THE NORTHEAST CONFERENCE - MAY 23 - 25, 1991 - SOMERSET, NJ.

   BREAKING BARRIERS TO CHANGE
   -by- Allen E. Roberts

[Let me scan this paper as we go along because, as Yogi Bera
might have said: "If I'm gonna be misquoted, I wanna be misquoted
accurately."]

 My first contact with this Northeast Conference was in 1959.
In 1961, 30 years ago! I was asked to take my first active part.
In the oldest Masonic Hall in the United States we staged an
historical play, "Lafayette Visits the Masons of Richmond." (Doug
Smith wanted to prove to you Yankees and Northerners that John
Marshall was a Virginia Freemason!) Many times since then I've
participated in this Conference actively or passively. This, I
strongly suspect, will be the last time I'll be with you.

 Over the years I've continually claimed: There is nothing more
expensive than ignorance. To this I've added: There can be no
dedication without education.

 And another truism I've been including has gone over like
Saddam's scuds intercepted by an American Patriot: Freemasonry
spends millions to keep our ritual pure; it spends pennies for
Masonic education. We ignore a fact successful business leaders
have known for years: Education must begin the day a man is
accepted. And I'm not referring to teaching an Entered Apprentice
to parrot Masonic ritual. 

 Since its inception, this Conference, patterned somewhat after
the Midwest Conference, has, in varying ways, tried to amplify
the need to dispel ignorance by stressing Masonic education. To
this has been added the need for Masonic libraries. How well its
teachings have succeeded is for you to judge.

 Today you've chosen to take much the same path based on
earlier years, but in a slightly different direction. You've
chosen to discuss "Applied Freemasonry," which means, among other
things, "to serve the human race." In some circles this is may be
called "change." 

 And it would be a change -- but it shouldn't be. Even our
ritualists of yesteryear (not the most philosophical of men)
recognized Freemasonry's purpose. Didn't they have us memorize:

"Every human being has a claim upon your kind offices"?

 Over the centuries, and especially in recent years, Grand
Masters have felt they needed a theme. Among the dozens selected
we find one repeated constantly: "Back to Basics." Exactly what
this means is rarely explained. It can probably be classed with
"Applied Freemasonry."

 Certain branches of our Craft are disturbed because we aren't
attracting thousands of new members as we did during some periods
of our long existence. The officials of those branches decided to
"put their money where their mouths are." After spending large
sums they received glamorously produced reports. These reports
told us what we should have known without spending a dollar.

 Among other things these professional reports tell us:

   1. The general public knows little or nothing about us;
   2. The general public couldn't care less about us;
   3. A large group of men consider joining something;
   4. Our membership is composed of old men;
   5. Secret societies are disturbing to many people;
   6. Freemasonry must have public relations;
   7. There must be more programs to attract men;
   8. There must be intelligent leadership;
   9. Freemasonry must change.

  (There are at least two important ingredients missing in this
list -- INTERNAL RELATIONS, and -- MASONIC EDUCATION.

  Let me hasten to add, also, that we do Freemasonry, and the
general public, an injustice when we don't stress the obvious in
all of our brochures and public relations blurbs: Freemasonry IS
NOT A SECRET SOCIETY. To this is would be wise to add:
Freemasonry IS NOT A RELIGION, and FREEMASONRY IS NON-SECTARIAN.
Then make certain we don't vocally call for the blessings of a
particular religious personality.

  About the balance of this list: Honestly, is there anything
here we haven't known for years? Is there anything here that
hasn't been discussed in this Northeast Conference during the 
past three decades? What about that other excellent Conference --
the Midwest?

  Makes one wonder, doesn't it, why we continue to meet year
after year to listen to some of the best proposals that can be
found among Freemasonry's brain trust. Makes one wonder why we
continue to spin our wheels? And speaking of the wheel, doesn't
it make you wonder why we continue to reinvent it rather than to
improve on this invention of the middle ages?

