Attitude Consensus and Conflict in an Interest Group: An Assessment of Cohesion

Publisher Website
Google Scholar
Abstract
In America, interest groups operate within the democratic frame of reference. Like all political organizations, they are accorded more legitimacy when they can show that they are representative of the attitudes and values of a particular segment of the population. Consequently, the leaders of interest groups frequently spend a great deal of time explaining just how democratic their organizations are. If one examines the testimony of interest group leaders at state and national legislative hearings, he is likely to find that much of it is begun with an introductory statement explaining that the leadership of the testifying group is merely the voice of the membership. The personal values of the interest group leader are played down, and his function as representative (as distinguished from delegate) is exaggerated. On the other hand, relatively few political interest groups have systematic and formalized means of ascertaining the desires of members. We know that most of the devices used to solicit member opinion are not very effective. Truman has shown that the affairs of most interest groups are run on a day-to-day basis by a fraction of the total membership. The mass of the membership takes a relatively passive role with regard to the formation of public policies by the organization. Communication between leaders and followers is spasmodic and cannot provide efficient guidelines for the actions of leaders. Whether or not leadership of an organization seeks to become a manifestation of Michel's iron law of oligarchy, the realities of communication within an organization suggest that most of the communication undertaken by leaders will be with other members of the leadership clique rather than with the larger body of followers in the group.

This publication has 7 references indexed in Scilit: