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[[image - hand drawn organizational chart                                 





[[underlined]]OPERATIONAL COMMUNICATIONS FOR DEMONSTRATIONS[[/underlined]] 

The over-lapping and paralleling of lines show that there were no certain contact routes for implementation. THe off-City location of decision makers could also break these routes. For example, [[handwritten underline]] one city manager, [[/handwritten underline]] ^[[insert in margin handwritten]] HOW MANY WERE THERE? SUGGESTS ONLY ONE ABOVE. [[/insert in margin handwritten]] during a lull in the rains, ordered gravel for the public way, but while he was at a demonstration this order wa canceled by one of his staff. Having an effective city manager was further complicated by frequently changing the office holder. One of them, a young minister named Jesse Jackson, was transferred to do contact work in Chicago just as he was developing real contact with the residents. These problems also limited the effectiveness of the [[underline handwritten]] city council, [[/underline handwritten]]^[[ handwritten]] HOW CONSTITUTED? WHAT ROLE? WHAT POWERS? [[/handwritten]] which had been formed to give representation to the residents.
^[[handwritten in margin]] EXPAND GENERAL IMPLICATIONS OF LACK OF CONTINUITY IN MANAGEMENT? [[/handwritten in margin]]

Because of these organizational difficulties, most functions operated rather autonomously, An example of this was the child-care service. Its building was put up by a local church group who wanted to help and

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