Well NAFA played a key role working with states...I would argue that the core group of NAFA folks that authored the federal regs created something that the states would accept. theycevaluated the anti's and preemptively drafted regs to address opposition from groups like Audubon and did a ton of behind the scenes work for clubs as they marched legalization across the country. Kent Carnie, more than any one person, is more responsible for this heavy lifting. Facts get lost to time...we forget where we come from. I think in any enterprise, the founding principles or mission can get lost as subsequent generations come on board. Its true for any mission-driven Enterprise. What I am suggesting is that its human nature to bend to the loudest voices and concede things that are against the founding principles. Before you know it, the organization looks nothing like the original charter so to speak. You see this a lot in non-profits, where a brilliant visionary sort collects a core group of similar minded folks to create something great like an art museum...they bring in a board....key people leave, and eventually you have a board installing a zip line and a water park. (I give that example as someone who listened to a board chair try to convince the others to install a zipline at a natural history museum
. Im just suggesting that falconers need to guard their legacy. Sure there can be lots of validity to various points...but I think there is a theme we have observed where the most ardent abrasive critics of NAFA (in this example) typically voice their concerns in political language not falconry language.
Originally Posted by Montucky
Well NAFA played a key role working with states...I would argue that the core group of NAFA folks that authored the federal regs created something that the states would accept. theycevaluated the anti's and preemptively drafted regs to address opposition from groups like Audubon and did a ton of behind the scenes work for clubs as they marched legalization across the country. Kent Carnie, more than any one person, is more responsible for this heavy lifting. Facts get lost to time...we forget where we come from. I think in any enterprise, the founding principles or mission can get lost as subsequent generations come on board. Its true for any mission-driven Enterprise. What I am suggesting is that its human nature to bend to the loudest voices and concede things that are against the founding principles. Before you know it, the organization looks nothing like the original charter so to speak. You see this a lot in non-profits, where a brilliant visionary sort collects a core group of similar minded folks to create something great like an art museum...they bring in a board....key people leave, and eventually you have a board installing a zip line and a water park. (I give that example as someone who listened to a board chair try to convince the others to install a zipline at a natural history museum
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