Not an easy task.

After reading Kermit Eide and Cate Bower's letter in the February 2004 issue, I felt I must share my recent experience. I, too, found the article "A Partnership Continuum" (November 2003, page 54) to be useful in guiding a merger/consolidation process. In my experience, however, the concept Eide and Bower share with us--"creating an entirely new organization"--is very difficult to accomplish. We took this approach in discussions with another trade association last year and found it hard for the concept to take root with the participants.

I agree that planning a new organization's future is better than negotiating a merger/consolidation. The theory behind "new organization" planning, however, is that it sets aside negotiation in favor of problem solving. Creating something new, however, doesn't mean that all problems can be solved. It also doesn't mean that the past can be forgotten.

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The mind-set of participants is the biggest obstacle to success. It is very hard to teach volunteer board members to break down the business habits they have gained in their own fields. Competition, trust, asset strength or weakness, and power are key concepts that participants inherently understand and hold close. These are their frames of reference and so must be addressed up front. Deal breakers should also be discussed early. Preconditions, however, must be thrown away.

Our attempt last year to create an organization was ultimately unsuccessful. I still believe, however, that it is the right thing to do for our industry. Thankfully, my board also recognizes that need and remains fully committed to the concept of unifying our industry in a new trade association. We will continue our efforts.

Matthew E. Menashes Executive Director, Professional Paddlesports Association, Springfield, Virginia, [e-mail]