Unión de todas las instrucciones: Hardware del microprocesador

Early in the development of a collective identity and negotiating the new community’s position and relationship amongst other constituent communities, leaders particularly in one project, actively recruited members which would bring with them alignments that would later support the project activities. This occurred where a strong RCD community identity was quickly established. It involved identifying the constituent communities in their rural community, determining which were

important for the project’s success, and then seeking key members.

“And we deliberately, really did the work to find that they come from different sectors. And we had a weakness in one sector, or two sectors really, so [Name 1] and [Name 2], .. were

deliberately targeted and recruited within the first two or three months, because we knew that we needed someone” (2i)

From the outset in one example, the process of building alignments involved acknowledging, respecting and validating the identities and values associated with each of the constituent communities chosen for alignment. Respect was apparent in negotiating the differing agendas brought by each alignment, to then reach a common agenda for the new community without negating other community memberships.

Members were aware that non-alignments were not necessarily inevitable in establishing the RCD community. Avoiding “old scars” was achieved by focusing on the project purpose when building and maintaining alignments.

“Yeah, but it was good because it was started from scratch so you weren’t picking up something that had old scars. You weren’t picking up something that had enemies, if we’ve got enemies now that’s because we’ve made them along the way. We’ve controlled the situation. Um, I don’t think we have enemies.” (2i)

The RCD community agenda became the rhetoric of the members of the above cause community. Each member spoke strongly of the purpose and benefits of their community. The rhetoric was

repeated by new members as well as founding members and is presented in detail in 6:3.5. This provided a clear agenda with which other communities could align or non-align.

Aligning with an RCD agenda was connected to clear goals. Participants felt the need to identify strongly with the goals of their community, personalising them as their beliefs and actions.

“I think the main thing is .. that when you believe in something you’ve just got to go for it.” (2c)

The sentiment expressed in the above quote was common across all participants. Participants sought to understand or describe how this belief worked within the constituent community, and referred to their community as having the same “vision”, “goal”, “dream”, and “desire”.

“.. a group of people got together with a vision .. I think that they all genuinely had one desire .. To get this [project] and to get something for the community and that’s what they did. .. we had this dream, goal, whatever you want to call it, and we were going to get there ..” (2g) Clarity of purpose was seen in a simple and unshifting goal, without complications and provisos:

“.. we had a pretty clear focused goal and that was to get the [project] in town, and, you know, it wasn’t big flowery mission statements or anything like that.” (2f)

“I mean everyone just wanted the [project] up and running that’s all there was to it ..” (2a)

Where emerging communities had shifting goals the sense of an achievable purpose became compromised:

“But what happened was he kept on stretching the goal posts. .. that then changed the whole parameter of what was achievable and what wasn’t.” (3a)

Ultimately shifting goals led to no clear vision with which the fledgling RCD community could strongly identify:

“There was not yet a clear vision for what the steps in the process might be.” (3g) The lack of focal point resulted in no clear boundaries by which to define the constituent community:

“.. [forming RCD community] at the moment I think is a bit more, yeah we’re still talking about it and we’re still saying, “Well these are great things, this is a great thing to do, where do we go from here? .. you can look at it in six months and see what happens – whether it fell on its head or whether it’s going.” (3f)

Without definition, clear direction and negotiated values there was lack of certainty in the capacity to establish an RCD community. Ultimately this led to no clear RCD community for people to join and no clear basis for building alignments. Without this the project did not get past planning and ideas.

“.. So we just lost the sense of our direction ..” (3e)

While it took effort to establish and accurately present a clear community identity which expounded the goals and values central to the project, where this was done, people were able to determine whether these matched their own when considering joining the community. Clear goals and values from the outset enabled members to focus on pursuing the community purpose rather than spending time working out what the new communities’ values involved. It also provided a focus for establishing early alignments.

Early alignment boundary processes focused on the feature- and cause-based communities. They are set out in the following under the same headings as these communities were introduced in chapter five.

6: 3.1.1 RCD and feature-based community boundary processes 6: 3.1.1a Length of connection with the rural community

In the new RCD communities it was considered important to represent both new-comer and long- timer communities due to their different relationship with the rural community. The result brought together a broad range of experience and knowledge which informed RCD processes.

“You see that’s the blend we’ve got. And we got people on the, I don’t want to name names, but we’ve got some with minimal experience. But extremely good combination because, you know, they’ve got, have a very modest wage-time jobs and now, they haven’t travelled much,

they haven’t got much career experience, but they bring what the rest of us don’t have, which is a knowledge of the community.” (2c)

In one RCD community the initial membership was predominantly drawn from the new-comer community. Within the rural community there was a sense that new-comers “don’t know the town that well” (2e), which was reflected in how the project was received.