  This item will appear in my "Windows" column in The
Philalethes in June:

Unbelievable. In the California Freemason the Deputy Grand
Master rightly acclaims a new plan for improving
communication among his members. Its called "Wardens
Management Retreats." The first was held in 1990 and was a
rousing success. So what's "unbelievable"? It's termed a
"new Approach." Virginia had them in the '60s (others
probably did earlier). In 1970 I recommended Wardens'
Workshops for the Grand Lodge of Georgia and they were
held with a great deal of success for several years. Again
I plead for the Grand Lodges to get together and finance a
Masonic Leadership Clearing House (or call it what you
will). Almost everything we consider "new" has been tried
or strongly suggested years ago. Millions of dollars are
being wasted every year because the right hand doesn't
know what the left is doing. We continue to reinvent the
wheel when all it needs is continuous improvement. When
will the leadership in Freemasonry stop being short-
sighted? 

  I'll come back to this shortly. 

  In 1968, at the persuasive insistence of the inimitable 
William Carpenter, I suggested in this Conference ways to make
every member a life-long Master Mason. Many items in the present
professional list were addressed way back then. That didn't cost
anyone except me a cent. Many of you, as well as many of your
predecessors, have addressed these and even more needed items.
Much of what I said then was incorporated in my book Key To
Freemasonry's Growth. And that talk became a Short Talk Bulletin
of The Masonic Service Association.

  It would take hours to give each of the topics in the
foregoing professional list the space it deserves. Let me
concentrate of one -- change.

  Human nature, with all of its ramifications, is the greatest
barrier to change -- and everything else. Billions of dollars
have been spent by industry to study this topic. Hundreds of
books have been written to explain human nature. Let me cover
quickly a little of what I've learned while researching this
important subject.

   Here are some of the barriers we find:

     Organizational realities;
     Assumptions;
     Prejudices;
     Low Trust;
     Fear
  
These were brought out in a film that featured a mutual
friend of ours, Conrad Hahn. In this we discussed Communication,
and that's what we, and the professional public relations firm,
are concerned with when we talk about change.

  Let's look at these barriers individually.

  First: The opponents of change in Freemasonry tell us we
can't do what they don't want us to do because of our: a.
Landmarks; b. Grand Lodge regulations; c. Any other roadblock
they can throw in the path.

  Actually what are our Landmarks? You'll be reading what I
think they are in my column in The Northern Light shortly.
Briefly, and I quote Robert Freke Gould: "Nobody knows what they
comprise or omit; they are of no earthly authority, because
everything is a landmark when an opponent desires to silence you;
but nothing is a landmark that stands in his own way." True.
Let's throw out that obstacle.

  Is there anything in any Grand Lodge regulation that says we
can't develop new ideas? Nope. When we use this excuse we're
using it as a crutch to do nothing. I'll agree that some Grand
Lodges do have some stupid regulations. For instance, a couple of
them refuse to admit good men into Freemasonry if they earn a
living where the legal substance called "alcoholic beverages" is
sold. And there are a few other regulations just as dumb. But
what does a good leader do when he meets an obstruction? He goes
around it, over the top, or digs a hole and crawls under it.

  The solution? Throw away the "crutch" of organizational
realities. Don't break your Grand Lodge laws; find a way to go
around them.

  The most dangerous words in the world are "I ASSUMED!"

  Assumptions will always be with us. They can be good, but too 
often they are harmful. They can cause us to make many mistakes 
in our judgment if we assume our words and actions mean the same
to everyone. They don't. 

  MEANINGS ARE IN PEOPLE -- NOT IN WORDS. All of us look at
life through restricted windows. We've been influenced by our
parents, teachers, religion, associates, and a host of other
stuff. So, what should we do? 

  Practice EMPATHY -- that's the art of putting ourselves in
the other fellows' shoes. If we do this, we'll stop prejudging.
We'll listen. We'll seek feedback. We'll become what Freemasons
are supposed to be.

