Motivation and Group Dynamics in Hungarian Community Foundations

The research was carried out by György Hámori, head of the Community Foundation Support Programme. The original version was produced in the framework of the Learning Lab funded by ECFI – European Community Foundation Inititive, this document is a revised, updated version.

My research focuses on the subject of group motivation within the context of Hungarian community foundations (CFs). My motivation for developing this paper is twofold: on one hand, to better understand our partners’ actions through motivational factors; on the other hand, based on the results of their answers, to reflect on how we—as a support organization—work with them. My intention was not to characterize the personal motivation of individuals who are part of certain CFs but rather to explore the motivational factors that affect the actions of these CFs. My research does not intend to go into individual psychological analysis but rather to draw conclusions on how these motivational factors impact the actions of these CFs and therefore gain a perspective on our work at R&WF.

Context

R&WF’s founders have been involved in the development of CFs in Hungary since 2008. The first CF was established in the country in 2011 by a group of community development professionals, then key figures of that group moved on to establish R&WF as a CF support organization in 2014. Since the beginning, the team has worked with multiple methods to make the CF concept known in Hungary and to establish CFs. These methods produced mixed results over the past ten years but brought vast experience in terms of working with groups aiming to form their own CFs. With a redesigned approach (and for reasons I will explore in this paper), the number of CFs went from two to thirteen from 2021 to 2024, with potentially more in the making. One aspect of this massive growth is R&WF’s method to start new community foundations: R&WF started to work with a single local community development professional in a certain city or district, and that person gathered a diverse group of individuals who became core members of the initiative group and later the board of the foundation. At all stages of the 1.5-year-long process, there were specific educational workshops to gradually introduce first the professional and then the group to what community foundations are and what steps are necessary to form their own. Additionally, we provided funds to each stage of this process. This massive growth in the number of CFs in Hungary gives particular relevance to the topic of group motivation and motivational factors. In this paper, I will try to examine how these CFs react to certain influences and how those affect them in positive or negative ways, and through those effects, what actions follow.

Community foundations in Hungary in 2018

Method

The method I chose to investigate the topic of group motivation was to interview five core members of five different CFs. These interviews were narrative in nature and circled around certain topics regarding motivation, but the questions were not fixed and followed the logic of the interviewee. In this paper, instead of analyzing the interviews separately, I will attempt to summarize their answers in different categories.

Hypothesis and Environment

I did not want to force my perspective of motivation on the interviews; however, my expectation was to hear about both internal and external motivational factors. By internal, I primarily mean the group dynamics. By external factors, I mean mostly political, economic, and sociological aspects of how the group is formed and is working currently, and what impacts them in ways that guide their actions. At this point, I must explain briefly the external context in which these CFs are to be born and to operate in present-day Hungary. The state and quality of democracy in this country have been in sharp decline for at least a decade. There are two main reasons for this trend. One is the current government’s systematic work to weaken or ignore democratic institutions and dismantle the checks and balances of a multi-party parliamentary democracy. The second is the inability of Hungarian society to resist and challenge this trend. Consequently, the health and strength of civil society organizations and the nonprofit sector have decreased drastically.

The way I conducted the interviews was as follows: The first set of questions, as a kind of warming up, were about the interviewee’s personal motivation or story of how they got involved with the organization of the CF core group. The second set of questions targeted how the group works, what forces are affecting the groups, what they find exciting, when they work best, and when they are satisfied. However, as I mentioned, my questions were not standardized but were guided by the answers given by the CF members.

Preliminary Observations

Before I discuss their answers in detail, I would like to highlight that none of the interviewees emphasized explicit external factors as components of motivation or demotivation. They rather cited broad ideological concepts such as the benefit of a society working together, democratic values, and helping causes as personal motivations and beliefs in why they felt they would like to join such an initiative. The overwhelming majority of motivational factors for the groups were internal ones, more specifically the fluctuation of the group dynamics, which I will discuss later.

Why Join

All the interviewees felt attracted to the concept of a community foundation, yet none of them ever felt the courage to actually start an organizing group or join an existing CF by themselves. Some of them had extensive knowledge of the concept of CFs and had personal connections to people who were/are members of the board of a CF or were connected to R&WF. The reason why they did not initiate the organization themselves is that they did not feel that they were the type of leader who could take on such a task. The key here was a charismatic leader who took the reins, at least at the very beginning, mostly gathering the group and explaining what a community foundation is. That is the stage where most of the interviewees joined the initiative.

