{"id":9792,"date":"2016-10-20T20:18:24","date_gmt":"2016-10-21T03:18:24","guid":{"rendered":"http:\/\/dminlgp.com\/?p=9792"},"modified":"2016-10-20T20:18:24","modified_gmt":"2016-10-21T03:18:24","slug":"stop-bellyaching-and-be-loyal","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/stop-bellyaching-and-be-loyal\/","title":{"rendered":"Stop Bellyaching and Be Loyal!"},"content":{"rendered":"

\"bellyachin\"<\/a>Introduction<\/strong><\/p>\n

People come and people go.\u00a0 The choice is how they go and w\"StudentRevolvingDoor-300x300\"<\/a>hen they leave.\u00a0 In church ministry, as well as in the corporate world, this revolving door seems to have moments when it spins\u00a0uncontrollably.\u00a0 \u00a0The challenge is how do you mitigate the revolving door?<\/p>\n

Albert Hirschman in his work, Exit, Voice, and Loyalty:\u00a0 Responses to Decline in Firms, Organizations, and States, <\/em>helps to understand the principles of why people make the decisions to stay loyal to the organization or choose to exit.\u00a0 \u201cOrganizations able to exact these high penalties for exit are the most traditional human groups, such as the family, the tribe, the religious community, and the nation, as well as such more modern inventions as the gang and the totalitarian party.\u00a0 If an organization has the ability to exact a high price for exit, it thereby acquits a powerful defense against one of the member\u2019s most potent weapons:\u00a0 the threat of exit.\u201d[1]<\/a><\/p>\n

 <\/p>\n

Summary<\/strong><\/p>\n

Using the analogy of customers and a product and organizations and members, Hirshcman walks us through how people choose to engage the product and the organization.\u00a0 \u201cSome customers stop buying the firm\u2019s products or some members leave the organization:\u00a0 The is the exit option.<\/em>\u00a0 As a result, revenues drop, membership declines, and management is impelled to search for ways and means to correct whatever faults have led to exit.\u201d[2]<\/strong><\/a>\u00a0 <\/em><\/p>\n

In contrast if a firm or organization \u201cexpress their dissatisfaction directly to management or to some other authority to which management is subordinate or through general protest addressed to anyone who cares to listen:\u00a0 this is the voice option.<\/em>\u201d[3]<\/a>\u00a0 The loyalty of the customer or member can be a deterrent and a catalyst that causes one to speak up and hope to change the direction and\/or product.<\/p>\n

It seems like a simple choice to either exit <\/em>or share your voice.<\/em>\u00a0 \u201cThe presence of the exit alternative can therefore tend to atrophy the development of the art of voice.\u201d[4]<\/strong><\/a>\u00a0 <\/em>The sticky wicket is loyalty \u2013 product and or organizational.\u00a0 Hirschman believes behavior can be distorted when \u201can organization is able to extract a high price for exit <\/em>(over and above the forfeit of the price for entry which occurs inevitable with exit).[5]<\/a><\/p>\n

 <\/p>\n

Analysis<\/strong><\/p>\n

Hirschman uses charts and terminology to prove his point that organizations and products can recuperate if proper XAL(point of exit in the Absence of Loyalty) meets XWL(point of Exit with Loyalty) helping prevent the TX (point of Threat of Exit).[6]<\/a>\u00a0 The goal is to find a road back for organizations and products.\u00a0 Deterioration takes place with growth, time, and product\/organizational aging.<\/p>\n

My world in the local church is the balancing act of hearing the voice <\/em>before people decide to exit.\u00a0 <\/em>Organizational (and in our day political) loyalty has become a thing of bygone days referred to as \u201cthe good ole\u2019 days\u201d.\u00a0 I agree with Hirschman that truly giving people a chance to express their likes and dislikes can help to expose and eventually eradicate issues that may be unrealized or unseen.<\/p>\n

The challenge with too much voice<\/em> is that people\u2019s likes, interests and desires are all over the map and fickly at best.\u00a0 With many \u201cflavors\u201d of religious thought and expression you feel like you are at Baskin Robbins.\u00a0 If someone hears of a new \u201cflavor\u201d they will abandon organizational loyalty<\/em> and exit<\/em>.<\/p>\n

\"baby<\/a> Of great humor was the analogy of the word \u201cbellyache\u201d.\u00a0 \u201cThe loyal<\/em> member does not <\/em>exit, but something happens to him:<\/em>\u00a0 he begins to be acutely unhappy about continuing as a member, contracts qualms or Bauchschmerzen <\/em>(bellyaches) as the phrase went among German Communist party members dissatisfied with the party line.\u201d[7]<\/a>\u00a0 It made me want to learn how to properly pronounce the German word and use it on members who are bellyaching.<\/p>\n

 <\/p>\n

 <\/p>\n

[1]<\/a> Albert O. Hirschman, Exit, Voice, and Loyalty:\u00a0 Responses to Decline in Firms, Organizations, and States, <\/em>(Cambridge Massachusetts:\u00a0 Harvard University Press, 1970), 96.<\/p>\n

[2]<\/a> Ibid., 4.<\/p>\n

[3]<\/a> Ibid., 4.<\/p>\n

[4]<\/a> Ibid., 43.<\/p>\n

[5]<\/a> Ibid., 96.<\/p>\n

[6]<\/a> Ibid., 88.<\/p>\n

[7]<\/a> Ibid., 88.<\/p>\n","protected":false},"excerpt":{"rendered":"

Introduction People come and people go.\u00a0 The choice is how they go and when they leave.\u00a0 In church ministry, as well as in the corporate world, this revolving door seems to have moments when it spins\u00a0uncontrollably.\u00a0 \u00a0The challenge is how do you mitigate the revolving door? Albert Hirschman in his work, Exit, Voice, and Loyalty:\u00a0 […]<\/p>\n","protected":false},"author":68,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[931,251,750],"class_list":["post-9792","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-bellyaching","tag-hirschman","tag-voice","cohort-lgp6"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/9792","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/68"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=9792"}],"version-history":[{"count":0,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/9792\/revisions"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=9792"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=9792"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=9792"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}