 2" lected person knew of plans being made until the pro- posal was announced publicly. If the top leadership infornally arrives at a decision on a controversial issue, the decision remains private. In some cases such a decision may never be divulged. This was the ca 5e whei EHO\ er leaders decided against a progosed school bond is sue and privately enlisted the support of tromineit realtors to secure defeat of the prone osel. when a group decision has oeen reached and agreed upon by all of the group memoers, it is exoe cted that each lflllfiduaL menoer of the group will sugport the decision. It is recognised, at the same time, that an individual may find reason to question the wisdom of an awreed upon decision. In such a ca3e, t 1e l‘ilVluu l is exPected to bring it to the attention of the group i'or further discuss 3ion, rather than speasing against the group or their decision and thereby making it appear to the public as if there is dissension within the group. Mr. Mint pointed out that, if a member of DAEMI, for exanple, would steal: out in public a ainst an adopted policy or a ainst sorue of the members of DAFMI, it could result in serious co ecuences. Such actions might discredit the system, and people would soon lose confidence in ls,r) DAFMI as well as its members. If a person should violate this rule, he would be subject to reprisals by either the group or by individuals who felt strongly aoout such action. He have noted that Joe Kelley be— came quite hostile toward DAFNI after the prop‘sed new youth organiza— tion facilities was put aside temporarily for an overall community hospital building proaram. If Kelley had continued to speak out against DAFMI or its members, "We could have made it difficult for him”, said Mint. Kelley manages a type of business in the community which could be extensively boycotted by the men of power. Loyalty to superiors is a rule which seems to be held to rigidly by the men of power. This reflects a norm of a bureaucratic system. It indicates that a system must have some rules which are Obeyed, if it is to function and perpetuate itself. Another factor is that the superiors offer rewards which are "paid bacs" in loyalty. If Fred Hoffman (a recognized sub-leader and an employee of Lester Mint), for example, were to publicly speak out against Mr. Mint or about a decision approved by him, Hoffman's future relationship with both the Laswell Woolen Mills and with the top community leadership would be severely curtailed. No private gain should be expected from a position of public trust. At the time of this study a prominent public official had used his position to grant favors to many marginal supporters. As a result of these actions, recipients of these favors felt obligated to him. The above activities became widely known and were looked upon with dis- favor to such an extent that the official was nearly defeated at a re- cent election. The men of power did not openly take a position against the official, but they indicated that his past actions were not looked upon with favor. It is difficult to state that this had much eff (D 0 ct on the number of votes cast against the official, but the fact remains that he won by only a very slight margin, whereas he had been elected to the same position several times previously with considerable mar- gins. A person should not run for public office without first con— sulting some of the powers in the political system. This again is a method of controlling the bureaucracy. A case was cited by one infO'm- ant where this rule applied. A prominent man in Denton wanted to run for a high public office. He felt that he should first feel out some of his friends as to what his chances for election would be. The pros— pect later decided not to enter the race at this time. what had hap- pened