Graduates Leading the Reform of Landmark

The reason for us to work together as graduates for reform, rather than contacting Landmark individually, is that there is a limit to how much Landmark will reform by internal means and from individual communications. In speaking of individual communications in this context, I'm not referring to resolution of specific issues (such as something between a course leader and individual participant, where individual communication would be necessary for resolution). Rather, I am speaking of individual communications about the overall structure and methodology of Landmark.

Without question, Landmark has reformed significantly from what it was in the past, and the organization continues to evolve based on feedback, results, new ideas, and experiments with different formats and curriculum. And yet there are still key aspects of the Landmark experience that turn people off or turn them away. The question then becomes, why would an external, graduate led effort for reform make a difference that internal reforms have not?

Consider the following:
1) With the feedback and experience of the last 30 years, the Landmark leadership is well aware of the core issues that we could bring to their attention.
2) The Landmark leadership has reformed the Landmark curriculum and methodologies as far as they wish to reform them to this point, and the leadership still supports structures or methodologies that ultimately detract from participation in Landmark or hinder the spread of the good stuff of transformation.

Individual feedback has helped to get Landmark this far, but a new kind of stimulus will be needed to take reform to a new level. A group of graduates is the right type of stimulus because of the crucial role of graduates in the Landmark organization. As you know, Landmark has a small permanent staff and is very much an organization that depends on graduates for volunteering, spreading the word, and attending courses.

To date, the leadership of Landmark has managed the reform process, but graduates have position in the organization to take a leadership role in reform and renewal. It is a matter of enrolling others into the possibilities we see for Landmark, getting organized, and getting our message as a group to the Landmark leadership.

Our task is to grow the numbers of graduates who are open to this discussion and develop a consensus on the key issues that we can petition together. As mentioned above, the Landmark leadership is aware of the issues and it is not the intention of this effort simply to be heard and to receive a response. The intention is to call for specific reforms from the position of power and possibility of a large group of Landmark graduates and to see the reforms manifest in Landmark.

What we are about is very simple:
1) Making the good stuff of transformation available to many more people by reforming aspects of Landmark that inhibit its spread.
2) Making the Landmark experience a better experience for participants at all levels.
3) A constructive dialog and constructive action for reform from a position of power and possibility (this is where we begin).

While we certainly must review issues that are controversial and will do so openly, we should take care to avoid the following pitfalls:
1) Plain old complaining or venting.
2) Being negative or bitter about past experience with Landmark.
3) Ascribing ill intent to any Landmark leader or participant.

If we are true to these principals, stay patient, and stay positive, I believe graduates will join in our dialog and our efforts and we can have a positive and perhaps profound impact on Landmark and beyond. Graduates who are dedicated volunteers and graduates who have dropped out to a greater or lesser extent due to concerns about the organization can find common ground in building an amazing new engine for the spread of transformation.

To join this endeavor, please sign up at:
http://groups.yahoo.com/group/reformers