Doctoral Dissertations

Date of Award

6-1988

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Social Work

Major Professor

Elfin Moses

Committee Members

Benita Howell, David Harrison, Jerry Cates

Abstract

This study explores the differences in insider and outsider attitudes about various aspects of project operation in a community development project located in Central Appalachia. Although project participants have many similar reasons for working for the project they have important different reasons as well. These differences are related to their roles as either insiders or outsiders. The term "insiders" refers to those persons born and raised in Morgan and Scott counties, where the project is located. Their primary affiliations, family, friends, and social and economic supports remain within the two county area. "Outsiders" are those persons born and raised outside of the area, whose primary affiliations remain elsewhere.

Insiders and outsiders develop differing expectations of project involvement. Their realization or their failure to realize such expectations influence their attitudes about the project generally, the director, other project participants, program implementation and project-related activities. These differing attitudes may have considerable impact on project direction and the interpersonal relationships of project participants. Differences can exacerbate project and community conflict.

It is posited that community projects may exist that are insider or outsider dominant in operation. That is, those projects in which insider attitudes about the project prevail operate differently from projects dominated by outsider attitudes. Outsider dominant projects are tolerated by insiders only when outsider activities do not threaten the norms and values shared by insiders or the existing political and economic power structure. When projects present a threat, such projects may continue to exist but become insider-dominant in operation, requiring shifts in philosophy, policies, programs and personnel. This reaction was obvious in the study of insider and outsider influences at the Morgan/Scott Project.

Models of Appalachia and models of change are discussed within the framework of insider- and outsider-related concepts. Insider project participants (IPPs) and outsider project participants (OPPs) conceptualize the problems of Morgan and Scott counties in similar ways, but approach them differently. IPPs resist change strategies that attempt fundamentally to change major institutions, community practices or policies that redistribute power in resource acquisition and decision-making. Those projects under OPP influence which attempt to do so are ultimately converted to insider-dominant organizations or cease to exist. Community workers must continually be aware of the tolerance limits of area residents regarding changes in local norms and values and the tolerance limits of the political and economic power structure regarding changes in institutions, policies and community practices that attempt to redistribute power and wealth. They must orient themselves to the region through study and observation, taking the time necessary to plan effective change strategies with local input and sanction. Community workers must be prepared and willing to engage in a variety of activities that organizational demands warrant, broadly defining their role in project activities. Many of their ideas will not be new to the inhabitants of a region that has been "rediscovered" by outsiders several times in the last hundred years.

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