“.. [Rural town] were saying like, ‘These [project] people, well look they’ve all only been here 12 months, what the bloody hell do they know?’ ..” (2a)

New-comers acknowledged that long-timers were connected across the rural community and were thus valuable members of an RCD community:

“.. one of our directors who is [Long-timer] .. I would say you’d find it very valuable, she’s been here for generations .. And because she’s a local person, she brought with her huge experience of how to get the community in volume ..” (2c)

In shaping the RCD community identity initial members thus recruited in a manner that would ensure alignments could be built with the long-timer community.

“I wasn’t actually in the first part of the [RCD community] stuff .. ‘cos we’ve been here longer, we were actually asked to join the committee to get that profile. Because as you say like, a lot of them hadn’t been here for that long. So that’s when [long-timer] and I were actually approached to go on to it.” (2a)

Alignments with both the new-comer and long-timer communities were early boundary processes for one RCD community.

6: 3.1.1b Time spent currently in the rural community

Full-timers valued the contribution part-timers brought to an RCD community while also highlighting the restrictions in their engagement.

“[Member]: Business person. Part-timer here, valuable asset to the board - very, very. .. But is only here part-time, so he only comes to half the meetings. He’s full of business knowledge and a very big asset, very good asset to have on a board.” (2d)

The part-time / full-time boundary was managed through an acceptance within the RCD community of part-timers reduced attendance to RCD activities.

6: 3.1.1c Age oriented alignment

“From day one .. we’ve really gone out of our way, I mean quite consciously tried to include all age groups, and we, right through .. we missed the younger age group. .. we knew we were missing it.” (2c)

Some RCD communities tried to align with and recruit members from all age groups. However this proved difficult and thus became an ongoing process (see 6:3.4.1c).

6: 3.1.1d SES oriented alignment

Across the interviews the capacity to find financial support from within the rural community was discussed, particularly in those projects that had an economic development component. These discussions highlighted where affluence existed in the rural community, and acknowledged the contribution to the success of the projects.

“Yeah, so we got pretty hard-nosed about it and held more meetings, and the numbers you know were swelled by the people at [Neighbouring rural town]. There was a fair amount of affluence in [Neighbouring rural town] as well.” (1b)

The above quote reflects recruiting new members by SES. In contrast, the following quote demonstrates a strength of feeling towards a SES related constituent community and an opinion regarding the new RCD communities’ level of association with this community. This alignment was at that time being negotiated and the statement was in response to other members’ interest in supporting a connection with the community in question:

“We certainly won’t be giving to the bloody middle class wankers at the jazz festival, I can tell you that. Be told.” (2d)

6: 3.1.1e Local/non-local oriented alignment

One participant, while acknowledging the distinction made by some community members, claimed the boundary between local and non-local did not exist in the implementation of projects. This

pointed to the RCD community’s need for a range of skills and ideas. With this purpose in mind, the RCD community member considered the local – non-local distinction to be irrelevant, managing the boundary by focusing on all support as important for the project:

“. . A lot of them couldn’t care less; couldn’t care less and every body’s welcome and we’re all new to it. So that sort of local – nonlocal bullshit just doesn’t exist.” (2d)

6: 3.1.2 RCD and cause community boundary processes 6: 3.1.2a Conservation boundary processes

“.. they took longer than us. And one of their problems was .. The lady who got it going .. if you read the paper every week you’ll notice [her husband] is writing an anti-forestry letter every week in the paper. .. She’s a lovely lady. And I don’t know him so he’s probably a nice fellow too. But that, that stigma of that [visible alignment with Green activity], stopped them, stopped the [RCD]. And when [member] moved aside and someone else took over the

leadership of it, it got going.” (1c)

The rural community of the preceding quote, included forestry and agricultural constituent communities whose members held conflicting values compared to those held by the Green constituent community. As the project being described was initiated by members of the Green community this alignment meant the forestry and agricultural communities perceived the RCD community was based in values not akin to their world view. The non-alignment was addressed by removing the perceived alignment with purely green values through a change in leadership of the emerging RCD community. The core values within the RCD community which were more generic and could be aligned with forestry or agricultural values then became more apparent enabling the RCD community to build increased alignments, membership and support and accordingly make the project viable.

6: 3.1.2b Structural development oriented boundary processes

Some RCD communities built alignments with developers and their supporting communities (see 5:1.2.3b) to attain materials towards needed infrastructure or facilities such as rental space for the project. However these boundary processes were a juggling act. RCD communities needed to

simultaneously balance active non-alignment strategies with these same developer communities, to maintain support and alignments with other needed constituent communities.

“.. that was more a negative attitude in the town towards the developer that were actually doing the building. So it wasn’t actually a negative thing yeah for the [project], it was actually .. [Developer].” (2a)

Early in presenting their RCD community within the rural community, members strongly promoted both their identity as independent of developer communities, as well as the values and purpose of their collective identity (see 5: 2.3.4).

In summary, the constituent communities in all these boundary processes were evident in both the recruitment for alignments and the active non-alignment in an effort to encourage and not

discourage new membership. Managing alignments early in the establishment of RCD communities was important to progress RCD activities.