is that one of his close friends, one who understood the system, talked to a prominent political figure and suggested that he have some- one talk to the prospective office seeker. The informant stated that he did not know if anyone did talk to the prospective office seeker, but, at any rate, he did not run for office that year. "he considerate of others and give credit to whom credit is due”, was a rule often mentioned. Many informants singled out Mr. Mint as a person who is always considerate of the feelings of others. he accepts ideas from others and has frequently given them public credit for an idea. Selfishness is considered almost an intolerable sin. Several informants intimated that selfishness can break up a group or an organization quicker than anything else. The power leaders indi— cated that, if anyone repeatedly manifests traits of selfishness, he is "spoken to" by someone in whom he has confidence. If this does not change his actions, then other pressures are brought to bear on the zoo individual to mate him realize what the effects of his actions mi ht be on the group. One social norm will be cited which deals with patterns of communication. It is not considered ethical to apply raw force to com— pel or overpower an individual into compliance to a decision, but rather to honestly discuss the merits of the issue in order to convince staunchly opposing individuals. It would have been a simple task, for example, for Lester Mint to forcefully insist that Joe Kelley support the DAFQI stand on the hospital issue. Mr. Mint, however, chose to go to helley's home and talk to him as a peer with the result that Kelley did change his stand and supported the DAFMI decision. In sunmary, the processes of social actions in decision-mak— ing are surrounded by a well established set of patterns with respect to how an individual acts and relates himself to other persons within a group. These patterns are not Verbalized or codified, but function at a latent level of social life. 2. Cooperation By cooperation is meant the sharing.of an activity for mutual benefit. It involves different individuals or groups working harmoniously ether on a particular project. It infers further that there is a \ tog common interest toward a specific goal, and willingness on the part of the c00perating individuals or groups to work together toward the recog— nised goal. Three specific examples of cooperative effort were cited with pride by informants. One of these was the formation and Operation of DAFMI. It was pointed out that there wasn't a single organisation that I". L: l 1'- . ...,,'. ' F‘ ,, .-,..H, ..1. .,,‘_ . ,. ”..:- ~.‘ MW.‘ ‘ ‘.'. ,; Lili’lfi't cooperate in out: Ebbczplldihhfiilb cum. blloguilo (Jr L):rL‘fuI wing.) it Li initially proposed. All Lornal organisatiols aod interest groups were said to have recognised that the formation or Unrml was a means for all groups in tne community to cooperate for the good or the whole com— (”I") munity. Apparently the various supporting orpanizaticns rea‘ised that each proposed community proJect would have to await its turn ror UAFEI support, but it appeared that the waiting period would be acceptable with some sort of a guarantee that eventually every proposed project with merit would Le completed. The initial progect supported oy DAFhI (memorial field) was considered a truly cooperative effort. Schools, churches, service clues, interest groups and puolic officials endorsed this project and pushed lor its completion. This indicated that divergent interest groups could COOperate for a common cause. Never before in the history of the com- munity, it is said, had anything like this taken place. The community chest reorganisation was cited as another prime example or cooperation by all interests. Montgomery pointed out, "here we took