{"title":"We Want Our Co-Ops Back","authors":"M. Latham.","doi":"10.2139/SSRN.2147909","DOIUrl":null,"url":null,"abstract":"We can reform all our large voter organizations, including democracies and corporations, by starting with reforming our co-ops (including financial co-ops such as credit unions). Most large institutions lack effective democratic control by voters. Even though citizens of democracies can vote, corporate shareowners can vote, and co-op members can vote, those voting rights are ineffective if voters lack the information, insight and nomination rights necessary to elect the best leaders. This paper outlines how we can better implement the fundamental co-op principle of democratic member control, even when co-ops grow very large. Later we can apply these ideas to our democracies and corporations.Democratic accountability to voters need not come with a cost of decreased effectiveness of the co-op's management. On the contrary, if democratic reform includes a voter information system that gives voting members insight into which director candidates would better serve the co-op and thus its members, the result will be improved performance of the co-op.Instead of co-ops following corporations down the path of undemocratic governance, they can lead corporations toward democratic governance. All that's needed is for us voters to learn which governance changes are democratically empowering, and which are disempowering. In particular, improving our voter information systems can enhance director elections and board accountability.Co-ops that grow large (e.g. over 10,000 members) often tend to become less democratic. Voter turnout falls, and boards become less accountable to members. Boards may create bylaws and rules that shift power from members to boards. Directors may become more allied with a co-op's senior staff than with the members. As this trend progresses, a co-op's power structure can become an oligarchy. But the trend is not inevitable -- we can reverse it. The further a co-op slides toward oligarchy, the harder it is to reverse; but it's never too late, as the Arab Spring has recently reminded us.","PeriodicalId":396770,"journal":{"name":"ORG: Other Types of Organizations & Organizational Behavior (Topic)","volume":"304 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2012-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"ORG: Other Types of Organizations & Organizational Behavior (Topic)","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.2139/SSRN.2147909","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 1

Abstract

We can reform all our large voter organizations, including democracies and corporations, by starting with reforming our co-ops (including financial co-ops such as credit unions). Most large institutions lack effective democratic control by voters. Even though citizens of democracies can vote, corporate shareowners can vote, and co-op members can vote, those voting rights are ineffective if voters lack the information, insight and nomination rights necessary to elect the best leaders. This paper outlines how we can better implement the fundamental co-op principle of democratic member control, even when co-ops grow very large. Later we can apply these ideas to our democracies and corporations.Democratic accountability to voters need not come with a cost of decreased effectiveness of the co-op's management. On the contrary, if democratic reform includes a voter information system that gives voting members insight into which director candidates would better serve the co-op and thus its members, the result will be improved performance of the co-op.Instead of co-ops following corporations down the path of undemocratic governance, they can lead corporations toward democratic governance. All that's needed is for us voters to learn which governance changes are democratically empowering, and which are disempowering. In particular, improving our voter information systems can enhance director elections and board accountability.Co-ops that grow large (e.g. over 10,000 members) often tend to become less democratic. Voter turnout falls, and boards become less accountable to members. Boards may create bylaws and rules that shift power from members to boards. Directors may become more allied with a co-op's senior staff than with the members. As this trend progresses, a co-op's power structure can become an oligarchy. But the trend is not inevitable -- we can reverse it. The further a co-op slides toward oligarchy, the harder it is to reverse; but it's never too late, as the Arab Spring has recently reminded us.
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我们想要回合作公寓
我们可以从改革合作社(包括信用合作社等金融合作社)开始,改革所有大型选民组织,包括民主国家和企业。大多数大型机构缺乏选民的有效民主控制。即使民主国家的公民可以投票,公司股东可以投票,合作社成员也可以投票,但如果选民缺乏选举最佳领导人所需的信息、洞察力和提名权,这些投票权就会失效。本文概述了我们如何更好地实施合作社民主成员控制的基本原则,即使合作社发展得非常大。以后我们可以把这些想法应用到我们的民主和企业中。对选民的民主问责并不一定是以合作社管理效率下降为代价的。相反,如果民主改革包括一个选民信息系统,让投票成员了解哪些董事候选人能更好地为合作社服务,从而为合作社服务,结果将改善合作社的业绩。合作社可以带领企业走向民主治理,而不是跟随企业走上不民主治理的道路。我们选民所需要做的就是了解哪些治理变革有利于民主,哪些不利于民主。特别是,改善我们的选民信息系统可以加强董事选举和董事会问责制。规模越来越大的合作社(例如超过1万名成员)往往会变得不那么民主。选民投票率下降,董事会对成员的责任感降低。董事会可以制定规章制度,将权力从成员转移到董事会。董事们可能更倾向于与合作社的高级职员结盟,而不是与合作社成员结盟。随着这种趋势的发展,合作社的权力结构可能会变成寡头政治。但这一趋势并非不可避免——我们可以扭转它。合作社越滑向寡头,就越难逆转;但这永远不会太迟,正如阿拉伯之春最近提醒我们的那样。
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