Development and learning at the National Meeting of Community Foundations in 2022

The secondary reason why people felt they would like to join lies in the openness of the concept of a community foundation. The flexible format of the foundation can accommodate the community’s needs, allowing everybody to find their own ideological or practical reason to join. Some of them were excited about creating something new that is little or not known in Hungary; some of them see democratic values in practice in how such a foundation works; and some of them feel that this form of civic action is the most appropriate since it’s not dependent on politics at any level.

The third group of reasons involves some kind of personal experience related to the activities of Roots and Wings Foundation. In some cases, it was a training provided by one of the members of R&WF, a conference, a live crowdfunding event, or a project/activity hosted by one of the older CFs or organized by R&WF. These personal experiences created a belief that the idea of a CF is feasible. Finally, as one of the interviewees pointed out,

people in general like to feel control over something bigger than their life.

The word ‘vanity’ was used in the conversation; however, it was not mentioned in a negative light. The appeal of recognition in a somewhat formal position and the potential to change their livelihood through making decisions about what project/organization/person gets support from the CF is definitely an element in all groups, no matter how they have been involved with a CF.

Motivation to Work

Once the members joined the group, it appears that the people I interviewed unanimously had the same experience regarding motivation: Getting to know the group they joined and developing the idea of their CF together. It seems that a community in formation is the utmost motivational factor for all. Through this process of formation, testing the nature of their cooperation/relationship planning is at the core of their activities. This factor remains among the top reasons to continue working for a CF. Being in their respective groups is their main reason for their involvement and feeling motivated.

What Works and What Does Not?

Regardless of the age of the community foundation, whether it is a 10+ years old one or a newly born CF, they all experience the following strengths for their group: Planning activities or projects is a key element of their work, and that is the only consistent element always present in their operation. Planning seems to be the time when most members of the CF are active, engaged, and interested. The community of the CF is also working the best when they are in planning mode and when they are doing it together.

Another important observation is that the Hungarian CFs are more in favor of short-term tasks. This means, in terms of their own activities, cooperation, grantmaking, and fundraising, focusing on short-term actions. When I asked them why, they all highlighted the importance of little successes. Short-term projects may bring forth success a lot earlier than something which is in the making for a period they cannot foresee. The length of these short-term projects is around one to three months. However, I must emphasize that it does not mean they are not willing to look ahead and plan for longer-term actions/projects; it is something that is a lot less engaging for most members of the CFs.

Those little successes are essentially
the fuel for the longevity and continuous operation and
development of CFs.

Once they experience a sense of accomplishment, that will motivate them to take on the next goal. The first and basic measurement of success is if such a short-term project is carried out or finished. Such projects may include a fundraising campaign, grants given, or events/projects organized by the members of the CF. The second and also important factor is feedback. This feedback comes from either the people who received support from the CF or from the wider local community.

The organizing teams of Békéscsaba, Józsefváros, Cegléd and Roots and Wings Foundation at the closing event of the 2023 Swimathon fundraising campaign

To provide an example, in one of the CFs, they had a fundraising goal for supporting a student’s further education. The goal was to collect enough funds for a year’s tuition fees and living costs in a school abroad. They gathered the amount through an online and offline fundraising campaign in which many of the core group members were involved. When they gave the check to the student, the student burst into tears, and later, during his first semester, he was sending them letters about his progress and how thankful he is. This emotional experience was the fuel for their next step: organizing a mini-grants program for students who have similar goals.

When Does the Group Struggle?

We also discussed the circumstances in which they felt their community foundation struggles or does not work efficiently. The first element was always connected to some internal factor. The main topic was disagreements within the group. In some cases, these disagreements were due to differing personalities, but mostly it was differing opinions about the community foundation’s direction and priorities. When group members strongly disagree on the organization’s goals, the CFs experience a visible decline in activity. In most cases, this leads to some group members becoming less active or even leaving the group.