a meager organization, reorganized it and orought a number of Other interests into the system so one annual lund drive could he sup— ported by all interests and individuals”. The.chest had never reached its goal oefore this reorganization, out since then it has exceeded its goal every year. ”I call this true coOperation", said Montgomery. American culture tends to scale cooperation high and nanipu- lation low, but both occur. A high value is placed on cooperation oe— cause it is the "democratic” way or getting things done. do will see in the following section that maniwulation, on the Other hand, is con- sidered a sun rosa type of activity. 9:. C '_. '.‘- ," F‘V‘VO n. -v .1“ .., fl.“ “r “ ‘ . Lllk ( '.l. i.) ..i. .g.V_'-_. L11; _‘.Jf Lm'lLL-V.b IN, A... 1.. 1.“. ' , . ‘ UO uni ' ‘u“’ar ‘ ‘ 3 \ 7.. ‘t{\-,“ -. k1 ’.‘ I‘vrlll_\.,.ul ..:. ' ,. - __ J. T . 1 11:7“ «4 il‘lv‘uLd '.1 .LL, L- '1 ‘ \_ u , . r‘ J—‘} 1“ \ ~? (3-, -I,,“.‘ '3. "14‘. '1 a, x. 4. 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V. -. 1. J-‘ 1 .- r‘ 1 i v». -- 7 w“ ‘ ' .71‘ ' - ~ 1 I ,- -.- I i - (lirc131sl C118 uyil 1L; ert11 u1mLJG J;ell1tlLAis11A£s, .Lnll l1u1lczis,c1'tllt; ccA1- —‘ -.' 4-w r‘ J- v; y -. ‘Q ~ ,‘rcr ~41 3" ‘1'! - r I . .- .. ‘ r1. '\ V 7".- Lunlsg SAHCAloa is necen.A1; 101 tAe fmzl mAgan c SOClml LCHLF. At the C‘ utse we 10"A2~17~d that: nfornal and extra-legal 4“! 11 . t ‘: \ ' ‘I. ‘ <3-rV" \" «1'37 s1 ‘. ' 1 -1 ~ m‘, . ' ‘.' r ‘ ~<‘,~~‘,, 1 Su-UCCUlCS Withn a social sasLeA yin y a La001 1ele. lAis tgen lulAsu 1 - *1 n - :‘. \ -°,...,-4_.:,- -1.“- 3‘ 1,, ‘ .11-,-, -1"- ,' - tr" 4- a flClu lor lflJCStLQdULUH «Ach ndb ploch 1-1ltf ul, a.l s bnllLCudb ‘L- x‘ '1 1 ‘ ‘~‘ I (‘-'—: ”.(u *1 ‘1 J-j ,4- — v UhJ Cd&r&CLClloL_Lu age ousluoh ._J of U01 of yower, sub-leaders and laymen in the coAuM.1 L”. In ”quit c: T " " , iIJT-f YUA‘.x) 1‘ JV, Jo wl’r. :) J fl ?' W .J‘- nf\1 17 Gnarles L. negrldm, Fsl-v_ell 1sfics, lAc Fr3e cess, Glencoe ‘-- to a detailed analysis of the men of power and their roles in the decision-raking process, we have attempted to depict some of the cultural patterns entering into these processes. It was necessary to assess the count ity image and feelings of sub-groups toward the men of power, and the feelings of the power leaders towards other groups in the community. We have also discussed some of the common values used in reference to men in prominent positions in our society. The focused interview technique was used in interviewing each of the three groups, 1. e., power leaders, sub—leaders and laymen. In this manner, we wer“ able to elicit the subjective feelings of indivi- duals in addition to gaining an understanding of the actual roles played by individuals in the system. The participant-observation method was used in some instances by virtue of the fact that the author lived and worked in the community while the study was in process. Two hypotheses were develOped to serve as guides to this study. They are: (1) Most major policy decisions are made in informal structures and legitimized in formal structures. Major policy decisions, as used here, refers to magnitude of the decision based on the extent to whi‘h it affects the community at large. (2) Economic or financial worth (wealth) is a prime determinate of major social power position in a community. 3. Summary of Findings An analysis of the role of social power is indeed a useful method of inquiry into the analysis of community dynamics. Not only does this locate the most prominent community decision-makers, but a study of social power also provides an adequate basis for gaining ._ » / c \J i . .zxx s. a -fi . . a. , - J \J v I , A \J t k - 7 ' _ ‘ r A n, n . , . .71 ,, x. i k. l . \A , y. V . .l so imports Lzlt ccmmuni ty Hroers" It is necessary to analyse the dynamic aspeCLs of a community to understand the com- munity in action. The men of power tend to be generally? ve in the con— ‘ " \‘N ‘. 