PATRONAGE OF MARY

DEVELOPMENT SCHOOL
School Year 2021 - 2022 | First Semester | Istructional Packet

Community Engagement, Solidarity, and Citizenship | HUMSS - 12

Concepts and Perspective of Community | Chapter - 1
Community Dynamics and Processes | Lesson - 5
I. Objectives
At the end of this chapter, the students should be able to:
a. explain the importance of learning about community and community
dynamics and processes;
b. compare and contrast the definations of community using social science,
institutional, civil society, and organic perspectives;
c. copare and contrast the typologies of communities;
d. analyze functions of communities in terms of structures, dynamics, and
processes;
e. develop a sense of shared identity and willingness to contribute to the
attainment of the common good; and
f. recognize diversities in communities.
II. Lesson Preview
A. Power is not a “Dirty” Word:
Often when people identify words they associate with power, negative
responses dominate. Power is seen as manipulative, coercive, and
destructive. A once-popular idea was that a few key people used power to
block changes that benefited others, and that “nice” people stayed away
from power. Attention focused on the idea of power over people.
Increasingly, the concept of shared power is being recognized as
representing a more sustainable and effective approach. Power, used in
implementing locally led conservation, should be viewed as the ability of
citizens and civic leaders to bring together diverse community members
in initiatives that lead to real, measurable change in the lives of their
community.
B. What is power in a community?
Power in a community is the ability to affect the decision-making process
and the use of resources, both public and private, within a community or
watershed group. Power is simply the capacity to bring about change. It is
the energy that gets things done. All levels of The Conservation
Partnership need to know about community power structures in order to
more effectively implement and maintain locally led conservation
initiatives. A community can be defined as a watershed, region, town,
county, or other geographic or geopolitical boundary.
Examining the concept of power involves looking at the sources and
structures that influence local communities and exploring the
relationships that shape cooperative efforts. The conservationist who has
a basic understanding of social power and who can identify the power
actors in a community can enhance the opportunity for success in
conservation initiatives.

C. What are the sources of community power?

Power can come from a variety of places. The following sources of power
are not mutually exclusive and can be most effective when used in some

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 combination. Conservationists who learn to recognize the power base(s)
of a key leader or a community group can maximize the benefit that the
power base can offer.
 Connections - the ability to network and build useful relationships
with other powerful individuals and organizations. For example,
occasionally one hears the expression, “S/he’s really well
connected.
 Large numbers of people - provide evidence of support for an
idea. A recent increase in membership of a watershed group, for
example, could have an impact on a county commissioner.
 Rewards - the ability to give recognition, visibility, money, or other
tangible items. For example, an agency, a community foundation,
county commission, or financially powerful individual or business
may have monies or other assets that can be distributed to a
conservation initiative that meets their mission or priorities.
 Personal traits - an individual’s charisma, creativity, charm,
leadership abilities or some combination of these characteristics can
foster the respect and loyalty of others.
 Legitimate power - the position (office, title) of the leader.
Usually, the higher the office, the more powerful the person. The
city manager, for example, holds a higher position and has more
power than the city engineer. Or, the chief of an American Indian
tribe has traditional and legitimate power.
 Expertise - knowledge, skill, and talent, combined with respect for
the skill. A district conservationist can bring valuable skills to a
conservation initiative.
 Information - the ability to channel - or withhold - information. The
mass media has this type of power.
 Coercion - the attempt to influence others using a negative style,
such as using intimidation or manipulation. This contributed to the
concept of power as a “dirty word” and is now less accepted.
III. Content
A. COMMUNITY DYNAMICS AND PROCESSES
The dominant analytical approaches in studying community dynamics and
processes focus on community power relations, leadership, and social
change.

There are two kinds of power structures in a community: formal and

informal. The formal power structure form the legal-authoritative basis of
elected and appointed government officials and leaders of civic
organizations. Informal power structure, on the other hand, exists
alongside the formal-institutional power structure; it is harder to empirically
identify, but is an equally significant factor in a community’s development.
In examining power relations within a community, it is necessary to
investigate the critical actors, stakeholders, and the resources they control.
These actors can broadly be distinguished as legal-authoritative decision-
makers and influencers.
Legal-authoritative decision-makers are individuals or bodies whose
authority is based on formal rules and institutions.
City mayors, legislative council members, and barangay captains are
examples of legal-authoritative decision-makers in Philippine communities.
Typically, legal-authoritative decision-makers occupy positions of authority
through legally mandated processes like elections or through formal political
appointments.

