From Scouts Ireland.
The publication of this book on the Patrol System as a help to Scout Leaders will, I hope, result in a radical change in the management of Troops by many Scout Leaders. The advantages of the Patrol System from the viewpoint of what we are striving to accomplish in our work with young people, are clearly shown. It is recognised that it will not be an easy task for some who have for years conducted the Troop without giving to young people this opportunity to develop qualities of Leadership, to fully introduce the Patrol System.
The scheme itself is not new. Baden-Powell incorporated the System into all his planning and writings. It has been thoroughly tried and has been proven to be the most effective way to secure the best results. For many it may temporarily be a more difficult way than that now being followed by them, but in the end it will greatly simplify the Scout Leader's task. It does not relieve him of responsibilty for maintaining the standards of Scouting and discharging his obligation to the parents of the young persons who are entrusted to his care. But it does very definitely open up a way whereby, when in his judgement he has developed the potential Leadership qualities in members of his Troop, he may share his responsibility with those who become Patrol Leaders and Assistant Patrol Leaders. Thus it brings to the aid of the Scout Leader the alert minds of young people who develop the sense of responsibility, with a consequent richness of resources which will increase many fold the opportunities for Scouting to function in the lives of young people, through its programme for the leisure time of the members of the Troop. Indeed, the well-developed Troop using the Patrol System means Scouting day-by-day, because of the activity of the Patrol Leaders, not merely on the occasion of the weekly Troop meeting and the occasional Troop hike.
Scouting develops good citizenship, not merely through the personal advancement of each young person in Scout badgework, but by increasing capacity for teamwork through Patrol games, competitions and projects.
Man lives up to the law not through fear of prison or through regard for the Gardai/Police, but through a living spirit of loyalty to his fellow men. The young persons' gang is their group of"fellow men". The Scout Patrol becomes their gang. He works and plays for the success of his Patrol. He learns to be a mature adult by loyalty and team play in the Patrol. As the young person grows, his loyalties enlarge. At first he thinks of himself, his family, his gang; then his school, his church, his hometown - beyond that his country and, finally, all mankind.
The growth of these loyalties depends on the young person learning sooner or later to play the game for the good of their gang or Patrol. He must put himself in the background and push for his gang.
This is why inter-Patrol activities, trust and confidence in Patrol Leaders, Patrol responsibility for programmes and good discipline, are important to you, the Scout Leader.
The Patrol System has always been the policy of Scouting. Many have used the Patrol System for years, and are today running their Troops on this plan. The purpose of this booklet is to give added emphasis to the Patrol System and a clear statement of how it is used.
The practical value of the book will be realised in the degree to which it is utilised by the Scout Leader team.The kind of training you give your Patrol Leaders will make or break your Troop. The National Scout Team urges you to apply the ideas presented in this booklet with the hope that they will be helpful to you in training young people for Leadership and service.
In a certain town there were three Scout Troops, each successful in its own way. The Scout Leaders, however, followed three different methods in the organisation and management of their Troops - three diverging trails. The right trail ends in the development of a good Scout, educated in responsibility, trustworthiness, Leadership, initiative and resourcefulness - in short, a trained mature adult.
Troop No.1 prided itself in its Merit Badge Scouts.The Scout leader was a computer buff and his hobby was cramming facts into young minds. The majority of his Troop had their sleeves well garnished with badges. Their heads were filled with technical information such as the symptoms of apoplexy and sunstroke, the difference between RAM and CAD, and the latest advances in Video technology. These badge covered Scouts missed the essential point of Merit Badge instruction learning by doing. The Scout Leader conducted his Troop as one large class. The patrols existed only as sub-divisions on the Troop record;"Patrol Leader" was merely an honorary title. Unfortunately since all imagination, all initiative and all responsibility were thus restricted to the Scout Leader's control, often degenerated into a disorganised mob.
Troop No.2, whose Scout leader had been in the army, was the top Troop for competitions, drills, and parades. During Troop meeting the proverbial pin drop could have been heard. These Scouts drilled like clockwork. They were efficient in pioneering; signalling and other Scouting practices. They had their share of Merit Badges. Patrols were kept to the full size of eight by being penalised when there were gaps in the ranks at inspection. The Scout Leader planned all programmes, conducted all meetings, issued all instructions, and gave all orders. In fact the Scout Leader made all decisions requiring initiative or responsibility. The only thing he delegated to hi Patrol Leaders was the enforcement of discipline; hi Patrol Leaders were not allowed to exercise independent responsibility. The Troop was the dominant factor; the Patrols had no more individuality than the squads in a company of infantry
Troop No.3 possesses something in addition to splendid Troop spirit and loyalty, which neither Troop 1 nor Troop 2 had, and ideal of genuine trustworthiness, manifested on a Patrol hike, or at a Patrol meeting at which there were no adults. Each Patrol did its own thinking and could be trusted to carry a job through to the end under its own leadership. Troop No.3 operated under the Patrol System; the Patrol was a responsible functioning unit. If you had visited a Troop meeting you would have found the Patrol, for part of the time, in separate corners of the room, each practising a different phase of Scoutcraft. The Scout Leader kept himself in the background and offered only such wise stimulus, guidance, and supervision as were necessary for best development of Patrol efficiency and Troop Spirit.
The foregoing represents three types of Troop organisation and administration, which prevail generally through the country. Many Troops have elements of all three characteristics, some have different characteristics.
Argument is not necessary to establish the value of the method described in Troop No.3 with some Scouters; the operation of such a plan is an easy task. It is recognised that for many Leaders to do so presents a real challenge to their ability. It is hope that the presentation of the advantages of the Patrol System in the following pages will inspire many Scout Leaders to see the value of definitely planning, regardless of the labour, the thought the effort involved, to organise and operate their Troops on the Patrol System. When this has been done, the increased satisfaction in what is actually accomplished, as well as the relief from responsibility of routine detail will result in greater joy for those who are working as Scout Leaders in such Troops.
Robert Baden-Powell, founder of the Scout Movement said:
"Many Scoutmasters and others do not at first recognise the extraordinary value which they can get out of the Patrol system. The "Patrol System" is putting your boys into permanent groups under the leadership of one of their number - the Patrol Leader. To get the best results you must give the leader real, freehanded responsibility. If you only give partial responsibility you will only get partial results."
By thus using Your Leaders as officers you save yourself an infinite amount of troublesome detail work. The object, however, of the System is not so much to save trouble for the Scoutmaster as to give responsibility to the boy - since this is the very best of all means of developing character.
The group or gang is a natural unit for boys whether for play or for mischief and the boy with the most character among them comes to the top as Leader. Apply this natural scheme to your own ends and it brings the best results. The Scoutmaster gives the aim and the several Patrols vie with each other in attaining it thus automatically raising their standard of keenness and efficiency all round."