'I- v r "f r" ". ‘.‘ e ' - 1 p v. v ‘_fl ‘.' ~7v munity, UL ney h3‘v:3 oeen dCLch in locent yeais. ine men oi power 1 further nnow who t goes on in the community, and nave develowed chan— I ‘ 3 O ‘ nels through which iniorwation can fl m4 both up and down the line thrc'"1; “e“?ous levels of the cnlrunisz structure. By virtue of their ‘4’ .“ "” " “- i “ '.. z' " ‘ ‘L‘ ' ‘ ’\‘ r ‘ 1. )‘f ‘ ‘»" . ‘ “‘1’ es nt enpeliences, the Len oi power hare ocxelcped cea- sideraole finesse in dealin; with individuals, groups and nr«: olc_ -\ H ““r‘ 4‘“ '.‘ \ '.‘ '0 -" Q ' dot al oi the power leaders ‘3_ ‘ ' _‘ “A ‘3'. ,‘4‘ in _ fl : ..'_.'\ , 2,’ I ,l , .f‘,‘ ’.‘ A' _ decision—maninw 2roe6,r ses. The extent Oi pa‘tiCipatlon yari—s with the project undr2r considerat: on, and with tie interest of the partieu— ,s, lar power leader. We have 3:01, for example, that seve 31 power leacers (Heintz and Melt gonery) di d not actively participate in decisions re- lative to the youth orbaniset on inc; lities. They depended on, and accented, onini ans oil r’d by Tir1 Re ndall on this matter. Smith and I .‘ .L .‘ (‘7 1’» .1 " ‘. 3. J‘ ‘.‘ ‘~. r in v r . ““e 1 ' . ‘. ' \ I ‘r‘ -¢ ocnultz did no» play an active role in the ue‘iSion .ro ens ielao-zp 0 rs to the meIOI ial athleti ield, while C. Tuckuun was a: active warti- ci’ran+ only in due Ci °,ions relating to three of the major projects in whicn the men of power played a ernlJi :ant role. Even enough a power leader did not actively partic ciaate in suecific decisions, he may still .J O O :3 L7 e C1" ‘CJ (.1- }_:. (N ,L .,-;4 N }') (I L) ll :3 p) t—4 I d .3 f: S d? D 0 H3 participate indirectly through “* ‘ ~ we ‘- Y - . , :- ~ .2 . ‘. mnnir. t. Ihionienl and.£T. J. Ilnurier-an3ie ilchLe uzi y iCthl in SLmni \ id that there GXlSotdC semi-hjvidrchical 5‘1 m E- J C”) O H «D "J in “.5. n 1* “firm-r2 1* n '1‘,“ ",,s J'r‘.‘ ‘ i ‘2 ’3 7 " '1': VA 1.1” *E- Li-.. LL;_UV’1..‘~.,L;‘V L-‘.1.(.‘l-.U i " L/‘J:’ 1 ('1 ' .L “)(i' ‘ i. . "c" ' '. .“ ' ‘ ‘. '1 ‘vr' " ’«"\ '.‘ " ' ‘,- "1 1 I ~ , ~ \‘ ""v‘ ‘. ' P "‘ -~ 'fi'. ‘ , ‘ ‘L‘ V : a11 s 1 o itic3r1 \IL L l.l tLi; La); nrflhgj :5, '-c:t1;.; “n3; trugg QEKHJNCJJLQ LAJ "the garfialen1iuuier (AhiolU*d i'tinn, init tings: see n3'tc in: geguunil YCEN‘LJL- tion tha+ Lester hint is the "top man in town”. Fclicwiay Xint in rank, come Randall and hontgeuery, with Lehultta and Veils: nent in order from the top power 1ositrc's. 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(,- L..u_mu.._) o Tia”) "I‘v’(\ "pa: 1 H" I‘" ,~~.-.‘ ’C‘Wfil‘ '4‘: (‘.“fi ' ." '7} ‘1’; 1 -0 Lj-T ql x‘l‘q 1;);3'nw- _ 17 t ' \4 KM: J v I.) 'v ‘.oAu ~ -1- ‘J- -'-« ¢LLM U —l‘.4-— ’v -— IJ QA- la—A- («v- .L Cl CM L .Litq-r.\.L1 V t ' ~ I! .1- . V..- ”,3 .1- r .‘ ..- .: , . ,J. -,. I ..: . . .1- n - U-L.z- .1 13.12. LJCJ I) 1&me C‘ 1- LL d.L"'-3 o 21 mix) BL):- LJIJI CC»; ‘L-.'--. b; CJHC 1'1” 21" 8 2,0091:- (‘1‘ ‘t r) P ti. "3 t(\h‘ ‘0‘," ' ‘ ‘ V T" "I fl 1 "~ ‘x -' ' "VI-I fi - »‘ ~». ~ {'1‘ - V d I ‘ .3“ t...) ..L. J1.) “mu -.. .C “U u. ...L b. - _ C'uL-l _'_LJO.U.:3;. E) . -410 .C‘LES'C) Ol' ”2.1, 1"‘C1CJ' '- Is.) I»-~C&L.9L*T 1 J<3W BITS ifilxd (DNSC13;CLJL LKWLlilLogx3 ,- :L$;M"tc:u:e Yfllt;.J1 t4u3 power structure, but their alignment did not renain the same for all major issues upon which a policy was agreed upon by tne total power struc— ture. Workable channels of communication have been develOped where— in information and ideas may flow both up and down the line through cer— tain segments of t'e community structure. Formal channels are used for some purposes and informal channels for others. Informal channels were, however, found more useful than formal means of communication. There seems to be a constant striving among