Experiential authority in a social model organization

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Abstract
Social model programs for recovering substance abusers are formal nonprofit agencies characterized by an Alcoholics Anonymous-based philosophy with experiential knowledge as the basis of authority. However, social model programs are also required to have certain rational-legal characteristics in order to obtain and maintain tax-exempt 501(c)(3) status. This paper explores how one social model agency operating under these dual sources of authority (experiential and rational-legal) has managed to avert bureaucratization and maintain its distinctive management style. The agency has adopted a shifting management structure and a bottom-up decision-making process to diminish the rational-legal authority of employees. Hiring and training criteria emphasize recovery experience over professional degrees and certification, thus supporting experiential authority of employees. These techniques are threatened by funding requirements that emphasize professional training and certification, and the agency's hiring and termination policies are also in conflict with 501(c)(3) legal requirements. However, the organization's capacity for self-organization may enable it to preserve the legitimacy of experiential authority and to continue to restrict bureaucratization.