Practically all youth organisations have as their objective "character training" the Scout Movement has no monopoly the one great feature however which the Scout movement emphasises is the development of, of not only young people of good character, but leaders in the community. Perhaps the greatest need of this Country at the present moment, with all its untold resources and possibilities, is people who are able to lead and take the initiative. This is equally necessary in every walk of life. It is a good thing to realise that most people come under two classes
The quality of leadership is partly born in a person but is also largely determined by training and development the only time when Leadership can be developed so that it really becomes part of the character of the individual is during the Scout age, when the mind is in a plastic state which makes such training possible it is rather like learning to ride a horse the person who takes up riding late in life "stick on" but is unlikely to become the accomplished horseman that he might have been had he been given the chance as a Young person.
This training is carried out by giving the young person, through the Patrol System opportunities for learning how to lead, by handling a small group, gang or Patrol. But if we are to get results, this responsibility must be a real one, and not merely one on paper. A Scout Leader who does not make it his principle objective to use his Patrol Leaders, rather than himself, to put over what he wants done, is failing, and need not be surprised if the result is a failure, too.For a Troop to be successful at Scouting, the Scouts must live, move and have their being in the Patrol.
The Scout Patrol may be defined as a small, permanent group of young people allied with similar interests working together under the responsible leadership of one of its number - the Patrol Leader.
One two, three, for or five patrols may form a Troop but the Patrols are the working unit whenever practical and the Troop organisation is designed to provide supervision, co-ordination, loyalty and service. The Patrols are made of natural groups rather than being arbitrarily divided intersections of eight the Patrol wherever possible becomes the unit for the learning and practice of Scoutcraft for games and contest for hikes and camps for meetings, for good turns, in fact for Scouting in all its various phases. This is made possible only when the Scout Leader can place full confidence in the ability and experienced Patrol Leaders concerned Scout confidence is based upon the amount of training the Scout Leader has given his Patrol Leaders through continual guidance and inspiration.
It has been said "the Patrol System is not on method in which Scouting can be carried out but that it is the only method". The Patrol System may be adopted and utilised in a greater or lesser degree, but the essential thing is that these small permanent group each under the responsible charge of a Patrol Leader and that such groups should be organised as Scout Patrols.
In its loosest form the gang is merely the group of young people living in a certain neighbourhood who habitually "hang round" together after school. The gang is apt to unprejudiced and democratic living in close touch with each other, form themselves into gangs, and the gang spirit is greatly strengthened when they share a common interest.
Street gangs although taking up from time to time various activities usually have some particular objective in which they are primarily interested. This prime object may be football, going on trips, discos or - in `bad gangs' -stealing. In Scouting the Patrol projects will be some special phase of the Scout programme such as hiking, swimming merit badge work, first aid cycling, pioneering etc. If this specialisation is spontaneous produce of the group it is usually restful. The Patrol provides from within itself the stimulus that will spur its members on to the advancement to the Scout ranks. Most gangs have one Leader who takes his position naturally with little form or ceremony. The unpardonable offence is squealing or snitching on a fellow gang member the gang loyalty and gang honour Scouting expands into the principles of the Scouting promise and Law.
The typical gang, then, is no mere haphazard association. Accidents of various sorts, - age, likeness of interests - bring together a somewhat random group. Immediately the young people react on one another. One or more Leaders come to the fore. The gang organises itself, finds or makes its meeting place, establishes its standards, begins to do things. It develops, in some sort, a collective mind, and acts as a unit to carry out complex schemes and activities which would hardly so much as enter the head of one person alone. The gang is in short, a little social organism, coherent, definite, and efficient, with a life of its own which is beyond the sum of the lives of its several members.
The Patrol System has three-fold value: by encouraging responsibility, it develops Leadership ability; by subdividing the work of the Troop, it tens to lessen the burden on the Scout Leader team in routine details; and finally, by establishing the Patrols as functioning units, it ensures the permanency of the Troop in an emergency such as the loss of a Scout Leader.
The only way to develop Leadership in a young person is to give them a chance to exercise is. Scout Leaders who keep all control in their own hands are denying their Scouts the benefit of this means of character building. Likewise, patrol Leaders who never give the Scouts under them opportunity to carry through some project on their own initiative, are equally mistaken.
"Once the Scout understands what his honour is and has, by his initiation, been put upon his honour, the Scout Leader must entirely trust him to do things. You must show him by your action that you consider him a responsible being. Give him charge of something, whether temporary or permanent, and expect him to carry out his charge faithfully. Don't keep trying to see how he does it. Let him do it in his own way, let him make a holler over it if need be, but in any case leave him alone and trust him to do his best."
The Patrol System relieves the Scout Leader of many routine details. When the Scout Leader undertakes to direct personally the details of all the work of the Troop and of the Patrols, his job demands ceaseless attention. When he trains his Patrol Leaders to assume the greater part of this responsibility, he relieves himself of much of the detail work and reduces the demands on his own time. The Scout Leader who skilfully utilises trained Patrol Leaders is not tied down to the details of first aid and signalling instruction and the like; he has time free to study to formulate plans, to review reports, to keep the Troop progressively advancing, and all to make his influence toward higher character more effective through frequent personal contacts with individuals.
The Patrol System ensures the permanency of the Troop. The existence of all too many Troops is absolutely dependent on the continuing activity of the Scout Leader. When Patrol Leaders are well trained in the responsibility of Leadership, they will keep their Patrols active and thus preserve the life of the Troop even after the Scout Leader resigns or is temporarily inactive.
The prime objective of the Patrol System is not to make the Scout Leader's task easier, but to make his work more effective; not to secure greater speed in Scout advancement, but to develop capacity for Leadership and team play.
Fortunate is the Scout Leader who finds himself with only a small group of young people available, as he will be able to devote his whole time to getting that individual touch and instruction with those young people, which a large number would make impossible.
Baden-Powell was once asked why a Troop should not exceed thirty-two members. His reply was that, as a young man, he found it impossible to get a personal touch and satisfactory results in sound training with more than sixteen fellows.
He went on to say:
"Assuming that every other Scout Leader is twice as capable as myself, it is best for a Troop not to exceed thirty-two."
In a Troop of only sixteen young people it is probably better to have three Patrols of five young people each than two Patrols of eight young people each, since the larger number of Patrols gives greater opportunity for developing Leadership - and it does not destroy healthy competition.
Even with a small Troop, the Scout Leader should begin by meeting only the Patrol Leaders and Assistant Patrol Leaders. He will form them into a Patrol, and with himself as a Patrol Leader, he will meet them one or two nights a week, train them up to Explorer badge standard, and give them a working knowledge of the exact programme which they will later on conduct with their own Patrols. Sufficient time should be give to this preliminary training to insure that the Patrol Leaders will be well in advance of their Patrol members.
When the Patrol Leaders are fully equipped to assume their duties, the Scout Leader will call a meeting of all the young people, and proceed to organise and conduct the Troop according to the Patrol System.
The ideal way of forming a Troop that is expected to serve a large group is to start with a few young people and go slowly. The wisdom of this will be seen in a year's time, when the smooth working of the Troop will be largely due to the sound foundation that has been laid. Take, for example, an are which has thirty or forty young people of Scout age, all anxious to become Scouts. If the Scout Leader, in his zeal to get things going, forms four or five Patrols out of this number and starts his whole Troop straightaway, he will be giving himself a burden greater than one person can bear, and will probably fail for the want of trained Patrol Leaders. The difference between the Scouting experience of the Patrol Leader and that of the other young people in such Patrols will be so little that the young people will fail to look up to their Patrol Leader with proper respect. As a result, the responsibility will all fall upon the Scout Leader - thus robbing the Patrol Leaders of the very chance for which the Patrol System was devised.
Here is a good practical method, which has been used time and again, which adapts itself readily to local conditions, and may prove a guide to a Scout Leader new to the game. Let us assume, as an example, a parish which has undertaken to form a Troop of Scouts. The unit council has nominated the Scout Leader, who calls a special meeting of all the eligible young people in that parish. He makes a night of it using perhaps the parish hall, introducing lots of games and activities not forgetting the "Mars and Coke". Before the close of the meeting, when they are pretty well tired out physically, he gathers the young people around him for a story, and begins to tell them something about Scouting. If this part of the programme is not too long drawn out, and is well arranged to catch the interest of these present, when the question is asked as to how many want to become Scouts, there will probably be a unanimous and enthusiastic show of hands. This is the tome to explain the idea of the Patrol, and the impossibility of running a Troop properly until Patrol Leaders have been chosen and trained. It is a good idea to let the recruits elect eight or nine possible Leaders from among their number. One or two may be added by the Scout Leader if he knows the recruits pretty well and is familiar with their qualities for Leadership.
Now comes the most critical period in the Troop' s history. The red-hot enthusiasm of the larger group of recruits must be maintained while the chosen few are being trained and tried out to see if they are likely to make good Leaders. Perhaps the best way is to arrange one night a week for all the recruits to meet, to plays games and have the same sort of good time that is organised for the youth club. Also the Scout Leader should meet the special ten or twelve "chosen few" on another night of each week or, if possible, two nights a week, and train them up to "Explorer badge" standard. He should conduct the meetings as Patrol meetings, with himself as "Patrol Leader" and the young people as Scouts, that they may get the actual methods by which they will tackle their Patrols when they take charge. This preliminary may take a period of two months, but at the end of that time certain people of the group showing marked qualities of Leadership will stand out.
The Scout Leader is now ready to hold a second "bumper" meeting, when he can tell the group what he has accomplished in training the Leaders ; the required number of Patrol Leaders may here be temporarily named. The Assistant Patrol Leaders will naturally be chosen from the remainder of the group which has had special training. The group should have as much choice as possible in selecting the Patrol to which they belong. The grouping is nearly always pretty even. Should there be especially popular Patrol Leader who attracts more than the number required in his Patrol, a tactful suggestion on the part of the Patrol Leader can effectively secure a fairly even distribution. These groups become the future Patrols of the Troop ; and although they may be to a certain extent artificial in selection, as long as the Patrols are evenly balanced, with big and little Scouts in each, it is surprising how, from the very moment of formation, a Patrol spirit will develop.
Before they leave this meeting, the Scout Leader gives the Scouts a chance to choose their own Patrol Symbol, make up their own yell, and choose their Patrol colours. He finishes the evening with a few inter-Patrol contests, and a healthy rivalry springs up which will help to keep the Troop on its toes during its settling-down period. Some valuable suggestions as to the running of these special meetings are set forth in the Scout Leader's Programme Pack, so no further details need be given here.
Sometimes a Troop gets into a bad state for one reason or another and is not running on the Patrol lines. If by chance you take over a Troop of this sort, it is best to re-organise it, rather than patch it up. One suggestion that has worked is to hold a meeting of the whole Troop, explain what you propose to do, and get them interested in the idea of making a fresh start. The Troop should formally vote to re-organise. All the Patrol Leaders and Assistant Patrol Leaders are then asked to hand in their resignations. Then the Troop elects fresh Leaders, and makes up new Patrols around them. Each Scout has an opportunity to attach himself to the Patrol Leader he voted for. The Patrol groups assemble around their Leaders and look each other over, transfers being allowed to bring the Scouts into the Patrols most congenial.
Successful re-organisation required more than a little ingenuity. The Scout Leader must meet three requirements:
Once the Patrols have been firmly established and the Patrol Leaders elected, definite responsibility must be thrown upon the Patrols, first of all for the maintenance of order. The next thing is to charge the Patrol Leaders with the instruction of their Scouts, devoting the greater part of the Troop meeting to the Patrol meetings that this may be done. train the Patrol Leaders to carry responsibility and to conduct their Patrols efficiently. Following this should come the formulation of some continuous inter-Patrol competition, such as a series of contests between Patrols in Scoutcraft and games. Later on special Patrol activities, under the direction of the trained Patrol Leaders, meetings, hikes etc., should be encouraged.
An important factor in the "ganginess" of the Patrol is its size. A Patrol with less than eight members is not necessarily incomplete and inefficient. Six will work well. A Patrol may even do efficient work with only four members. Usually a Patrol with a thoroughly trained Patrol Leader will grow naturally to seven or eight ; but a Patrol of eight should be regarded as a maximum but not necessarily ideal. The Patrol, then, may consist of any number between four and eight young people, including the Patrol Leader and hi Assistant. This number has many advantages : (1) it approximates the natural gang formation ; (2) A Patrol Leader can more effectively and easily handle them; (3) it gives a Troop a number of Patrols and therefore increases chance of Leadership and chances for developing responsibility.
The Scout's own choice should be the major factor in Patrol grouping. No Scout should be obliged to join a Patrol against hi own wishes (although the Scout leader may occasionally, by a casual word of advice, eliminate a hindering prejudice or a petty objection ), nor should he be obliged to stay in it if he has good reasons for wishing to change. Again, although the Scout Leader may often advise with the Patrol Leader and his Patrol concerning new recruits, the admission of a new boy or girl to the Patrol should be with the approval of the Patrol members. One method is to accept the new recruit in the Troop and assign him to a Patrol. Better have him accepted by the Patrol and recommended by it to the Troop for membership. Many successful Troops maintain a waiting list, from which new members are elected as vacancies occur in the Troop.
One of the most valuable reinforcements of Patrol consciousness is a definite Patrol headquarters. Just as the gang always has a special meeting place which it jealously defends against all corners, the Scout patrol should have at least a corner of the Troop meeting place to call its own. the average Troop is lucky to have one room of its own, in which case the Patrols usually have a corner for their private use. The Patrol corners should be individualised as much as possible by decorating with flags, pictures, know-boards, trophies and the like, and by appropriate names, such as "The Lion's Den", "Dun Aongus", "Earth Station". Make these corners real homes to their respective Patrols Look back on your own childhood days, when you and your mate discovered an unused cellar, or a broken-down shed, or a hole in the ground which no one else seemed to know about, and which you used as your private "den".
Young people at the gang age get together wherever possible. Most gangs meet at least once a day. During the larger part of the year young people prefer the out-of-doors. Usually the gang has some sort of headquarters. In the city this is often only a meeting place on a street corner, but many gangs congregate in venues special to themselves. Don not neglect this home instinct in the Scout by moving the Patrols from one corner to another. Rather give each Patrol its permanent corner. It is surprising what a home it will become to the Scouts if you allow them to accumulate photos, records, and property, which belong to the Patrol, and which will become a mirror of the tone and thoughts of that group of Scouts. A great deal can be fitted into a little wall space.
Once a young person has qualified as a Scout and is admitted to a Patrol, he will normally remain a member of that Patrol until he serves his connection with Scouting, unless he develops some cogent reason for a change. In a Troop in which the Scouts are shuffled together at frequent intervals and dealt out into new Patrols according to the whim of the Scout Leader, there obviously can be little opportunity for the development of Patrol morale and Patrol traditions. Patrol activities are the most effective means of intensifying Patrol vitality and permanency. Many of the Scout activities, such as games, contests, and good turns are better done with the Patrol as the unit than by individual Scouts or by the Troop as a whole.
Scout morale and discipline are based on the idea than when a young person becomes a Scout he assumes distinctive obligations and acquires definite privileges. The Scout promise and the Scout law define the distinctive obligations of the Scout. Scouting has not eliminated the gang ; it has capitalised the gang.
One of the most significant characteristics of the gang is its esprit de corps, its morale. The loyalty of its members is essential to the gang's existence. In street gangs this loyalty is all too often used to cloak undesirable acts. In Scout Patrols, the spirit of loyalty innate in the young person, if properly guided, acts as a powerful reinforcement to the Scout Promise and Law. The training of Patrol Leaders must be organised with this in mind.
When your Scouts begin to think and to say, "our Patrol doesn't do that kind of thing", your battle is more than half won. Group opinion among the Scouts in the Patrol is one of the most potent factors in determining conduct. A Scout Leader at best sees his Scouts but a few hours each week. The Scouts, on the other hand, are meeting each other all through the week in school and at play, and are influencing each other for good or evil. It is for this reason that the Scout ideal, developed in the Patrol may be even more effective than the personal influence of the Scout Leader in shaping the character habits of the Scouts.
In some very successful Patrols, two or three of the older members attach themselves to the new recruit, and spend a great deal of time with him, to help him both by suggestion and example to bring his daily conduct up to the standard of a good Scout. Frequent conferences with the Scout Leader will be helpful in dealing with unusually "knotty" problems.
In a Troop working correctly under the Patrol System, the Patrol Leader shoulders much of responsibility for the members of his Patrol. He helps to make the plans and furnishes inspiration himself, and conducts preliminary examinations. He provides for Patrol activities - hikes, meetings, good turns, special events. He looks after the routine business of the Patrol records, attendance, subscriptions and the like. He deputises the Leadership of special activities to other Scouts. Above all, by example and by personal influence he establishes the morale of the Patrol on such a plane that by its influence the Scout Promise and Law will be realised in action and the necessity for discipline will be minimised. In all these things the best results will be attained if the Patrol Leader realises that the responsibility is largely his own to work to a successful achievement.
The selection of an Assistant is the direct responsibility of the Patrol Leader. Obviously he will be able to work better with someone congenial to him. The Patrol Leader should be instructed, however, to pick his Assistant not because of personal friendship, but on the basis of all-round ability, Leadership qualities, and acceptability to the Patrol. He should further definitely assume the job of training his Assistant so that the latter may himself qualify in time as a Patrol Leader. A frequent and usually successful arrangement is for the Patrol Leader and the Assistant each to assume particular supervision of one-half of the Patrol's membership. Often the Patrol Leader will assign a special phase of the work to his Assistant, perhaps the keeping of the Patrol records or the instruction in some phase of Scoutcraft.
The Senior Patrol Leader must be a top class Scout and should be chosen for strong character qualifications, proficiency in Scouting and marked ability in Leadership.
When the Troop consists of one or two Patrols, no Senior Patrol Leader is needed. For Troops of more than two Patrols, the Senior Patrol Leader serves as a Troop Leader, not attached to a Patrol, and should be selected by the Troop with the approval of the Scout Leader.
There should be no more than two Senior Patrol Leaders in any Troop and the position must not be used as an alternative to joining the Venturer Group.
The Senior Patrol Leader helps with the instruction, and the conduct of Troop and Patrol hikes and camps. He performs such administrative and executive duties as are assigned to him by the Scout Leader, which usually include Troop organisation, gathering reports from Patrol Leaders and the distribution of information to them. Special privileges of Patrol Leaders:
It is sometimes difficult for the Patrol Leader to maintain the Leadership, which he should gradually develop if he is to be respected. He should have access at all times to the Scout Leader, to discuss his problems. One way of making his job easier is to give him certain privileges, which all members of the Troop do not share.
For instance: (1) he attends the Court of Honour; (2) he has access to the Scout Leader's library of Scouting books, to give him a chance of working up new ideas of his own; (3) he may represent the Troop annually at Unit Council; (4) he may be a member of the Regional Patrol Leader's Forum.
A Patrol Leader should have initiative and contagious enthusiasm.
The `knacks' of Leadership can be developed. Many young people, timid because of lack of experience have difficulty in getting others to follow their lead. The wise Scout Leader will see that such young people are placed in temporary Leadership positions, Leaders of a hike, chairman of a committee, team-captains in a game, instructors in some phase of badge work.
Young people respect athletic prowess and physical courage. It means more to them than "A's" in Algebra. The successful Patrol Leader will be an "all-rounder" interested in sports, even though he may not excel.
The Patrol Leader should have the brains and the push to set the pace in passing the Scout requirements. I he is out-distance by others in the Patrol, he will be in great danger of losing their respect. Certainly a Patrol Leader should be a Star Scout. In some areas a Patrol Leader is regarded as temporary until he qualifies as a Star Scout. The Scouts themselves will usually see the wisdom of this.
A new Troop may start with `raw' Patrol Leader, but they should be developed to Explorer and Star Scouts as soon as is consistent with thorough work.
A Patrol Leader should know the time and place for messing, and when to be serious. He should set a proper example to the others, without being "a pain in the neck". Scouts admire the quality of self-control even when they do not possess it themselves.
Under the ideal Patrol System, the only way for the Patrol Leader to be selected is by the expressed wishes of the Patrol he is to lead. When a new Patrol is being formed, the election should temporary, as no group of Scouts can be sure of selecting a good Patrol Leader without trial.