the sub-power struc— ture personnel for a place among the top men of power. The men of power recognize this striving and are constantly on the watch for a member of the sub—structure who may reveal capacities for larger responsibilities in the community power structure. If a sub—leader shows undue aggres- H siveness, not commensurate with his recognized capacities, he is spoken ..L H to by a member of the upper power structure, and is also subject to the application of sanctions to keep him in line. The seemingly constant striving for recognition among sub- leaders tends to develop attitudes of resentment and undue containment among some of the sub-leaders. Some laymen have a feeling of antagon- ism, while the majority were found to be apathetic and exhibited a feel- ing of unwanted usefulness in the community. As a general rule, laymen were found to be quite ignorant of the functions of social power in the decision-making processes in the community. A seemingly reasonable conclusion flowing from this study is that the most likely ladder towards gaining a position among the top power leaders is through active participation in important community interest groups, and thereby exhibiting sufficient general capacities ‘ ..v’ r ‘1 7r / .) t, V. - .U r) ‘.w {.0 - . :ti 1.1C‘Itli011 PV‘OC ion of past po r" . '. t).1'.k:v Q I . '__‘_ ...”..‘J. ,J. 1J3; U1. ‘-.4 .Li;\-» ha "a in LLE..- -illu FA L434") (,1 ..: 4. .-. - 4.; -' ... 4- .' (JLLJJA. L.O £3.13 L14-C.L_LJ. ”1:3 .1. i‘w r. ‘ ‘- r‘ - ~ \.~ J" . l'chClt.‘ ..: nan-O o-~-:1 .LC/ n ." -- Cu' 0'0 0; cut. F“ 1th 1.11 tions. oi (ipiort anity ci c.tion would be 'scl \_I .h I D IJ «.--. _. L14. v/ -L U...K. )f K4L) O Tiis pos ic: Ln COWIIL lit 8. - ..q—. — " -, app? val Ior ~A~‘-,. . . L». C a. .t.‘ . bile ‘rC“ ' sys L/CL. ... )I h... - - » ~1r C ‘JLLL r. ‘.'t.-\ . ....m f r- ... LCCJULLAL kLC’C is Luil‘fiai'l ‘tv ..Ll. 4-...) siin d'a'r posal c ‘ yr. rv )— LJU.:L, CW- SL1.) -.i. x.) -,‘ : licy nee. «.1— . J-.. ed power bbrhcuhlfl \ 1“ ...,,,_ ~,..:. »(~ . .. .-‘. th'cfou In, 1111-. I V ~“' 1"?) gkk--(.- ‘L ‘1 ‘ -~‘. — .r‘ .- ,,.. '-‘ s, -'.-L. LLLL..-Je; DJ. JRUlfuhllL) ....1 -\ -. ‘-«.,—" ..-f, " ‘4- .. (.‘—CL_LL)1.CI;13J, OJLI LYLE lLLLLCL. L01 kl ‘ .1. , Lulu MO (EMA/HA n1- .- + . ., ,~ “4. ° tu-.C all {LC v.1.“ e 1".“ ' Q l.‘; L44. walks of Amer icon life. 43.4. u- 1 ll 0.11 olilb Spoil” u . -1. 1 1 nm~ tHB mh-in . J... uh; lib LJUVIV.L .LCL‘ \.L':. d ha th C) ain'l that a p: ”0' 1, a ‘.' I". qv~’\ “' eaccis Wno will ”now / - ~I .1 . 14-. J- .—'- r! "‘ ‘4 r" V"“ ‘ 1 v " \ " WCHCL. " W1. 1. 4.159611 b0 lo.) Z.1C-.":.-L.So IJ. Lay/U33. .33 .CCCL ~ ‘ V I“ _ v . f: ‘ ‘ / . —‘ .' * ,-- - _ v:~‘v~ . v. c / ‘ the sub-leaners would ban: axallable tncl: acCcss to ' f! 'v V I ‘.' '_ 0‘ ~ J‘.’ V ‘ . u 1 ‘ u. “a J" . - - ' ~ ‘ - oi chcr lo: lurtner disc ssion xi tne proposal. If - . . .‘ V '~\:.ASL/‘Ll:ll k.) a J . . - , ., ...-_().__l_ui 1..«..~ u:- C(u....-u_..l.:_ uJ L~K Z 1 .l 3 C‘/)" P“‘7 ‘.' UL- ‘ L1] C/J. .1-‘.\,) ---, \ . ‘n 'uil'e} pi UL—Cb 3. .3, , U-.-'\J‘)l “x .-. v l" I V ...- -.: , .. ,. (1 u-.v-l o'l (.Ol’l D 0 ... I; .I- \ 1.1. U . ‘ ‘ru-A' n 1 in 0; kit; .1 "“t“ 1” ILL ALI/LL ’L) , 1‘-—-~ J LALJLJ -uu_LJ \J 1.... fl. .n—K'u... I ...! -.‘..,._- v 3-1-.- CbA.A1A.u.l-L UJ' -‘ ‘r‘ L- IALLLI.) U should 0 I .1. 1,1; 1(1) L 3.0 .:.!>, U -L‘. "1 ‘0 i .1- ULJ. , f“ 1‘. L ‘ I , er'. '|(‘|'_‘ \:Al LL13 v .‘.l.;‘,-J .' \: :UJ-"\J.&J ‘4 (1 J... ...) L: t ‘ .--~ v lib n "’ 11 ~—Yu 'KJ ..- (J -1 W .1- .1 . 'r v‘V‘ ‘\,-)“ leQi.LJv. - L11 C; W II’UF‘ {3" UAa‘aL) I- LLLL: :1 Of '3 " - “a“ " “ -1~‘ ‘ 1‘» "‘— ' a '_ 2"“rci ‘i c‘ .""'