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 Influencers, on the other hand, are individuals or groups who do not have
direct authority, but are capable of shaping decisions that affect the
community. Influencers can propose, pressure, and affect decisions made by
legal-authoritative decision-makers according to their interests or agenda.
Analyzing community power relations can also include an examination of the
positional arrangements of actors and groups based on the resources that
they control or possess, the extent of their reputation, and their degree of
social participation.
B. LEADERSHIP
In the context of a community, leadership refers to the processes and
qualities of command and decisiveness with regard to the necessary actions
that ensure the welfare of the community. Community leaders are
individuals selected, nominated, and appointed as stewards, vanguards, and
champions of issues relevant to a community. These individuals demonstrate
skills, capacities, and attitudes that are critical in steering the community
toward their goals and aspirations. Community leaders occupy positions of
high reputation and authority within the community. As such, community
leaders occupy important positions in the hierarchy of power within a
community. Community leaders have the ability to mobilize capacities to
influence critical actors and local partners in solving problems that confront a
community.
C. SOCIA CHANGE
Social change occurs for a number of reasons. It can be due to the opposing
and contradicting forces within a community leading to the alteration of its
conditions and structural dimensions. It may encompass a range of socio-
civic outcomes, such as the increased understanding of the community,
attitudinal change, changes in the configuration of civic participation, the
building of public trust, or changes in the policy that redistributes the
community’s material resources. Social change is indicated in the changes
and shifts in the attributes and characteristics of groups within the
community, such as their demographic character, their control of resources
and wealth, or their attitudes and outlooks.
In the community, social change may be observed when there is a significant
observable difference between past and current conditions in community life.
Social change is said to occur, for instance, when there is an observable rise
in education and literacy in a community.

IV. Lesson Review

 What Are Informal and Formal Power Structures?

There are two kinds of power structures: formal and informal. The formal
power structure is easily recognized and includes elected and appointed
government officials and leaders of civic organizations. The informal power
structure, which exists together with the formal power structure, is harder to
identify and may hold a greater influence over a community’s development.
Four methods have been developed that will help conservationists identify
the community’s formal and informal power structures.

 Positional method - This method merely involves making a list of key

government and civic leaders. It is a simple, but flawed, approach. It
presumes that people in official positions actually execute power, and
it does not recognize those power actors who work behind the scenes
and operate on the base of personal influence.
 Reputational method - Ask knowledgeable citizens to list the most
influential people in the community or watershed. The same names
should reappear on several lists. People to interview should include
chamber of commerce executives, city managers, utility managers,

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 media executives, economic developers, and business executives,
among others.
 Decisionmaking method – Study the history of community
decisionmaking to determine the power actors who actively participate
in community actions. Sources of information include meeting minutes,
press reports, and participant interviews. It is possible to determine
members of a general power structure using this method, and whether
specialized power structures exist that deal with single issues.
 Social Participation method - Develop a list of active participants
(officers, committee chairs, etc.) in voluntary associations. This method
assumes that activists in organizations will be the same people who are
active in community decisionmaking. This method is useful when
determining future community leaders who are working their way up
through volunteer participation.

 How Do You Put It to Work?

Successful implementation of natural resource goals cannot succeed
without the active participation of the community power structure. By
working together, everyone can benefit.
The following is a summary of the steps to take when assessing power
structures and identifying key leaders in a community or watershed group.
 Identify the members of both the formal and the informal
power structures
 Find the important relationships.
Which people are personal friends? Who are adversaries, competitors,
or antagonists? Who can effectively influence others?
 Determine the kind of power the key leaders exercise (refer to
the “What are the sources of community power?” section).
After determining what bases of power the leader uses, you can
decide on an appropriate approach to take when working for or with
them.
 Establish trust and gain the confidence of key leaders.
Maintain a focus on each other’s backgrounds, interests, values, and
priorities. A climate of cooperation and trust is essential if a group
expects the change process to sustain momentum.
 Learn what motivates each member of the power structure.
Are they motivated by power, such as power over resources? Money?
Do they have a desire for recognition, such as wanting to run for
public office or other high profile position? Do they have a strong
sense of social responsibility? What causes are “hot buttons” for
them?
 Ask leaders for their counsel and advice.
Obtain the support of key leaders before pursuing a course of action.
It will make your job easier and the project will have a better chance
to be successful.

 Do not back key leaders and power actors into a corner.

Always provide a face-saving means for power actors to join with the
initiative group despite any initial opposition they may have
expressed.

V. Learning Task. Please see attached documents (attachments)

VI. Reference
Taguibao, J. G. & De Guzman, F. R. C. (2016). Community Engagement,
Solidarity, and Citezenship. Vibal Group Inc.

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 Peterson, J. A. (2015), Philippine Quarterly of Culture and Society. University of
San Carlos Press.
Vivar, T., Viloria, E., Suiray, R., & Dela Cruz, N. (1999). (Philippines: History and
Government. Vibal Publishinh House, Inc.
Leuterio, F. C. (1998). Philippine Hostory and Government. St. Augustine
Publication, Inc.

Prepared by: Approved:

JAYZA MAY M. ENCIO ROUEL A. LONGINOS, Ed.D., Ph.D.

Subject Teacher School Pricipal

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