How the community thrives

1. How the Community Thrives The Peterson Group Bespoke Condominiums and Residences Review

2. Before humans lived in cities, they formed closely-knit tribes or villages where almost everyone was related or knew each other as one knew a brother or a sister. Once the city arose, the closeness remained but greatly diminished and limited within the family circle or within certain locations where small associations where established within a community.

3. Although the genuine intimacy and complete dependence on others which existed in tribes no longer exist, a semblance of closeness remained if only to satisfy certain social demands within these communities.

4. This is not to say they lack the sincere and real associations of ancient tribes, only that one would not go to war against a neighbor’s enemies if called upon, although a few might. The dynamics of residential associations is one delicate subject, if not for its complexity, its propensity to turn sour especially when finances and personalities are concerned.

5. Many neighbors have parted ways because of misunderstandings about what and how projects should be put up for a neighborhood. Having a strong leader helps; but having people who have a deep appreciation of social dynamics and the history of human relations through the millennia will help.

6. How do we establish strong communities that can thrive in the modern setting? • Leaders matter only when people become leaders themselves • People will give only when they expect something; but, sometimes, they give unconditionally • Assessing and upgrading the community’s involvement according to the demands of the times

7. Leaders matter only when people become leaders themselves We cannot be leaders all at the same time. But to learn how to become a leader is necessary in appreciating how to find a leader we can respect and follow. Often, our pride prevents us from seeing things through the eyes and minds of others.

8. This is human nature. But, as in the case of a vocal oppositionist to a giant conservatory project in Cornwall, we should tell people what prevents us from supporting an idea or a project and say so; but that when the majority has chosen and decided on a plan, he will keep quiet and go with the decision. A naysayer or doomsayer is, in effect, a leader.

9. A true leader will do well to listen to him or her. What matters in the end, perhaps, is that we should give each other a chance to prove ourselves and our ideas so that when the time comes for us to lead, others would also allow us the opportunity.

10. People will give only when they expect something; but, sometimes, they give unconditionally In times of crisis, people tend to give up their comfort and their belongings to help those in dire need. The community will rally behind a project or an idea once they see they can give of their time, money and effort and feel they have done a great service without expecting anything.

11. Every strong community rejoices in the fulfillment of each and every completed event, whether a parade, a construction project, a social event or an emergency operation. Those that do not have a strong leadership tend to keep to themselves and fail to do something good for the community and for themselves.

12. They may pay their dues and attend meetings regularly out of obligation; but their main focus is on their personal affairs. Perhaps, involving people initially in projects that can benefit them may break the ice toward doing more charitable work or social-outreach endeavors as a community.

13. Assessing and upgrading the community’s involvement according to the demands of the times Like clubs, many neighborhood associations exist only for themselves and their immediate concerns – parking fees, monthly dues, small community projects and holiday parties. A few might involve themselves with political or social issues that influence their businesses or their neighborhood.

14. Rarely, however, will people invite resource speakers, whether from government, from the private sector or from religious or non-religious groups, to provide a continuing technical, cultural or intellectual input for their members.

15. A new vision for communities is required to uplift the minds and lives of their members. That vision can be achieved with people realizing that they have a common high-stake in the progress not just in their immediate surroundings but also in outlying areas and even in the entire world. Getting to know your neighbor might be the key to getting to know a bigger world out there. The Peterson Group believes in the need to strengthen and enhance the community.