._n1"'l.'". " ‘.v .2: """1‘; were Ltugfisidurcd to have moi it, add to donor ‘.’x, LOIlJJl‘l-vluulfiizl of, one a lower structure, it would oe called to the attonsion oi the too obi. f Informal discussions would ensue among the hen cl tower and, if the proposal were acceptable, a policy decision would follow. It might then oecone a trojcc" or 'AFLI, or it would ce "iarned out” to a local civic cluo or interest group for promotion in the connunity. D. Further Research Needed Based on a study of the literature on social Lower and on the oresent study, the author feels tiat further emgirical research would be fruitful in a nunser of areas. since it is recognized that social power functions in all lev— els of community life, it would be holyful to a fuller understanding of community dynamics to learn what are the relationships oetween, and among, the various levels of power in the community. Research is also needed to delimit the relationships between a local power structure and possible other structures in larger areas such as a county or a region. Another area ior research is in detailed analysis or the role of informality in the oteration of social power. How are informal and fornal structures coordinated? fihich processes in decision—making are handled informally and which are handled fornally? A great deal or research is needed in the general area of 0’) power resources. Jhat is the relative weight of variou power resources? How can the weight of a particular resource be measured? Are there tyyi— cal patterns of resources found among men of power? And particularly, just how important is the resource of wealth, and how does this resource contrioute to the concentration of social power? Tr. . .. r V.... .L. _J l... 0%“ ..IJ :LM _ . _ all ,. ~u1 - ‘-l ‘er _ i. (M \u._ ) J V I} 1., ‘1 .. --‘ 1 '1 v. r' .73 ‘.4 U... n'i‘l . UK, '.LC l,“ .L . f1“! 4.... J- . ,. it“- VII fit: .) O z (k .1; ml .. a. 1 -\~ 1* '-l‘\) ,w L l a ‘.‘ l .J (A ll JI\ ...) . oi. . ~ l . \1 fly: 1 J ... ) 'f I .A. '1 :LJ ‘. L30 w :- ix) .1- --., L; L l \3‘, 11". r l J4 v) v—r‘ 1..) r1 . ‘ ‘ . \ . \J ... .L .3. fl ’ ‘ 7‘1“; F‘, y» (A. _.‘ . I“ .... ‘1] .1_’ “A. AALV: d, Chester Pro (‘1‘ Q), t‘,$ 1 (4|-L 3ie-¢bmnu Rooert, ”JC) :1. o 7-.) 31"», -\L r—L.'..;'\‘, m 10, {Elm ori BIBLIOGRAPHY V o c I?U‘wttjijb -..- I../2.1.. I s Ol the Execrtivo, 1w1IaId Uriveis 1 4' ' g“ ‘ 5‘) d9., (1 s-=-3~1 \) .Lt ' H} ~\ , ‘3 ,n , ‘ - , " , ll : .l A An Anal3si oi SoCial Power , alouu 15, 1.70. ('7, DOC "thCi‘ ljSC. 1Jocltucw.Ical 'Nc '1' ...T '.‘ v 'r‘ l 1 ‘17 : 1V ‘3 -' In D ' < '~. '~ V 4-.r . T? - h - 1U:1, Dohald in, An .«2.1;3..-_¢si..3 0.1. one .-wCial Power Portir 1 oi‘ on: 1.10:1..1. ‘n-L. 2-. - ,..,’1 :-- m- .“ q). ' 12:1" ‘: ,7 '; 1:» h r'!‘ .—. ..: .. ..nLJU‘--4';'3 3C . 4.1.). ‘._.I- t . -'~-L ..Lu; “‘J-K‘u1 L‘._l(.l.ILQ l, LI..1J_KL[.)....L‘JILC(A. 1.11 U ..LL.C.{J.L|)’ w I I - I ..3.‘ “« ‘I ~‘ ‘ '5 I '. r—‘A 1ncx-l;,.1n u (,ollo c, in Lot Lansing, 3.119;. 1 - 1 n r“ J. 1 . J - A. H's . '1 3, Cooley, . n., social 0 1“‘1u&tlofl’ Charles uCllUflQr'S boas, II I (oil, lLliL— / . 14— T? . r 1 ‘ ‘ ‘1‘: 4‘4‘ ~ ~ 1" 1 (1 fly ,"r: 3". NP ‘I,-l‘, .‘\“‘ :.|r‘r“.‘.~'r-u . n \ ': \1 ,—~ r‘vr 3i n.1J, lulC.Iulbht1ills,12mm.mi.uc.v° ,les gioocqiNLH, ‘-J‘ Y" " " ‘1. : w '.‘W-y‘ r" Y‘T’ ‘ "' ‘j.’ If Ohio rd bnllclsl j rlcss, new Yorl, l/so. “1 .‘ YT ‘ , -.~. L“ O " s .‘T-‘\ r \~.4'r rot'ldVic clf, zilfiviil 11., r;ctmiu . 1:1 IA:-£19..S-L-r‘, -Lgr i 1;: 1; i41<3:;., lull! ix‘l--, {» ~vo $-LCLLAJ, G:- {‘1 {21“‘ffl 11.8, L); ilk .ll.'To:mi, T110 lEQHJ. ~T ' ‘.' .~’ 1" J.‘~j\'! .LO‘L‘.-, f, ’ ...‘ “1 - r-“'\ ...f $--' \ ‘.‘", 7‘4 ‘, \ '0 ‘ ‘5‘ ~ " ‘ »~~ -.- 4 a w ‘ ~_"I>" lamuns, oc.::o C., Lno “bflfl G-cun, nircouit, yracc and touganj, Now fol“, l“1C J. x / '7 ‘i -.1 3 '3 ‘ ,- ~ ~ ' .1 r. n ‘- *1 . ~ hrntc .“, rloju, L? 1“1' ' lCJc: st‘rctLrC, Univocsluy oi Aorta (Iiulll Tm. . m.,_, .-‘ ILUSS, Lhdycl mill, 1,,3. '.' . : ' 3, . -.-“. . ~ , --». . . “.7 a . mt , , n v - .. liflivr J. O I ’ E( ]«J. [(33) I x) ‘ u I- 3er .7, ll J_Jl.