পাতা:বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্র (চতুর্থ খণ্ড).pdf/১০৮

বাংলাদেশের স্বাধীনতা যুদ্ধ দলিল : চতুর্থ খণ্ড

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to see UNITY IN ACTION among the Bangladesh activists in the UK. All efforts, at all levels, must be concentrated to tackle this problem. If such a blending between the established community leadership and the newly emerging leadership could be achieved then the two key problems of supply of fund and functionaries for the movement could also be tackled with comparative ease.

In order to achieve the psychological climate to unite and to cooperate both the groups-the established leadership and the newly emerging political activists-must try to learn more about one another and come to appreciate the strength and drawback of one another. Particularly for the political activist it is important to appreciate the strength and good points of the established leadership without overlooking their limitations and evolve a framework for accommodating them at the leadership level in suitable capacities. Many of these leaders are unquestionably dedicated to the cause, are capable of putting in sustained and hard work and are men of high integrity and great trust. Such persons are eminently qualified to hold posts of trustees, of arbitrators, treasurers, members of finance committees, etc. and many of them are also qualified to head organizations as presidents. But they are not, as experience has shown, suitable for secretarial responsibilities and with one or two exceptions not for the post of chairman. The fact that most of our meetings do not get a right start, get bogged down to irrelevancies, get derailed at least provocations, do not start in time, do not finish in time, do not reach any comprehensive conclusion, are because of bad chairmanship of the meetings. Because of bad chairmanship a meeting instead of helping the consolidation of the community, instead of raising our political consciousness and patriotic urge to a higher level does the reverse. Such badly conducted meetings contribute towards the creation of a hang-over of depression and frustration. These meetings instead of providing encouragement to the audience dampen our spirit and enthusiasm.}}

2. The functionaries, on the other hand, should be rallied around functional subcommittees, who should have specific assignments, like office administration. publications, public relations, accounting, etc. These functionaries in a suitable combination should constitute the executive branch of the organisation. Their primary responsibility should be to execute the policy decisions that will be arrived at by the delegates at the national conference or in between the conferences by the National Council.

3. To achieve UNITY IN ACTION and also EFFICIENCY IN OPERATION the organisation will come across another problem of combining the functionaries coming through the representational apparatus of the organisation and individuals not involved with mass organizations but professionally and politically qualified to accept positions of responsibility. We cannot expect these individuals to come through the representational apparatus. The only way of getting them in is by means of draft. This problem can be best solved by providing power to co-opt to all elective bodies at the various levels of operations, from the basic unit to the National Council.