Philosophy of Volunteerism

One of Ivan Scheier’s unique contributions to the volunteer field was his multi-day retreats for experienced practitioners, which he called “Challenge Think Tanks.” He hosted these retreats in various places across America during the 1980s and 1990s, whenever he could find a host organization. Ivan led the Think Tanks as a facilitator, not an instructor. He constructed the program to make people think and provided plenty of time for small group discussions and individual reflections. Most attendees remember their Think Tank opportunities with gratitude, and many credit them with changing the course of their careers.

The Challenge Think Tank approach is remembered in this article. It includes examples of  different retreats and explains how elements of the program continue today in events like the annual Australasian Retreat for Advanced Volunteer Management. Several colleagues share impressions and memories from their Think Tanks, as well as ideas for keeping the concept alive today and in the future.

In this Keyboard Roundtable, we’ll explore one of the perennial issues of volunteerism:  When should work be done by volunteers and when should it be done by paid staff?   Convening Editor Rob Jackson brings together a range of perspectives to explore this issue. Our participants will look at why we have differing views from each other on this important topic, and what common ground we can find between proponents of volunteering and those whose goal is to defend the rights of paid workers.

How do you manage volunteers who don’t choose to be in your organization, those volunteers who often show up after being “bullied” into service? In other words, how do you manage the non-volunteer volunteer?

In this e-Volunteerism feature story, volunteerism expert and author Thomas W. McKee discusses this overlooked issue and offers a step-by-step guide to help organizations and managers face the problem. McKee outlines special considerations for working with this large category of volunteers, and offers additional advice for volunteers who lead other volunteers (especially those who would rather not be volunteering).  McKee uses authentic examples of non-volunteer volunteer situations throughout the article – ranging from the soccer field to an elementary classroom to the board room.  His personable and purposeful technique will engage volunteer managers from all sectors. And they will have no trouble relating to McKee’s descriptions and learning valuable coping techniques from his experiences. 

In 1983, Jane Mallory Park wrote one of the early books on volunteerism: Meaning Well Is Not Enough: Perspectives on Volunteering.  In this book, Park discusses the legacy of volunteering that shaped what volunteers were doing in 1983, provided some solid, practical management advice, and looked to the possible future of the field. 

In this Voices from the Past, we’ll excerpt sections from one of Park’s chapters, “Vision Volunteering.” Here, Park proposes “What if?” scenarios and speculates about such intriguing concepts as “promoting volunteer liberation” and “appealing to enlightened self-interest.”

The wall between church and state in the United States often extends to a wall of separation, ignorance or avoidance between secular and faith-based volunteering. In this deeply personal article for e-Volunteerism, author Karen Kogler encourages the dismantling of that wall. She describes the world of faith-based volunteerism, and gives practical help to secular volunteer managers on how to build partnerships with faith-based organizations.  She notes the challenges in pursing this goal, and describes the benefits to both sides in working together.  Writes Kogler, “As I see it, both the faith-based and secular worlds of volunteerism would benefit from the demolition of the wall that often separates us.”

In this Keyboard Roundtable, we’re casting a wide net to explore a number of volunteerism issues from the diverse perspectives of people involved in volunteering.  “From Whose Perspective?” will include a discussion of such important issues as:

• Employer-supported volunteering: Is it volunteering if people are paid to volunteer with time off from work? From whose perspective?
• Pro bono service: Is this volunteering?  From whose perspective?
• Do we draw the line on rewards/incentives in volunteering? From whose perspective?

We’ll engage a few corporate and community sector volunteer managers, a public sector volunteer manager and a volunteer to help us gain multiple perspectives in this next Keyboard Roundtable.

Māori volunteerism, which has become embedded within the fabric of Māori communities, is a culture that derived from voluntary activity, introduced by immigrants in the early colonial settlements of Aotearoa/New Zealand.  Current literature, however, fails to provide sufficient evidence to pinpoint when this culture emerged; instead, literature discusses the contemporary culture of voluntary activity and attaches Māori terms to explain the behaviour.  This article provides an important new look at the origin to Māori volunteerism by identifying certain documentations in history where volunteerism was exercised by Māori.  It gives a voice to an activity that has been unrepresented, and recognises volunteers during 1800 to 1900 for their communal activity and contribution to building the society of Aotearoa/New Zealand.

An interesting movement is emerging in volunteer management: Some managers of volunteers are limiting themselves to being responsible for only one part of their organization's volunteering scheme − the most 'traditional' part − while their organizations build new ‘pro bono’ and ‘community involvement’ programs without them.  While this is not a new phenomenon, what is new and concerning is that there has recently been significant growth in this ‘non-traditional’ volunteering. The change is undermining the role of the manager of volunteers and hampering the ability of community organisations to adequately meet the needs of the community. In this article, the authors consider what factors prevent or limit a manager of volunteers from taking responsibility for all volunteering responsibilities, and they also present a strategy for change.