Some Scout Leaders make it a point to talk to the Patrol on the qualifications of a good Leader before the vote is taken. Once the Patrol members have selected their Patrol Leader, the Scout Leader should not over-ride their choice, except in the most serious emergency, in which case he exercises his power of veto. A Patrol may even suffer for a short while the handicap of an unwisely chosen Patrol Leader and thus learn by its own mistakes. Many successful Scout Leaders advocate keeping the Scouts best fitted to be Patrol Leaders in office as long as possible. Under this System the other Scouts should be given opportunity to exercise Leadership in special activities, instruction, contests, hikes, etc. A good Patrol Leader may be kept in office so long as he gets results.
The matter of training Patrol Leaders is not something that needs to be done only once, and for a selected few, but is rather a continuing process that must give every Scout in the Troop opportunity to develop himself. Every Scout should have some experience in Leadership. Certain types of young people - vigorous physically, full of "pep" - come forward as "natural Leaders". Yet a "natural Leader" may be shallow in intelligence and weak in moral fibre, while another lad, sounder mentally and morally, but less forward and pushing may have latent within him the higher qualities of Leadership.
Primarily the training of Patrol Leaders is the function of the Scout Leader. This is one of his biggest jobs, and it should never be considered as completed so long as the Troop exists. Young people are continually growing and developing. the Scout Leader's opportunity is to help them grow into a fine type of Leader. One may need restraint; another, encouragement; all need guidance.
The Scout Leader's System of training his Patrol Leaders operates in a number of ways to help these Leaders develop themselves. (1) First of all, the Scout Leader must make clear to the Patrol Leaders the extent of their responsibilities and explain the principles of Patrol Leadership, and the significance of the Scout Promise and Law. (2) He should help his leaders to become Star Scout. (3) He should encourage them to read and study everything they can get hold of that will help them with their Patrols. (4) He should urge them to visit other Troops and to observe the methods of successful Leaders. (5) He can have discussions, criticism, suggestions and conferences with his Leaders on the handling of Patrol problems. This is best done in the Court of Honour. (6) He should be familiar with the requirements of the "Leadership Award". With the support and help of his Assistant Regional Commissioner (Scouts) he should ensure that his Patrol Leaders have attended a Regional Patrol Leaders' Training course.
The foundation on which the Troop's future is to rest should be laid by the Scout leader in the Court of Honour. The Scout Leader should look upon himself rather in the light of the Counsellor instead of the commanding officer. The more responsibility assumed by his Patrol Leaders, the better,. A Court of Honour usually consists of a Scout Leader, Senior Patrol Leaders and Patrol Leaders. The Scout Leader talks less than anyone else, but keeps the discussion to the point, and encourages those who are slow of speech to express their ideas. It should be made clear that although the Scout Leader will not have a vote, since he looks to his Patrol Leaders to decide what is going to happen in the Troop, he does not reserve the right to vote. His age and experience justify his having the final decision on matters in which differences of opinion might not be to the best interest of the Troop. If, however, it is understood that a Scout Leader has the right to vote, he/she will probably never use it. In some Troops all the Assistant Patrol Leaders to be present at this meeting, to give them a chance of learning their responsibilities. Although they are allowed to take part in the discussions, they do not vote. The Patrol's interest s are fully represented by the Patrol Leader.
It is a good thing to have a Troop Scribe ; preferably someone who is not a Patrol Leader. An older Scout who will appreciate the appointment. The Scribe does not vote.
On becoming a member of the Court of Honour the new Patrol Leader should make a promise to follow the Court of Honour code.
The Court of Honour has at lest four distinct functions
The Court of Honour should meet regularly to discuss everything that happens in the life of the Troop. Short sessions may be held after the regular Troop meeting. Much more can be accomplished on a separate night when the full evening is given to this work. Every Scout Leader knows what a trial it is to keep up the interest of the Troop when he has to rely solely on his own ideas. In the Court of Honour the members make it their own business to produce new suggestions and new enthusiasm, so making the work of the Scout Leader a comparatively easy matter. Many Troops have a special Court of Honour at the beginning of winter and at the beginning of summer, when an outline of the work for the next six months is discussed. For example, in panning the winter programme, such things as these may be considered :- the passing of Explorer Badge requirements by every Scout in the Troop ; Troop entertainment ; Christmas "good turns" by Patrols ; special winter Merit Badge activities overnight camps for older Scouts. This general scheme forms the foundation upon which the Court of Honour works week by week. It is not a wise thing to go into details too long beforehand. Three weeks is probably quite far enough in advance, as the mood of the Troop and their enthusiasm for one thing or another must be considered. There is no good in forcing a thing at a time when it does not find favour ; after an interval, that same thing may become the most popular thing to do.
Easily the best and practical way of getting the Patrol Leaders trained is for the Scout Leader to form a little training Patrol of his own in the Court of Honour where the Patrol Leaders and Assistant Patrol Leaders act as Scouts, and the Scout Leader serves as Patrol Leader. If the Scout Leader can meet hi Troop only once a week, part of the evening should be devoted to this training of Patrol Leaders after the Troop has been dismissed. Here the Scout Leader with hi Patrol goes through the very process which the Patrol Leaders are to use with their own Patrols at the next Troop meeting. It is a difficult thing for a Scout Leader to put himself in the background, and see the most cherished discoveries and stunts monopolised by Patrol Leaders. But if he thinks for a moment, he will realise that Scouting is not a talent show where he is the star, but rather that chance for the Scouts to exercise Leadership. Scouts are watching the Scout Leader at every turn and his very gestures will be copied by his Patrol Leaders. If the Scout Leader wants to see himself in a looking glass, he should watch the way the Scouts tackle their Patrols after he has handled them. It is comforting for a Scout Leader to know that he need not worry about trying to train 32 Scouts ; if he will merely take 6 or 8 and give them the training, they in turn will pass it on.
It handles the business of the Troop. Occasionally a Scout will break one of the Troop regulations. Instead of making action himself, it is a wise course for the Scout Leader to make use of the Court of Honour to deal with the matter. Scouts will take criticism, and even punishment, from their peers which they would resent from an adult. Besides, it is wonderful education for the Patrol Leaders to feel that upon them rests the maintenance of the tone and morale of the Troop. Of course, the proceedings of such a hearing should be of a confidential nature, and only the Patrol Leaders will be present. The best method of procedure, perhaps, is for the Scout Leader to take the part of the judge, and the Patrol Leaders that of the jury. They will decide from the evidence whether the Scout who is brought up is innocent or guilty of a breach of conduct. It is best to let the Scout Leader to deal with the penalty. In serious cases, he may consult with the unit Council. Very often a word spoken by the Scout Leader, or a privilege withdrawn in the beginning will prevent any infringement serious enough to require these drastic measures. Certainly the Scout Leader should consider it a weakness on his part to have to recommend that the Unit Council suspend a young person from the Troop, except in some very extreme cases, for it shows that he is unable to help the young person who most requires aid.
This is of special significance to the older Scout and keeps alive his interest in Scouting. He is no longer classed among the younger Scouts. He is a Leader in close association with adult Leaders, sharing their responsibilities. Sometimes the Patrol Leaders from a Patrol of their own. It is a splendid scheme to tie in the older Scouts as Leaders and special instructors to train younger Scouts in the Troop.