  Let me emphasize: Listening and feedback are two most
important ingredients every leader should practice. Listening
will help us learn truths we can find in no other way. Yet it's
one of the most neglected requirements of constructive
leadership.

 Feedback lets us know what the other fellow is thinking. It's
a necessary factor in helping us to improve our leadership
abilities. 

 Feedback can tell us why far too many Master Masons are
demitting -- if we'll ask them -- and if we'll listen to them.
This should tell us where changes are needed. But I suspect we
already know most of the answers.

  If we don't trust the other fellow we're certainly not going
to take anything he says or does seriously. Where this is
prevalent there can be nothing but failure. Again we must put
empathy into practice, seek feedback, and do some reevaluating.

 Now -- let me go from preaching to meddling.

 The most disastrous barrier to progress is FEAR. And I'm going
to dwell on this devastating of all barriers to growth. Those of
you who disagree with me, and even those who may agree, will have
your opportunity to take pot shots at me later.

 FEAR comes in many packages and takes on numerous disguises.
Fear causes many of us to keep our ideas buried. We fear that
these ideas might "rock the boat." 

 FEAR has kept our country from being even greater than it is.
We need look no further than the Congress of the United States to
behold how this fear works. No one crosses the Speaker of the
House or the Majority Leader of the Senate. No one does, that is,
if he wants to be placed on an important committee, one of those
with countless perks. And definitely no one does who wants to be
the chairman of a committee. These come with perks the common man
can't begin to comprehend. And fear helps these chairmen keep
their members, especially those of their party, under control.

  Far, far too many politicians forget they should be Americans
before democrats or republicans.

  We need look no further back than today, and especially the
last few months, to view this fear in the political arena at
work. And, unfortunately, it has been with us since the First
Continental Congress. Unbelievable? Read the papers and speeches
of only George Washington.

  Who among us doesn't fear to discuss the unlawful and often
unconstitutional acts frequently perpetrated by the tax 
collecting agencies of our various governments? One of our wiser 
folks said: the power to tax is the power to control.

 In the business world the power to grant monetary rewards and
titles gives the grantor the power to control. 

 This same principle is at work in some quarters in
Freemasonry. The power to confer so-called high degrees, or keep
men out of so-called exclusive Masonic-related organizations,
creates a power to control the minds and actions of men. 

  We've seen this fear and power at work in Freemasonry. We've
seen what happens to those few who dare to be different. They
don't get titles. They don't get chosen for high offices. They
don't get awards. They get blackballed, if they're proposed at
all, for membership in "exclusive" Masonic bodies. So otherwise
good men become excellent candidates for "The Peter Principle."

 This "Peter Principle" is at work in every bureaucracy. And
let's face it, this is what Freemasonry is. As Pete said:
Eventually every person is promoted to his level of
incompentency. This is especially true of those of us who fear to
tread where angels won't, or should I say - devils?

  FEAR breeds dictatorships. These exist even within beneficial
organizations such as Freemasonry. And if you don't think, or
know, that we have them, you've been living in a dream world.

  Examples? -- They're far too numerous for the scope of this
paper. But you can find them easily. Look for the "power
structure" in almost every Masonic organization -- Grand and
Subordinate. Often this isn't glaring until one is elected to an
office. Even then it's often hidden until one reaches the top.
Then he finds he can only accomplish what this power structure
will permit. Unless he's an exceptionally strong leader he won't
"rock the boat." Then he must determine if its worth the hassle
to fight for what he considers right.

  Grand Lodges are the apex of Freemasonry in their
jurisdictions -- right? Not necessarily! The leadership of Grand
Lodges can be, and may be, controlled by a couple of large
appendant bodies, plus numerous small, exclusive bands. These in
turn are controlled by a small, dictatorial group. How? Let me
add emphasis to what I said earlier. 

   Through withholding degrees, titles, memberships and honors
considered by far too many of us to be the ultimate in
Freemasonry. To be considered for these we must conform to their
doctrine of mediocrity or be condemned to Masonic purgatory. When
we consider there are over 600 bodies attached to the mother, we
find we have dozens of tails wagging the dog.  

    [Note: To be used only if requested: Among these we find
the Scottish Rite, Knights of the York Cross of Honor (KYCH),
York Rite College, Red Cross of Constantine, Holy Knights Templar
Priests -- and many others.]

  As I see it, FEAR is the main problem we have in 
Freemasonry. FEAR is keeping Freemasonry from viable change, from
growth, from being what we can and should be.

  Time won't permit going into the depth we should about why we
fear change. So let's try to find some solutions that may enhance
the image of Freemasonry.

    Let's do away with our fear; let's do the job we should be
doing without looking for empty honors.

    Let's stop seeking titles, degrees, and exclusive
memberships; let's consider first and foremost Ancient Craft
Masonry.

    Let's encourage ideas -- from young and old; let's give all
ideas a fair hearing.

    Let's follow the Constitutions of Freemasonry by selecting
constructive leaders for their worth and merit, not because they
are conformists, and / or popular.

    Let's stop surrounding ourselves with "yes men."

    Let's do away with Masonic dictators; let's meet upon the
level and act by the square.

    Let's do much more brain storming; let's learn to listen
and then act constructively.

    Let's do away with "power structures" -- a few controlling
the many.

    Let's put administrators into our leadership positions;
promote ritualists only if they are constructive leaders who know
how to be administrators.

    Let's form and finance a CLEARING HOUSE OF MASONIC
KNOWLEDGE -- this will keep us from reinventing viable programs
proposed years ago, and those that will be considered in the
future.

  Most of these suggestions need no further comments from me.
But, again, briefly, let me elaborate on a couple.

   Over the years everything I've mentioned here has been
discussed in this and other Conferences. For the most part we've
wasted our time, our money, and that of our Grand Lodges. Ideas
and suggestions, many of them excellent, have fallen on barren
ground. I'm not going to mention what others have covered, but I
will a couple of things I've said over the years.

  In 1962, at our Maine Conference, I spoke about Masonic
writers. I claimed then that our good writers won't waste their
time writing for Freemasonry. (Leaves me in a peculiar position!)
Our Editors, writers and authors receive pennies (or nothing) for
their hours of work. What I said then fell on deaf ears. The ears
are still blocked. In two years Freemasonry lost eight good
Masonic writers. No one has come along to replace them. 

   Many authors, such as Kitty Kelly, have cash registers for
brains. This is something Masonic writers can never have.

   But we've got to stop expecting Freemasons to work for
merely "Master's wages." We've got to open our purse strings.
We're trying to do something about this in The Philalethes
Society by offering grants for authors and filmmakers. We've had
few takers.

   "Yes men" I've said on many occasions will let the
leadership get in trouble, within and without Freemasonry. We
must encourage diversity. We must invite ideas. We must promote
open brainstorming.

   In 1970 I was talked into producing motion pictures by the
late Conrad Hahn and Charles K.A. McGaughey. What I knew about
this subject would fit on the back of a flea. Since then I've
received 12 international awards -- from gold to bronze. These
films were in competition with hundreds of films produced with
unlimited budgets. For this I've been highly praised in some 
quarters. But I've said on many occasions, the praise really
didn't belong to me. Although I wrote the scripts, produced and
directed those films, the credit belonged to others.

  The first thing I did was seek out technicians who knew their
craft. I found them. They were not "yes men." Actually I didn't
want anyone who knew less than, or only as much as, me. I wanted
craftsmen who would make me look better than I really am. I found
them. So can you. We discussed ideas; we did a lot of
brainstorming, before, during the filming, and in the editing
room. You can do the same thing no matter with what you're
working.

  I've written 26 books. I will take credit for them. But let
me hasten to say that most of them were edited by men with a
greater knowledge of grammar and the subject matter than I had.
For years two of them were Walter Callaway of Georgia, and our
own Conrad Hahn. I'll gladly listen to anyone who can improve my
ignorance.

  For more years than you and I have been Freemasons,
ritualists have controlled our Grand Lodges. A few of them have
been good leaders; most have been horrendous. We've seen the
Peter Principle at work over and over again. Because a man is
good in one field doesn't mean he's going to be an asset when
he's promoted. We must select our leaders by merit, not
popularity.

  Now let me bring this to a close by proposing what I consider
the most important thing we can do for present and future
generations of Freemasons.

  We must invest money to save money, time and Freemasonry!

  We must have a CLEARING HOUSE OF MASONIC KNOWLEDGE. Here all
papers presented in such Conferences as this should be placed and
cataloged. All Masonic books, periodicals, bulletins, films and
what have you referring to Masonic education and improvement must
be cataloged. These should be indexed and cross indexed on
computers. 

  Knowledgeable people must be employed, and not with the
typical Masonic miserly wages. The records should be made
available to all Freemasons. They can then build on what others
have done in the past. The "wheel" will be continually improved,
not reinvented.

  I'll leave the mechanics for wiser heads then mine to work
out the financing and management for this Clearing House of
Masonic Knowledge -- IF (and I accentuate the IF) our Grand
Lodges have enough wisdom to establish it.

  Let me also suggest our leadership go after men who have been
dropped for nonpayment of dues. To these should be added those
who have demitted. Offer them inducements to return to the fold.
These can include continuity toward their 50 year awards -- or
what-have-you. Offer them something; they're valuable!!
  
   Prepare a Question and Answer booklet to enable any Master
Mason to answer the most frequently asked questions by prospects.
A copy should be beside every phone in the Grand Lodge office --
and other places where phone calls may be received from those
seeking information about Freemasonry. This should tell the
prospect:

    a. What's in Freemasonry for them;
    b. Why they should become Freemasons now.
    c. Let's be positive and forget the usual negatives such
as "You won't be helped in politics: You won't be helped in
business"; and on and on. 

  Now we take great pride in stressing Masonic membership won't
help a man in business. And we sure do mean it! But should we
rethink our position? 

  Some in our leadership take great pride in talking about the
success of the so-called civic clubs. If you think for a moment
these, and the Knights of Columbus, don't help their members in
business ventures, you're even deeper into that dream world I
mentioned earlier than you think.

  Do we need to change Freemasonry? Yes and No! No, changes
should never deviate from the excellent concept -- the principles -
- of Freemasonry. Nothing I've suggested here will change the
excellent concept adopted by our founding fathers. We will
continue to follow the Constitutions of Freemasonry.

  Yes, Freemasons must change and put Freemasonry into
practice. Yes, we do need to bring our leadership into the 20th
Century. Yes, they must start utilizing those inventions of today
that will enhance Freemasonry.  


  Do I think the Renewal Task Force will work? I hope so, but
fear it won't -- not with Grand Masters selecting the members of
this force. Most of them don't know who the real workers are.
   oOo

 Before you give somebody a piece of your mind, make sure you can
get by with what you have left!

TIPS:
 Surround yourself with the best people possible, then get out
of the way and let them do their jobs. Don't establish idiotic
restrictions.

 Emphasize this fact: Every Master Mason is an important
representative of Freemasonry; his actions affect the public's
perception of the Craft.

 Set objectives that make sense; under promise, then over-
deliver; don't waste time and money by spending too little to get
the job done.

 Plan -- for today, tomorrow, and several years down the road;
without plans -- you're doomed. 

 Question: Should we be seeking quantity or quality in our
prospective members? Is the approach being taken by the Masonic
Renewal Committee for increasing our numbers the approach we
should be taking? 

             `