Generating Community Change 341generating new employment through influential organizations such as the city’s
chamber of commerce or community development office. It may in fact be true,
for example, that in a declining community where the elderly make up a high
proportion of the population, transfer payments (including such things as Social
Security, Medicare and Medicaid payments, as well as private pensions and health
insurance payments) are a large portion of community income. A programme for
the development of locally owned services used by retirees would keep that money
circulating in the community and could perhaps generate more employment and
greater employment stability and income than would a potential new factory. But
in most cases, industrial recruitment wins out because the elderly income multi-
plier does not even get on the agenda. Furthermore, companies considering a move
do not want it public until the decision is final. They also prefer to deal with a
single person who represents the entire community. Both of these facts militate
against broad community participation in efforts to recruit industry.
The conflict approach
A conflict model is similar to a self-help approach in that it brings people together
to articulate their needs and problems, to develop indigenous leadership and to
help organize viable action groups (Christenson, 1989, p37). It is different from a
self-help approach in that it seeks to redistribute power. A major organizing tool is
the confrontation of those seen blocking the agreed-upon solution to the problem.
Using a conflict approach, a group of local people outside the local power structure
would come together to discuss their problems and needs, which could include
recreation and job creation. For example, as a golf course project was put forward
by the elite of the town, the group seeking empowerment would mount a counter-
proposal – a local swimming pool – that would also create jobs and would in addi-
tion provide recreation for the young people and poorer members of the community
who could not afford golf clubs or lessons. Instead of either calling in outside
experts or working in an informal fashion with local elites to mobilize local
resources, the conflict-oriented group would identify a potential site and then
approach the city council and the local landowner with the demand that the land
be donated or purchased. The organizer would focus on building strong groups to
make these demands, stressing as an important issue the lack of recreational facili-
ties, particularly for the less-well-to-do members of the community who could not
drive to other communities. Emphasis would be on the responsibility of those with
power within the community – the city council and local landowners – to act
responsibly in response to the needs of the community. In another conflict model
scenario, once the golf course was established, the group would demand access to
the course for youth, minorities and the elderly, with subsidized transportation
and public equipment, so that the principle of community-wide access to collec-
tive resources would be enforced.
The conflict approach to community development has urban origins. The
approach was codified by Saul Alinsky, who began as a community organizer in