The minutes of the Court of Honour should be carefully recorded by the Troop Scribe, as it will help a new Scout Leader to pick up the threads of his new appointment if he can look back and see what has happened in the past. Such a log also forms one of the most valuable and interesting histories.
Then again the formal procedure of conducting the Court of Honour in proper parliamentary fashion, having definite minutes, resolutions, rules of order, teaches the Scout correct methods in what will perhaps become part of his life work.
Wise supervision is an important factor in maintaining effective Patrol Leaders. The basic principles of supervising patrol Leaders for training purposes are :
(1) A real knowledge of each Patrol Leader's task.
A knowledge sufficient to make intelligent conference possible.
(2) Personal comradeship.
A friendship with every Patrol Leader which develops genuine mutual regard and confidence.
(3) Non-interference as far as possible.
Let your Patrol Leaders work out their own problems ; be ready to give wise guidance when they seek it. But remember that unwarranted, ill advised interference kills Leadership.
(4) Constant watchfulness.
keep eye and brain busy while Patrol Leaders are working in your presence. make mental or pencilled notes of matters requiring later attention.
(5) Patient sympathy.
Remember,these Patrol Leaders are "learning by doing". Mistakes, some of them serious, are bound to be made. Be ready with helpful suggestions and a kindly and friendly spirit to urge them to try again.
(6) Check-up.
Out of you study of each situation, subject each Patrol Leader to a genuine appraisal as to the actual worth of his work. Don't fool yourself or him. An unprejudiced estimate is the only thing of value.
(7) Coaching
On the basis of your observations of methods used and your check-up on results attained, get the ear of each patrol Leader alone and put him through a course of constructive criticism. Coach him always on the side lines. Never admonish a Patrol Leader in front of the Troop.
(8) Approval
Commendation which is justified and not overdone is an absolute necessity. Occasionally make such statements of approval publicity before the interested group. They like it, and so does the Patrol Leader. Make it short, free from soft soap, genuine.
(9) Removal
If, after a patrol Leader has received every wise assistance and opportunity, he does not make good, removal by the Scout Leader must not be delayed.
Instruction in Scoutcraft and advancement through the Scout ranks under the Patrol System are largely the rsponsibility of the Patrol Laeder. He should set an example by his own attainment and should organise the Patrol work so that each Scout is helped to learn Scoutcraft and to achieve the Scout Badges. He will try to make each member realise that the reputation of the Patrol depends on the labour and achievement of each Scout. The work of the Patrol Leader is not so much to teach his Scouts, but to see that they have the opportunity to learn.
The Patrol Leader is largely responsible for instructing Scouts in badgework, but this does not, of course, mean that he must give it all himself. He may frequently call on the Scout Leader for assistance ; he should utilise the special knowledge of the other members of the Patrol ; he can sometimes bring in Scout experts from other Patrols ; he may occasionally, with the help of the Scout Leader, secure specialists, young people or adults, from outside the Troop or from the other sections in the Unit. The Patrol Leader's resposibilitity is to keep things happening - with as much variety and interest as possible - so that his Scouts will be spurred on to advancement.
Modern educators agree that the most lasting and worthwhile education is that which the individual gets for himself. If the Star Scout badge is to have a vital meaning to a Scout, he must qualify as the result of his own active efforts, not by sitting while being "crammed" to achieve the badges.
At least half of every Troop meeting should be given over to Patrol activities. If, during the main part of the weekly Troop meetings, the members of the various Patrols are mixed together for games, badge instruction, Troop projects and the like, then the Patrol System is, in effect, throttled in its cradle. If, on the other hand, Patrols are used to take attendance and subs, for the instruction of badges for games and contests, the Patrol System soon becomes very much alive. In some Troops especially those in rural communities where the membership is widely scattered, the Troop meets as a whole but once or twice a month, and all Scout work during the intervening period is conducted through Patrol meetings and hikes. Except in a new Troop, Tracker Badge training should no occupy any of the time of this Patrol time unless occasionally by way of review. The training of recruits should be done outside the meeting by individual Scouts or by the patrol Leader or hi assistant. In most Troops the Explorer and Star Scout requirements will form the chief content of this instruction period.
The out-of-doors is the best place for the development of Patrol comradeship. The inter-dependence of a group of young people in the outdoors and away from home should result in an intensified Patrol spirit. The Patrol hike furnishes the best occasion for the practice of many Scout activities. The unity of the Patrol should be respected in the course of a Troop hike just as much as during a Troop indoor meeting. Adult spervision is seemed essential on Troop hikes.
When we speak of Patrol meetings, we mean a gathering of the Patrol for specific Scout purposes. Patrol meetings should be,as a rule, neither special affairs nor business meetings, but should have definite programmes aimed at Scout advancement. The Scout Leader should be advised when and where Patrol meetings are being held.
In the spring and summer Patrol meetings should be held in the open. When colder weather comes, the Patrols will need an indoor meeting place. In cities, the homes of the Scouts often constitute the only meeting places available. It will be found that parents welcome patrol meetings more readily if it is made clear that "eats" are not expected.
The time and frequency of Patrol meetings will be governed largely by circumstance. For younger Scouts the afternoon, for older Scouts the evening is preferred. As to frequency, this will vary from daily get-togethers to meetings held so infrequently as to become unusual events. Except when the Scouts have extraordinary demands on their time from school work and home work, Patrol Leaders should hold regular Patrol meetings in addition to the Troop meetings.
The Scout Leader should attend patrol meetings only very rarely and at all time will leave the conduct of the meeting in the hands of the Patrol Leader. Some of the meetings necessarily will be devoted to special business - making plans for a hike, working on a trek cart, or other Patrol projects, discussing a proposed programme for the year, welcoming the new recruit, planning a Patrol good turn. Occasional meetings will be just good times designed to build Patrol morale, a camp fire, an evening of games and the like. But the majority of the patrol meetings - if they are to be restful - must be focused on Scoutcraft and recreation - quizzes on first-aid, preparation for inter-Patrol contests and games of all sorts. When the Scouts get off by themselves in Patrol groups to study the Aventure Seekers Programme, they usually make much better progress that when the only instruction they receive is that given by the Scout Leader at the weekly Troop meeting.
The Scout Programme is peculiarly adapted to train young people to take care of themselves and to respect the rights of others. Indeed, it should go further, and develop in them an ability to help to take care of others. This and other qualities of Leadership are best developed through experience rather than mere instruction. The Scout Leader who accomplishes most with his Scots is keen to take advantage of every opportunity to have the ideals of Scouting translated into habitual action. This makes it necessary for him to plan fo opportunities where the Scouts in his Troop may be given responsibility and trusted on their honour to meet the responsibility. One test of the Scout Leader's Leadership should be the degree to which he has been successful in having the Scout Promise and Law actually effective in the life of each member of his Troop at all times, and not merely when his personal observation. The emphasis is here placed on trained Leadership rather than adult Leadership.