The second factor is connected to the first one: The lack of common goals. Without common goals, the CFs find it difficult to plan or implement any activities, which in turn decreases motivation. It becomes a vicious cycle where the lack of activity feeds the lack of motivation and vice versa.

Reflections on the Work of Roots and Wings Foundation

The success of Roots and Wings Foundation in fostering and developing new community foundations (CFs) in Hungary can be attributed to several key factors. Our approach has evolved to address various motivational factors and the unique challenges posed by the current political climate under Orbán’s administration.

  • Visible Financial Support:

One of the primary distinguishing factors of our foundation is our significant and visible financial support. This monetary aid acts as a major motivator, particularly in rural areas where resources are scarce. Initially, communities are drawn by the financial assistance, but over time, the relationships we build with our partners become increasingly important.

We prioritize reciprocation, adaptability, and active listening, making our work personal by regularly visiting and evolving with the communities we support.

  • Local Action and Political Climate

Given the current political climate, the importance of local action has increased. Inertia, apathy, and fear have led to disengagement from public affairs. Local community causes have become a last resort where people can act and see the impact of their input. These activities are also more challenging for the ruling party to attack politically. Many individuals who previously engaged in public affairs have turned to small community activities. The middle class and intellectuals, often pushed out of public life, seek spaces to meet like-minded people. The civic space is narrow, providing only a temporary respite from broader societal challenges. Our foundation offers a safe space for those who lack support and recognition in public affairs, providing them with the backing they need.

  • Unique Professional and Financial Support

Our foundation stands out for its robust professional and financial support, emphasizing local organization and adaptation rather than imposing external structures. We focus on achieving goals with flexible methodologies, avoiding the imposition of our own agenda and instead fostering local patriotism and engaging diverse social groups. We excel in finding, building, and selecting grantees, empowering local communities, and uncovering new local resources and strengths.

  • Well-Planned Programs and Community Builders

Our well-planned programs offer a long-term perspective and support, involving individuals suited for each stage of the process. Community builders who are open to learning, have free time, and can organize others are crucial to our efforts. We cultivate a diverse and effective team, embracing various characters and types of members, including risk-takers, planners, visionaries, and doers.

Professional programmes at the 2023 national meeting
  • Community Engagement and Patience

Central to our approach is community engagement, fostering partnerships with local groups. Our commitment to patience and tolerance of diversity enables us to work with a wide range of people in varied ways. We practice patient risk-taking, recognizing commonalities without imposing uniformity.

Key Elements for Future Focus

Reflecting on the results of our research, several key elements have emerged as essential for R&WF to focus on in our future work to better support CFs in Hungary:

  1. Empowering Leaders: Since a charismatic leader is crucial for the initiation and early stages of a community foundation, we need to identify and empower potential leaders in new areas. This means providing them with not just theoretical knowledge but also practical tools and emotional support to start their own CFs.
  1. Building Group Cohesion: Given that group dynamics are the primary motivational factor, we must invest in team-building activities and facilitate workshops that strengthen the bond among group members. Helping them to resolve conflicts and find common goals can prevent the decline in activity.
  1. Fostering Short-Term Successes: Given the preference for short-term projects and the importance of little successes, we should encourage and support these endeavors. Providing quick wins can keep the groups motivated and ready to tackle bigger challenges in the future.
  1. Encouraging Feedback Loops: Positive feedback from the community and beneficiaries is a significant motivator. We should create systems for gathering and sharing this feedback more effectively. This could include public recognition of the CFs’ efforts and the stories of those who benefited from their support.
  1. Creating Sustainable Long-Term Plans: While short-term successes are crucial, we also need to help CFs develop a vision for the future. This means balancing immediate goals with long-term planning to ensure sustainability and growth. Training in strategic planning and vision-building can be a part of our educational workshops.

Summary

Our foundation’s success lies in its visible financial support, adaptive relationships, unique local offers, and inclusive, patient, and flexible methodologies. By understanding and leveraging these motivational factors, R&WF continues to support and grow the CF movement in Hungary, helping communities thrive despite challenging external conditions. Focusing on empowering leaders, building group cohesion, fostering short-term successes, encouraging feedback loops, and creating sustainable long-term plans will ensure that CFs not only survive but thrive, ultimately contributing to a stronger, more resilient civil society.

Sharing ideas at the 2024 summer meeting

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