218 The Oneida Nation The nature of control, as intended here, reconceptualizes the tradi- tional notion of control from "supervision" to "learning" and the nature of authority from "power-over" to "power-to-do." Effective control involves the duplication of power. Duplication of power will be achieved if the decision process, rather than the individual decision maker, is the subject of control. This will happen when decision makers collectively develop a shared understanding and ownership of decision criteria in all dimensions. Learningresultsfrombeingsurprised:detectingamismatchbetween what was expected to happen and what actually did happen. If one under- stands why the mismatch occurred (diagnosis) and is able to avoid a mismatch in the future (prescription), one has learned. Learningwillincludeanearlywarningsystemthatwillcallfor orrective c action before the problem has occurred. Such a system will monitor, on an ongoing basis, the validity of the assumptions on which the decision was made, the implementation process, and intermediate results. 10.4 memBership systems The membership systems are about nation building. Membership pro- vides a platform for participation to dissolve conflict, create a shared image of a desired future, and empower leaders to act effectively and decisively on behalf of their constituents. 10.4.1 empowerment Empowerment is not about sharing of power. Sharing implies a zero-sum relationship and, therefore, abdication of power. Empowerment is dupli- cation of power. It requires a collective understanding of the reasons why we are doing what we are doing. Such a shared understanding not only empowers the members to act in harmony, but also empowers the leaders to act effectively and decisively on behalf of their people. The role of leadership is as critical here as the role of the people. The leader cannot afford to leave the people behind or fall behind them. The lead- ers are empowered to the degree of trust and support they generate among their people. The support or trust does not necessarily require conformity or uniformity. It means that members can agree to disagree, providing they understand the decision criteria and are willing to live with the consequences of collective decisions. Development of this political maturity, an ability to convert dichotomy to complementarity, will be the central aim of the mem- bership network. Polarization is, perhaps, the most obstructive feature of a traditional society on the verge of transformation. The march of events, voluntary or not, makes the conventional solutions ineffective, calling into question the efficacy of the traditional leader­follower relationships. Under these circumstances, the seemingly irresolvable dichotomies between tradition