Obviously it is dangerous to permit a group of raw recruits to wander of into the countryside without adult guidance. From sheer ignorance they are almost certain to get into some sort of trouble. It is always desirable for the adult to be with such Scouts. However, after they have learned to take care of themselves, to respect the enviroment, to avoid unnecessary danger, to be courteous to Landowners, and in all ways to conduct themselves as Scouts, opportunities for them to go on their hikes, camps or hostelling weekends under the Laedership of a properly trained and responsible Patrol Leader should be very definitely provided as a necessary part of ensuring the full development of those qualities which rerflect credit to Scout training and Leadership. The Scout Leader must be sure that his Patrol Leaders are sufficiently experienced to handle Patrols on the event. All plans for Patrol hikes and weekends away should be dicussed in the Court of Honour, and in each instance be definitely approved by the Scout Leader.He must ever be conscious of the fact that his is the ultimate responsibility, and he must give such coaching as will make it safe for him to delegate a share of his duties to the Patrol Leader. Indeed, this in itself can ba made an incentive for the Scout to qualify as a Patrol Leader deserving the responsibility of conducting a Patrol hike etc. As to the technique of Patrol hikes, camps, equipment, food etc., the Patrol Leader should be directed to the helpful suggestions found in the "Patrol Leader's Pack" and the "Scouting Trail".
As to Programme : this should include the activities of camping and Scoutcraft, such as fire lighting. cooking, tracking,signalling, using knife and axe, exploring, mapping, nature study, games. In the development of interesting programmes for his Patrol hikes, the Leader has a chance to exercise his initiative and responsibility and to train himself under the supervision of his Scout Leader.
Frequently it will be desirable to have the Patrols start out on seperate hikes and to meet the Scout Leader at an agreed place later in the day. This method is particularly useful in Troops in which the all-day Saturday hikes are handicapped by the Scout Leader's having to work in the morning.
Under the direction of Patrol Leaders who are well qualified and can measure up to the standard herein outlined, and with the approval of the Scout Leader, should expect the Patrol Leader to have :
A very fruitful means for stimulating the regular performance of individual good turns in the Patrol and Troop good turn. Patrol Leaders should be encouraged to guide the thoughts of their Scouts along these lines. Many such good turns may be undertaken equally well by a single Patrol. Patrols have stengthened their loyalty to the unselfish ideals of Scouting by the assumption of a definite and continuous job of helpfulness, caring for a sick person, an old person, a blind person ; directing traffic at a school corner ; keeping areas in a given section properly cleaned ; helping to train a newly organised Troop. Many are the sorts of good turns that may be done by Patrols, either as a regular thing or as occasion arises.
Patrol specialisation may take one of two forms : either all the members of the Patrol agree to concentrate on one particular activity or project, such as cycling, computers, or the Patrol is organised as a team of experts, each Scout specialising in a different activity or phase of the Patrol's work. Each Patrol will decide for itself by common consent which method it will follow
At the Court of Honour each patrol Leader should hand in a monthly report on his Patrol, covering all points of interest - such as : what the Patrol has done, amount of subs collected, absentees,, points gained in competitions etc. these may be entered up and kept for future reference. It has a very stimulating effect to have the formal report handed in each month.
In more than a few Troops the mere routine of calling the roll and collecting the subs eats a sizeable hole in the limited time of the Troop meeting. These necessary evils may be minimised if they are handled on a Patrol basis. The simplest method is to train the Patrol Treasurers to hand in to the Troop Treasurer, either when the Troop is first called to order or at the end of the meeting, lists of the Scouts present, with the amount of subscriptions paid following the names. The Troop Treasurer can then enter the data in his records at his leisure. It is a good plan to have another member of the Scout Leader team serve as a Treasurer leaving the Scout Leader more time to oversee the Troop.
In some Troops - especially when a badge achievement chart is in operation - there are other records which may also be best handled through the Patrol Leader. For instance, the Leader may note after the name of each Scout the number of badges achieved during one week. One of the most serious hindrances to the use of a badge board, and invauable stimulus to Patrol and Troop efficiency, lies in the bother of keeping the record s. When the Patrol Leaders are trained to take over their share of this detail work, the Scout Leader's task is made easier.
The Patrol tent, flag and all other Patrol property should be in the keeping of the Patrol Leader, although when the Patrol has a definite headquaters it may be left there. He may, however, delegate "the keeping" to another Scout in the Patrol (quatermaster ). A good project for the Patrol to undertake is the making of a box in which the Patrol equipment may be kept under lock and key. This box can also serve as a table/larder when on camp and should be suitably painted in the Patrol colours.
In most Scout Troops serious problems of discipline seldom arise. First of all, it must be remembered that Scouts rarely become restless and disorderly when they have a varied and interesting programme of activities. Troop and Patrol meeting programmes that move with snap and vigour from flag brake to a brief but effective closing ceremony provide little opportunity fo the development of disorder.
Under the Patrol System the responsibility for the maintanance of order rests entirely upon the Patrol, and especially on its Patrol Leader. The Scout Leader will advise with the Patrol Leader in his problems, correct him privately when he makes mistakes, and, above all, back him up in his decisions, at least while in the presence of the Patrol. While the Patrol Leader is responsible member who makes most of the decisions, in problems of discipline, as in the making of plans, he must be careful not to outrage the "group opinion" of his Patrol. Indeed, some Patrol Leaders have been successful in getting their Patrols to draw up and formally adopt a Patrol code of conduct. When Patrol loyalty thus reinforces the Patrol Leader, the problem of discipline is minimised.
The most satisfactory way for the Leader to impress a young person with his error in failing to conduct himself as a Scout, is to recommend that the Scout Leader suspend him from all or part of the Troop activities for a longer or shorter period. The offending Scout must be made to understand that the loss of privilege is not a penalty arbitrarily imposed by his Patrol Leader, but rather the direct result of his own act in violation of rules previously drawn up and adopted by the Patrol. In cases where the Scout is repeatedly guilty of minor infractions of Scout rules, the Patrol Leader and Scout Leader can do a great deal through personal talks with the Scout. Neither the Patrol Leader nor the Scout Leader should be unduly lenient because of a desire to hold in Scouting a Scout greatly needing character training. The guiding principle must be the greatest good of the greatest number. Indeed, for the individual culprit nothing is more unfortunate than for him to acquire the idea that he can "get away with it".
The relation between the Patrols should be characterised by approximately equal divisions of co-operation competition. It is important for the unity and strength of the Troop that the Patrol co-operate readily and effectively. It is essential to the development of Patrol morale that there be between the patrols continued friendly competition.
The Scout programme of challenges, ranks and badges provides adequate reward for individual achievement. Of equal importance is the encouragement and recognition of Patrol accomplishment. This can be done only through the Troop organisation, the Scout Leader should provide opportunities for the Patrol to engage in group projects and to achieve things in which they can take pride. Group projects are of greater value than individual achievement in training for adulthood. Troop good turns and Patrol good turns are group projects of high value in character training.