‘.\.. 'CIILL L) ‘(Jl 1‘ 3’ 313‘! $13).) J. . LJ,‘<‘,‘}I VJ .L i . r ,. ‘ v -o v ~:.‘.*/“ CCnu' 11:3” HEN YUJ- it, l’,,)L/. T 4 'fi "'v> -‘ . fl ’.‘j~ — 1., . , ‘1.._, a .. .,_.1 1‘ / . ."." ‘y’r , T .3.‘ ,3 hisswoli, I1rold D anl Morale“ Lwal.n, leao: all “Cilfisg, lule LLLVKL- 3—9‘<' ‘ v V r ~ 5‘." S—L DJ; PL («:33 ’ ..‘rlj‘l I’lL‘M-‘yl C1, J";' ‘(J‘ . 1‘: .1"‘(\.“"Im" T ‘r13flfi-Ifi': vr‘ "» " -~ ~,- 1... -<~ ‘3 ‘ ..- 1e unto-” lo: ..LJ‘ALLCL -.., I ’ 1: WWLlOA.) ll). :1 Cit-”11f,_-:1 ,~.” #1,, 41,. P. Duttgn - ., .1 ‘ ' . soul Cc>szs n3, 1xrx Ylufi: l;Ih . .. 1, , '1': . *3, T -. C's n +--~ ‘~ ~¢4 Loomis, Cnarlcs P., and J. “llan nee lo, Jura swolal sgsocns, Prentice- lall, Inc., How York, {2]. ‘. I r‘ r\ ‘«.~’ . -... , ‘1 C‘ , 1 1'7 * ' ‘ f: f ,. .1. ,i- ._ .' r1- , ' .1- ' , ' ru. - 1 4.. . r‘ AJ‘J' L.\_4.’ L‘. C L.) . L1n( J L 0 1‘1. ’ . ' ,.'--‘l.d.j.-!_: ‘41-.-"nlr. 1 ,L11 . -L“..-.-‘ ‘ ..S :. UL‘I I“: _L \) \J“ ‘,(.‘_dr .1, W (111:4, L) Li _",f\,l iv \ :1— n1 3 J" 7" ' ‘ J‘ -V‘— - ' 1 ‘ ’ ‘ ' ’.r‘v . ‘ll rfi ,Ir\’\'\ . ‘1 I.;, . ‘ -‘. ‘ :r "v . 1- ' ‘ .L. - . -g, 4.3 , _l\....: bit‘xll u, 1.1.; up”: :‘JQL;'y;- u‘ .-. .v'alllulr, v.01 .. \Jl - a.) l ,9 I! o (I ‘.’] ‘ V V I Q Q .- '3 ~ ‘)~ . ”.3- r1, - "'7' r1 .. - - f'I“~ " - -"' x " ..-. -' " ‘- huclvci losers, i1e 20 a; u’ cglmoui, lne 1acalllad touwa1l, Lew lor-, I" 1'" ‘.‘ l_', ‘1“ o Q .0 J .J 1.; I ( ‘ ’ \o (J I" f I L. o \J L. d 1 \j .4 ‘ C N. LL‘ -.1 (. ‘t'J ( ‘-’ I ‘. ' K. \. ’—\ -x i. I L; ‘_- 1) \0 Pi L4 V l’ {- \J 1. 1 ' :0 / r .- --» 1 v a". . .1' . .. »‘. "If ...' "t- 1 z. T‘- 1 G1" » 11.131411, ACT-1:11 11 11., ’.'/1.3- ;( j, 7’ ‘11.. pm: 1:11 .1 .1‘1‘. 1‘-‘: 1*; PM.) ..L‘ILCOG - 1 .1 . - \‘f 1. I] 1.1-4.1- -lL' .-:J) .J-/' T/ o .- '1 Ir .7 P wr ~,,'. a a ”71‘ m, ‘ -,- ...,‘1 ”J. ...,.-3 3-”. 3... ‘ ; “,1“, T! '.“V 11AJUC.U -.. U. U a. . L. :1211111, 129 EKJme-L I.-...1--n , .-.er-1”-1 1. 4. — — .- r - 1 ’ —«‘ "1 4-7 1 ~- ”'27 - .1 . .- ' H'- ‘1... ‘J\ k “k .C \ V (5.4-. ....) $JIIJ1L/‘VU. \. ’ ,1-(".’s_ . "'>. .|"' VT -‘ ‘ W ‘.' ,r fl ~»~-- . 1' 't'.' IN .3! -. . 1| I J-" ~‘ v71 -"‘I -~\,~. d- 1 f‘ ,. \ liz‘C"- ‘.' ) H' o 1".“ o ’ 31.1(1 1:10 1'1. i1“ 11.11) LJ\ 14.10 1):]. 1.1."..‘1-1- 1' 1.112 b 1- ‘:.I' Li.) (.1. .Lk):.kk-l.- 1-1.lv13 J -' 1. - .— 1. - I " ,.\ — . t' . -." - 1.. ."'.7 1 'Y ' 1‘,- ,.. \’,b|r‘.|( .10-17 :1r ,1'. ...311. (3 1| tr“ , 1._.11__: L.» 1 n-‘ ». U: 1.1 . .. . V .. . _-\ . . . 1'1, i/C.-1_ -4....‘-» l. 1', 1‘1“... 0 \. J ‘4‘ s/- O . 1. '3 ,- 1 ") 1"1-1 _ .. .' ".. 5’ '1 _o 1‘ . 3 ‘ ' ~ - ~ t -. 4_ .' 3 .. _,-\ C '_ _ -. - ‘ _._ u . 9‘ . u l ~3,| ,‘f' 1.c;(“, , r‘, 1 '1 .. ,q u _. ... ‘l‘ 1' \ ,v v y L.-- (1! L...‘., G. i O , 41.1 ..:‘_'-s-)_.-.) L-.__L_1v‘)r ‘ullki IL l).l_ “.13.:1.‘ ‘~.\j_l.(_. .1. ( J. ix»: ‘ ...- ‘.‘.L)... ‘.'(4 L- . ....I If..- ‘4 , + L! v~ r u . . ~ u v . u v —. —— v? A W Li‘- " ’.‘"“f'll ; '.1 177?“- 5.3511". I1" 'Tiii-(KH'f-‘VWL‘-‘.‘fl ..L'L‘.’ HEW, Kit-7-1.11. "'3 J/ y 1.1. mal -- ; LIA-3'38 1- 1. -- ' "r (J1: 1.‘ l \1 0 q I ' l_ C ‘ C “ ‘ .. _. x.) 1'.-. ' H .1 .' -.:- .. "'4. i.. .. . ”‘.'. r- 7"— 1101‘ -_‘_,S , TIIOITIILS L. , D-JC {1.3.1.1113 1«.’.:...-.1' ;.(. L1-l_ L J 1.11;? 2-7.".‘1'111'1LL1 .111 El. 1-1;..C -IJI‘UIL‘. L, ) c "” 4 'L" n 1"“ ‘Y" 'r- ‘I».w -r"\-?r—v,-1J_.' 7‘ Y1- _ '1 n LAUILUJ , 111.111 C- -.:...U.r13 v. LU. MIND ......f1 ,,.,-.,,,..,.1_ 7-1., “I?- ,. (1...- I .3... 1., 1'- J, C16)? I .- Jul), 11'; ‘ r‘ 7.!- n ‘ Vfi m~‘ _ . ‘ - _ . a . -‘ .. . .. J_ . n . .- J .‘ 3 - w? - w. r ‘ a - - 77 .F‘ I \1 4 1. 1 ‘1 qr _. , 3 I , . f- , 1 7 v , 1.9-;.11., J. 19., L:+zrz_u.lx,11 b11311u-11' .0 ¢.U-gfiq 1131?. 1a.-t LL11430. "I" _. ,n r1 . . . ' ' -' J. 3 ‘. r * ' . 1 . 1 , s), ‘ - n . " “‘r ‘\‘ ' ‘. .‘ ~' ..., -v«‘w ~ ~ n-u 1U3-L., C. U., - M11 QUzs U1 U thLfij UULuy agu Jqu.-1s as 13.!1ww UU 'j‘ , . \r— V'.""