07 Models of Community Organization

Rothman’s Three
Models of
Community
Organizing.
INTRODUCTION :
“Macro intervention involves methods of professional

changing that targets systems above the level of the
individual ,group and family i.e Organizations
,communities and regional and national entities.
Macro practices deals with aspects of human service

activity that are non-clinical in nature, but rather
focus on broader social approaches to human
betterment ,emphasizing the effective delivery of
services ,strengthening community life, and
preventing social evils.
Macro practice, thus includes the areas of community

organization ,social policy and administration.
Purpose of the Models
1.To identify & make explicit the
assumptions & conditions that influence
the selection of a model (or mixing models
)of organizing , as it effects the process
and the outcomes of the community
assessment.
2.To integrate theory with practice of
community work.
• 3.To facilitate discussion & reflection on
the process of community work.
• 4. To identify the types of skills & roles

required by a community worker in
different projects & the focus of how one
spends his/her time.
• 5. To structure the tasks & techniques that

will aid in achieving the process goals
of community development.
• 6.To Assist community workers in
understanding how their orientation
towards a particular model has affected
the kinds of community projects they
have become involved in and how they
have chosen to work within an
community.
• 7.To provide framework for community
workers to revisit those decisions and
to do future planning.
DEFINITIONS
• Locality Development Model : This model
of community practice is based on the belief that
in order to effect change, a wide variety of
community people should be involved in
planning, implementation, and evaluation. Key
themes include the use of democratic
procedures, voluntary cooperation, self- help,
the development of local leadership and cultural
objectives.
• Social Planning Model : A rational
,deliberately planned, technical process of
problem-solving with regard to substantive
social problems, characterizes this model.
• The degree of community participation

may vary. However, building community
capacity or fostering radical or
fundamental social change is not a major
goal of this model of community practice.
• Social Action Model : Practitioners
practicing this model assume that a
disadvantaged segment of the population
needs to be organized in order to make
demands on the larger community for
increased resources or improved
treatment.
• Key themes in this model are social
justice, democracy and the redistribution
of power and decision making.
MODELS OF COMMUNITY ORGANIZATION
1. LOCALITY DEVELOPMENT
MODEL
2. SOCIAL PLANNING
3. SOCIAL ACTION
1. LOCALITY DEVELOPMENT MODEL
Defined as a “process designed to improve conditions of

economic and social progress for the whole community
with its active participations and the fullest possible
reliance on the community’s initiative”
Themes of the model:
• 1. Democratic Procedures
• 2. Voluntary Cooperation
• 3. Self-help
• 4. Development of Indigenous Leadership
• 5. Education
Effects of model:
• Emphasizes self-help and development
of community capabilities and cooperation
(empowerment).
• Increases participation and local

leadership.
PROBLEM:
• The planner sees the community

overshadowed by the larger community
and therefore lacks relationships and
democratic problem-solving abilities.
SOLUTION:
The strategy is to have a broad selection of

people get together to determine and
solve the community problems.
“Let’s meet and talk it over”

SOLUTION:
• The change tactic is CONCENSUS thru
DISCUSSION
AND
COMMUNICATION
SOLUTION:
• The role of the practitioner is an
ENABLER-CATALYST
who encourages:
problem-solving
expression of concerns
organizational skills
interpersonal relationships
2. SOCIAL PLANNING
This model emphasizes a technical approach to

solving social problems. Change is believed to
require expert planners, who, using technical
abilities and skills including the ability to
manipulate large bureaucratic organizations,
can bring about complex changes.
2. SOCIAL PLANNING
The planner usually establishes, arranges

and delivers goods and services to
people who need them.
SOCIAL PLANNING
• Emphasizes solving community problems
• Task oriented with the emphasis on

completing a concrete task and solving
problems.
PROBLEM:
• The planner sees the community as

having major social problems such as
physical or mental, housing, and or some
problems of interest to the planner.
SOLUTION:
• The planner gathers the facts and decides
what to do with it.
“Let’s gather the facts and solve the problem”
The change tactic is CONCENSUS or CONFLICT.

SOCIAL PLANNING
• The role of the practitioner is more

technical by gathering data, implementing
programs and interacting with
bureaucracies.
• The clients are the consumers of services

3. SOCIAL ACTION
This model assumes that a disadvantage

segment of the population needs to be
organized, at times in alliance with
others, to make adequate demands on
the larger society.
SOCIAL ACTION
• Emphasize a redistribution of power,
resources and relationship and changes in
basic institution (community competence)
• Providing or establishing new services, or

getting legislation passed
PROBLEM:
• The planner views the community as a
system of privileges and power with a
disadvantaged population and the problem
is social injustice, deprivation, and inequity
or exploitation at the hands of the
oppressors such as the “power structures,
big government or society”
SOLUTION:
• The strategy is to identify the issues so
people know who is the enemy.
• Organize mass action to pressure enemy.
(Enemy may be an organization or person)
“Lets crystalize the issue, organize mass action,

and apply pressure on the selected targets”
SOCIAL ACTION
• This model uses change tactic of conflict or
contrast, such as confrontation and direct action
or negotiation.
• The practitioner is an activist or plays an

advocacy role and organizes groups and
manipulates organizations and movements to
influence the political process.
SOCIAL ACTION
• The power structure is viewed as an
external target of action or an oppressor to
be coerced or overturned.
• The boundary is a community segment

that is deprived.
• The clients are the victims of the system.

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Rothman’s Three

“Macro intervention involves methods of professional

Macro practices deals with aspects of human service

Macro practice, thus includes the areas of community

• 4. To identify the types of skills & roles

• 5. To structure the tasks & techniques that

• The degree of community participation

1. LOCALITY DEVELOPMENT MODEL

Defined as a “process designed to improve conditions of

• Increases participation and local

• The planner sees the community

The strategy is to have a broad selection of

“Let’s meet and talk it over”

This model emphasizes a technical approach to

The planner usually establishes, arranges

• Task oriented with the emphasis on

• The planner sees the community as

“Let’s gather the facts and solve the problem”

The change tactic is CONCENSUS or CONFLICT.

• The role of the practitioner is more

• The clients are the consumers of services

This model assumes that a disadvantage

• Providing or establishing new services, or

“Lets crystalize the issue, organize mass action,

• The practitioner is an activist or plays an

• The boundary is a community segment

• The clients are the victims of the system.

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