PartyShark69:
Your error:Please go back and read my posts more carefully! I don't call the SEC evil in any of them. I point out that Tau was characterized like Regan's comment about Evil empires and point out that Tau was deemed evil. See, misunderstandings are so easy.
Ideals:Concepts like due process, and consistant action chime in my soul as ideas that the country was founded on.
TauIt didn't seem that Tau alumni were disputing the facts of the case as much as asking for due process, a recording, and a consistant approach to the problem.
They seemed to be stressing that other chapters may have been as defficient but not called to task on it and/or proper remedial action according to the CBR wasn't proffered to Tau.
I found that the response refusing rigorous due process and accountability which stated that someone would suddenly and inadvertantly burst into Ritual speech to be a somewhat weak argument, especially when the Tau reps stipulated that the recorder would leave the room if Ritual subjects were to come up.
It was also implied that an accomadation would have been reached had the Tau chapter expressed their desire for due process and accountability in advance. In that case Tau could have just been placed on interim suspension until the next SEC meeting.
leadership:I agree that a fraternity experience is about more than just having a party. In fact I would say that in order to justify our existance, even our parties need to be taken to a whole other level.
I have an extraordinary committment to leadership both in philosophy and rhetoric as well as tools and practice. I applaud this SEC's attempt to create a better sense of proffesionalism . . . although I believe the message gets lost in the ranks.
Leadership, for those that don't realize it, is a combination of perspective and application of tools. The acid test for leadership is results.
I am a dual degree candidate and the first degree, which I have closed out, is in organizational psychology where I took an independant study/internship with a professional business leadership consultant and can say both from theory and experience that the results of my chapter's interactions with some of our alumni volunteers has been less that satisfactory and has ranged in damage to my chapter both in loss of morale and distruction of programs to as high as potentially opening the chapter, its officers, and the National organization to legal liability.
And this happened despite the good intentions I am sure these people had through their love of the Fraternity. I attribute it to a lack of experience, leadership tools and a useful leadership perspective.
I would be glad to post the specific instances here or in an email if you believe it is important to keep secret mistakes that are made. I documented everything and relayed much of it to the administration here at the school who were for the most part amazed.
However, I have seen no program with which the general Fraternity in the personages of the SEC have attempted to address these lacks. Also, there is no oversight set up that I as a chapter president was aware of to address these types of concerns. In fact whenever I addressed even a general question to IMH I was mostly told to refer to my alumni volunteers.
Committment I am not sure how to evaluate my committment to the order because you didn't offer a criteria that something like that could be measured against. You offered a value/comparison judgement without a framework to make the argument with.
I can say that I was chapter president for over 2 years and I started a chapter of Kappa Sigma and for the most part did all the conclusive work single-handedly. So my efforts have created anew chapter, which is more work than you might think, and therfore brought a whole new population of Kappa Sigmas into being.
More later . . . .
Semper
James
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