Thoughts on Tradition Nine from the Shropshire (UK) Intergroup:
Short form
A.A., as such, ought never be organised; but we may create service boards or committees directly responsible to those they serve.
Long form
Each A.A. group needs the least possible organisation. Rotating leadership is the best. The small group may elect its secretary, the large group its rotating committee, and the groups of a large metropolitan area their central or intergroup committee, which often employs a full-time secretary. The trustees of the General Service Board are, in effect, our A.A. General Service Committee. They are the custodians of our A.A. Tradition and the receivers of voluntary A.A. contributions by which we maintain our A.A. General Service Office in New York. They are authorised by the groups to handle our overall public relations, and they guarantee the integrity of our principal newspaper, the A.A. Grapevine. All such representatives are to be guided in the spirit of service, for true leaders in A.A. are but trusted and experienced servants of the whole. They derive no real authority from their titles; they do not govern. Universal respect is the key to their usefulness.
From The Twelve Traditions Illustrated:
All the way from coffee-brewers to trustees on the General Service Board, those who take part in AA service work are assuming responsibility–not taking on authority. (Here, Traditions Two and Nine interlock.) Group officers are responsible to the members of the group; intergroup committees, to the groups in one locality; institutions committees, to AA groups in treatment facilities and correctional facilities; area committees, to all groups in their areas; Conference delegates and committees, to all groups in the U.S. and Canada; the General Service Office and Board and the board's committees, to all groups and members everywhere.
In an average business corporation, the board has final power to determine company plans and policy. Our board of trustees serves in a custodial capacity; trustees vote at the Conference–but as individuals, with one vote apiece. In industry, branch offices jump when the home office speaks. Our GSO is just a clearinghouse of AA information, offering suggestions based on experiences reported to it by groups.
And yet, with so small a degree of organisation, AA miraculously does work! One reason may be that Tradition Five applies to each AA committee and board as directly as it does to each AA group. By cleaving to this "one primary purpose" in all its activities, the Fellowship retains "spiritual simplicity." To diffuse that purpose, to embroil AA in issues apart from its true concern, would create dangerous complications...
Tradition Nine Discussion Questions
Is our group over organised? Are our leaders servants or do they take control?
Am I aware of the service structure of AA? Of the upside-down triangle?
Do I feel that our service structure is accountable? Do I understand how it is accountable?
Do I serve to the best of my ability or do I leave the work to others because ‘it’s not my job’ or ‘someone else will do it’ or judge that it’ll be ‘good for the newer member’?
Am I aware of those I am responsible to in my A.A. work?
Do I resist formal aspects of A.A. because I fear them as authoritative?
Does ‘not organised’ mean no organisation?
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