\ ... {V‘IA - 4 ».-': (-- ~. , I'T‘l‘. 1 C“ .— - ,——‘--.— . ' '.~._ 1.. : ~~ -» »‘ i1. - u ... 11(1-1'Kil-1' 1L Cini;-_-11=;L1 |)\.1J(.'-'_Cu-'.c ..Il .LJ‘C) 1.11.13--. 1; .‘ C- 1 .1 '. 1 J 1. LU: I'M-fl U o . '.'" ~~J- 1.1j?~l- . fir. 2‘ -..~ v . -.-‘fS.-- ":._...,, . ." -3 ‘.,' -‘ Gris—11.3 ’ (AX O Lil—.111 UC’l—l’ J Jun—.... D(II._ )) \JKJU—jk.-. .k)...‘--‘~ U111... .4 V-.. 1.)... :1 ~ 1 ~— '.‘;k'ti.) ’ i'. ..:“, ..:.L‘... 11., F713, J- .J AL.‘ {Isczg' . Y.’ 1’“ ' '.‘f r - -\ 1ALI3, H. I.) t-aC'~,I_:J.] 1" L)L~".‘J.€Il 1)(Z;_I:L:"{3 1\:_3;J£;'L’...'Lill COLL‘LCLl’ "(’1‘ r.“ ._- q _(M ,n '.‘ _ --"" 1113 3:3;Lchgogwr 11 .1Cu13; 1 ' “ -f .--.~. 1. "1'." UK/Ca L(..LC.EJALLUO~l UKIC.-'..- (ll/r) DL,sLJ r21 ’ l_) Ir- 9'7 Trfi‘mn J41 1.L/_-_1-sJJ-‘-.. I. \1'. ‘ >—~ LL 11.711 r)-" ‘.‘—L. U 1 ~1- I 3 r -1' L ‘13-.LU. d. H V f ‘.i 1'1 - ’ - VK.I..JL.-1Ll-_ J ) 1Tr-'1}T]:7;"r -- CIT T T _I_ 7 (‘1 . ;_ m‘ ' I": a f '1 113, h. n. agu P. U. tuna, 1-3 Ucc;al Lgfe m; _ -. 7 7-«~' — ~ ~' -~ T-v " ~ -- "’1“ LuLVQfSLLJ Press, Led An 3:, Ly%;. Colunbia University Pro 1...--..' . r1. . .. .-311c31 QCCLEtg’ _JL “I (V 1J8), New York, .1911 I .... L. )0 Alfred A. Knopf, New York, 1) A it t... YL:.lC 4! / r"l. AKIHTEIUUIII In making tilis stL..dv our grimery objective was to studv relu- 4‘ .’\‘. . t *‘FV" ’\ mr‘s‘m '7") 1"! ' l I'l‘f ‘73"":‘ t t 1 (W “lb 181-1.“: ..Ln lC IJKJW “.1. IDLLJ C L). i‘ QLLA. HUT; Ufli CLO... ....J ‘ LIL/vtnlt O CO *‘u.’ the type of data which would leni itself readily to qrijtitatile t ' lent. Because the wziter li 6d std WOCKFd in the LOHJPWIVJ for three years before this stuQr be am, he was able to learn much about the comrun- ity processes and its influential peogle. He was able to identify Lost the power le wealth, their A thorough check was made of UGWSpEIJC v ' 'T‘.‘ . TC Qc“Slill)o mien gromin'nt pel ons .' -,. -.:. l¢pOltanb pos b.1010, 0110 was a y the VKIS men of power wer), Uro‘ Interview questions VchS 0 J.- _ I b as a ... . .i‘ l; Cl‘lvrl (ENS o («'74 county ‘n'burequ. able to learn wed very helpful throughout this The questions were ~x~r 4 r-Jn' infox;el i eluti ‘ .,....,‘ 4-3 and organiz the writer first came to the county, he selecte who served as co11iidentisl advis cs to him. Dovernment, soothe“ in tie county 4 .l- the city omirent attorney and one was en outs tnzlding Throu h co1sultetions With these men, the a great deal about ingortant recent events, as well as how they 0 to. This tLge of inf study. were develOped as a guide to focus m‘n01ized and used or: “his method would elicit more felt th—t addition gs and processes. One has O‘C‘ {.18. do “re e of Lders, blOir positions, educational becubiound, residence and rush otxer in; oi.nt')n about coumunity life. 3.4ul(fll (l ECLU? 0‘) ‘1' CM - govern- eader in .JLr. V11 J. bk}: and who t1 e .1- .' i 3,. ulCu; CLKLIIICICIII;LI '1 . .Li. - ,- ..: -. L, o .- Hf] ,. .1- ., -~ 1. hgo are LAC nos youezLul £003-: lJ.DCfluLd. 2. Which of these do you feel is the tgp men 1n tcwn? 3. Who are the yerscns who you considc” to belong to the sec— ond tier of influentials.’ a ’1 h. Wha are tne buses upon which inllucnce ’3 based? Hugs tilcxl in ore-<2“ 01 Lgportanct's. ‘- TT"( ‘ r 3- ”"rl‘ \‘ , ‘.' I - ‘.‘-V‘."“ ;' \ k). u‘HhLL dLC Li.) 1.10.]. L21. Luv-(LL LAN-LL? " 7* - - .- u :4- . , . 4 4- .. .- -. ,, . : 44”.? X..- (. nave you wuLLLi ULLh an; LL LLcu on an comthLLu. b- 1.; . n YY1_ ‘ ‘ 1 w‘ '1‘. r.J— " I‘ (”.1 1v, .1‘ v 3 J~‘- 4". (‘r -. " v. a't ot;;; CXfifb$LUU .h-HB JUU.}MK1 NLUJ Ln1L13 Lon; I \.r~.-»-.,—»-,-“v “)~ 1v~§ “(~Vv" “"v P“ . ‘ ‘y g; o Ill 'Wi .LCl- OZ. ULJLJ. L‘. uLL-Lb klu JDLI Jig-1 4L: (1 AL.L«\L.‘.L.)C;‘LJ A1. 1 " ,. r« ‘."A‘-'? —~ 4 ‘w UCLA-l ij. (Anni-Leg]. COG L3”... . ‘ o ,'\ VJ',» ,- .. -‘,. LL‘ILL . 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