Clearly, there are important reasons for co-ops and universities to be interested in each other. But while they can be aligned, they can never be, or remain, perfectly aligned. The demands of co-operatives to demonstrate a value proposition — to justify the commitment of resources to an education initiative in competition with returning greater short-term benefits to members — are impossible to satisfy fully. There will always be a tension. The questions within the academy are equally unanswerable — whether the same resources contributed to another undertaking would create more peer-reviewed publications, more prestigious grants, more reputational impact, than contributing faculty, staff, and student time to work with and on co-operatives. Both co-ops and universities face competing claims on time and resources. Continue reading →
Co-operatives are community-based associations and enterprises accountable to their members and typically competing in markets for goods and services. Based on self-help, autonomy, and ages-old ways of working together, they improve the well-being of their members, foster values such as equity and inclusion, and strengthen communities.
Universities are among the oldest institutions in society, operating under deeply entrenched norms of self-governance and autonomy. They create knowledge for society, foster critical thinking and citizenship, and reproduce leadership and professions from generation to generation.
If a good partnership is one where the partners bring different strengths and characteristics to a common project, then universities and co-operatives have the makings of a great partnership. But partners have to find the right ways of working with each other, and this is more complicated than it might appear. Continue reading →
“Communication is a two-way street” is often touted as a guiding principle of success. Public and private organizations, including co-operatives, invest large sums in public engagement and rely on social media to allow stakeholders to “have their say.” Yet, do organizations actually embody this two-way street by responding to what their stakeholders are saying? As participation-based organizations, co-operatives should be aware of recent research that argues industry communication standards are perpetuating a “crisis of listening” that undermines key stakeholder relationships. Continue reading →
“Twitter is under threat of being sold, and selling out its users,” reads the petition urging Twitter shareholders to say Yes to a co-op. What is the motivation for such a move? What might be the impact? Could this happen? Continue reading →
MEC — a large Canadian retail co-operative that specializes in outdoor activity equipment — implemented a number of controversial changes three years ago to strengthen the knowledge and skill sets at its board table and to ensure its governance structure could continue to guide the growing company.
Formerly known as Mountain Equipment Co-op, MEC was started by a small group of friends from the University of British Colombia who found they couldn’t buy good quality climbing gear in Canada. Since its inception in 1971, it has grown to twenty stores across the country, with 4.5 million members and $366 million in annual sales. With this growth and the expectation of further growth, the co-op felt it needed a more experienced board to navigate not only its scope, but also the increasingly competitive market for the goods it sells. Continue reading →
We have recently added a “Recommended” section to our blog that contains links to material on co-operatives and credit unions that we believe will be of interest to readers. This menu item features a collection of curated content in three general subcategories: Reading, Viewing, and Listening. On each of these pages, you will discover links to books and articles, videos, blog posts, and podcasts. We have provided titles, authors and speakers where appropriate, and brief descriptions. Continue reading →
Much attention is focused this week on Motion M-100, which asks Innovation, Science and Economic Development (ISED) to establish a national co-operative development strategy in Canada. The motion passed unanimously in the House of Commons on 5 April 2017, sending a clear message to the Government of Canada. Continue reading →
Co-operatives have an important role to play in the economy. Understanding this role is particularly important when markets are undergoing major changes — as in the case of privatization.
The privatization of liquor retailing stores in Saskatchewan provides an excellent example of the need to understand the role co-operatives play in creating well-functioning markets. In this post, we revisit the argument we made in a recent StarPhoenix/Leader-Post op-ed piece and suggest that, according to its privatization announcement, the Saskatchewan government fails to understand this role. Continue reading →
In a previous post, I outlined how a failure to find the right balance between intrinsic and extrinsic motivations can lead to a crowding-out effect in which the introduction of more extrinsic incentives results in poorer, rather than better, performance. With the right balance, however, extrinsic motivations can significantly enhance performance — the crowding-in effect.
Crowding-in and crowding-out effects can have a real impact on how decisions are made, on the effectiveness of policy, and on the performance of organizations, including co-operatives. Here are a couple of examples. Continue reading →
In a recent post on future options for the credit union system in Canada, Dionne Pohler and I argued that to be effective and meet the needs of a wide variety of stakeholders, the new system must rely on a mix of both extrinsic and intrinsic incentives. What are these two types of incentives? And why are they important?
Extrinsic motivations are monetary rewards or penalties such as pay-for-performance schemes and financial payments for not complying with rules and regulations. Extrinsic incentives work, it is believed, because people make decisions based on the financial costs and benefits of the options they face.
Intrinsic motivations, in contrast, can be observed in the desire to undertake activities simply because they are enjoyable or because they generate satisfaction — the wish to do a job well or to undertake a task because it leads to some greater good. The mission motivation that drives the behaviour of many people is a good example of an intrinsic incentive. Continue reading →