For association leaders, the world of their members and other stakeholders is increasingly characterized by instability and unpredictability. Resistance to change discussed earlier is also apparent, driven not by disagreement about the future that may be coming but by anxiety and fear of the unknown.
The organizational conditions in associations that are not knowledge based are often uncertainty over vision of the future and confusion about appropriate direction. There is continuing conflict and confrontation among increasingly diverse chapters, Regional Associations and/or sub constituencies within their memberships over appropriate strategy and style.
The conditions affecting governance of traditional organizations are changing dramatically and because of that evolution, the attitudes, skills and capabilities of successful association leaders in the twenty first century will have to be different, more complex and able to withstand more demands than ever before. Association members and regional chapters and/or regional associations are demanding more and questioning their member value proposition.
Associations operating in the twenty first century need to meet the needs of a constantly evolving member constituency, to challenge new sources of competition, to harness technology as a strategic advantage and to anticipate the future and position for change. To represent a significant value to their members, they must embrace methodology that moves them from providers of data and information to resources of knowledge.
Success in dealing with coming vast changes and an informational tidal wave requires constant reshaping of association organizational cultures, structures, capacity and perspectives as they become “knowledge based” and much more influential at all levels.