A splendid assembly of suggestions for Patrol games and contests will be found in the Scout Leader magazine, "Scouting" (UK), the Scout Skills Packs Pack, and various handbooks. All kinds of Scout games and competitions should be conducted on the Patrol basis as far as possible. One Patrol may win supremacy in first aid competitions. Another may have the best team footballers. A third may specialise in signalling or in abseiling. In this way each patrol has an opportunity to have its own speciality, its own championship to be proud of.
Programmes should be so arranged that every Troop meeting and every hike provides opportunity for one patrol to measure itself against another.
A Troop, in order to keep healthy, must have competition ; but is a vast difference between healthy competition and unhealthy rivalry. It is sufficient only to mention this to put the Scout Leader on his guard. Healthy competition is the very salt of Troop life, and many activities can be put over in this way, while otherwise they might be impossible.
The simplest inter-patrol, competition is where everything counts - the Scout Leader acting as umpire. He may spring something on the Troop unexpectedly, and give out that the result of an inter-patrol game will count towards the contest while another time it may not. For instance, if he sees that the Troop is slack about falling-in when the call is give, he may suddenly assemble them and give four points to the first Patrol, three to the second, two to the third and one to the last. After he has done this once or twice, the Patrols will answer immediately to the assembling call of the Troop, because they don't know whether it will count towards Patrol efficiency or not. The uncertainty adds to the excitement. If is far better to have it lasting three to six months, as it gives a chance for a Patrol to pick up if it gets a little behind.
Another case where points for inter-Patrol competitions may well be given is in inter-Patrol camping competitions, where patrols will camp under their own arrangements - points being given for the selection of camp sites, the sort of camp cooking fires they make, the programmes they have worked out etc.
The only justification for the use of a point System is for the recognition of Patrol achievement.
Of course, in the process of making for the glory of his Patrol the Scout also advance himself ; consequently a patrol point contest is an indirect but effective stimulus to individual achievement So many Scout Leaders have found continuous competition between the Patrols on a point basis valuable that it might be considered an essential feature of the successful Troop. If your Troop has never had such a contest, try it at least for a few months.
The usual point competition is based on some such schedule as the following :
Attendance (on time) Troop or Patrol meeting............................10 points
Attendance Troop or Patrol hike (logged)...................................20 points
Wearing uniform.........................................................................10 points
Tracker Badge Passed................................................................10 points
Explorer Badge Passed................................................................30 points
Each Merit Badge........................................................................50 points
Each recruit (After four weeks attendance )..................................50 points
Special achievement or service......................................................10 to 100 points
Winning game or contest...............................................................50 points
Patrol good turn............................................................................100 points
Patrol Scout conduct and spirit ("Patrol of the Night")...................50 points
The above schedule may be modified in a thousand variations. A variety of additional points may be added, but the fundamentals are attendance, badgework, service and outdoor activities. These will always constitute the backbone of the point system. As a rule, the simpler system is better.
A different and perhaps easier method is the "points for everything" competition. If there are four Patrols in a Troop, they receive respectively four, three, two or one points, according to their rank in every subject of competition. Percentage of attendance at meetings and hikes, total number of tests passed in a week, Patrol good turns, success in games and contests,neatness on inspection, good order during meetings - for all such activities the Patrols are judged by the Scout Leader, and points are awarded according to their respective merits.
Experience has definitely shown that it is unwise to include any demerits or penalties in a point contest of this kind. It is agreed that a positive stimulus is much better than a negative threat or punishment.
As to good turns, care must be taken not to place Scouts in situations which tempt them to brag about or to exaggerate their individual good records. Under no circumstances should public reports be called for. Perhaps the best method is to have the Scouts submit privately to the Scout Leader, or place in a box on entering the meeting, written reports of good turns done during the week signing only the name of their Patrol.
If Patrol point competitions are continued too long, the Patrols which fall behind are apt to feel themselves hopelessly outdistanced and become discouraged. The interest in such competitions should be renewed by finishing one and starting a new one. When the new contest is begun, more or less of a rearrangement of the points and regulations may be desirable to give variety.
There should be some outward, visible trophy of achievement for the winners of their inter-Patrol competitions. Let it be something simple, like a leather skin stretched on a rustic wooden frame, with the names of the Patrol and details of the competition burnt in, or even an old hand-decorated walking stick presented by the Commissioner. Scouts prefer something like this to a gold cup, which merely costs money. There is a great danger in silver cups and shields, for they may encourage the mere winning of a prize rather than the gaining of an honour for their side.
The winning Patrol may be given the privilege of carrying the Troop colours. When pride in one's own group becomes an ingrowing egotism and ceases to recognise the rights of others, then competition defeats its own end. In all inter-Patrol contests the spirit of fair play must be constantly kept in the foreground. Winning must never become more important than the fun of playing the game. It should be a point of honour for the losers always to cheer the winners. The Scout Leader can skilfully avoid the development and conceit and jealousy by so organising his competitions that no one Patrol has a monopoly of the glory and each group has some worthwhile achievement of which to be proud.
1. Climbing the ladder
Four ladders are painted at the end of the room, one representing each Patrol, with a little cardboard Scout at the rung of the ladder corresponding to the points gained in the inter-Patrol contest. Each rung counts fifty points. This is a constant source of interest not only to the Scouts, but also to visitors, and encourages keen work.
2.The Canoe Race
A similar idea, and perhaps better, is to have on the top of the wall a frieze painted like a river, with a tree, a boulder, a shrub, painted on the opposite side of the bank at regular intervals. Each landmark represents fifty points in the race, and each Patrol is represented by a cardboard canoe filled with Scouts, corresponding to the number in the Patrol, who are paddling towards the winning post. This has a very realistic effect, and has an advantage over the ladder idea in that it shows that every Scout is helping towards his Patrol's interest, rather than an individual effort.
The success of the Patrol idea depends much upon the careful Leadership of the Scout Leader, for through all these efforts the Scout Leader stands as wise guide, counsellor,advisor and friend. It is well to realise from the start that the Patrol System, although a "short cut" to the development of Leadership, is by no means the "easiest way". It will mean just as much hard work as running your Troop on other lines, and infinitely more patience. Results will not be so spectacular, and they will take far longer to materialise ; but when they do so, they will be deeper and more lasting.
Disappointment and discouragement are bound to come ; but if you mean to prove yourself to be the person you are, just stick to it, for enthusiasm will return, enriched by experience. You will often ask yourself : is it worthwhile ? You, a Scout Leader, with your friendly, careful guidance day by day, are training Patrol leaders.
Besides making Leaders of young people, however, nothing helps more than the Patrol System in developing that indefinable something which we call the SCOUT-SPIRIT ; that spirit of "right thinking and right doing", that spirit of fair play which sees the other person's point of view ; that spirit of caring, Loyalty and brotherhood that can make this world a better place to live in it is worthwhile