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The fiasco of the United States Presidential Election 2000 in Florida made a
mockery of a democracy’s fundamental activity: voting. Mountains of paperwork
analyzing what went wrong with election technology or election laws have accumulated
in election offices, legislatures and courtrooms around the nation. "Hanging
chads" and "recounts" became household expressions and justly
so. Some elections districts had error rates as high as 5 percent, far greater
than President George W. Bush’s margin of victory. Technological and legal
issues clearly needed attention to revive Americans’ flagging confidence
in the elections system after the controversy, as post-election polls showed.
What
most of the analysis by government task forces, academics and pundits largely
has overlooked, however, has been the role poor poll worker management played
in causing problems on Election Day. The evidence, which ranged from the comic
to the shocking, was everywhere. In one case, a poll worker accidentally took
a bag of ballots home after mistaking it for his laundry. Poll workers in other
Florida voting districts improperly turned away voters from the polls, mishandled
machinery that led to vote-calculation errors, or weren’t able to instruct
voters on how to properly operate voting machines. Incidents like these indicate
that, in addition to modernizing election equipment and updating old laws, governments
should take a cue from the business community in recognizing "people problems"
in their organizations. "Senior executives are beginning to devote the
necessary attention to understand the links between human activities and desired
business outcomes," Jessica Korn of the Gallup Organization said.
In
terms of elections, the "business outcomes" are reducing the number
of errors made during elections and making voting as painless as possible for
voters. And while the business world can help point out the malady, the volunteer
community can shed light on actionable solutions. The nature of poll workers’
jobs makes volunteer-management principles in four areas "attitude and
motivation, recruitment, training, and evaluation" especially apropos for
improving the election process.
After
dispensing with some helpful definitions, this paper will describe common election
routines and how to apply volunteer-management best practices. The goal isn’t
to lambaste elections administrators "many of whom have made admirable
innovations in election management or face significant barriers to reform"
but to suggest ways they might better meet the needs and expectations of the
public.
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