Here are some additional comments on the origin, purpose, and style of InterLoc.  One of the dangers in setting out guidelines and rules is that nuances can get lost and (re)interpretation can change the intent of the drafters without open reconsideration. 
 

1.	The original InterLoc was established as an organ of a Local Secretaries' Association created by Gabe Werba.  This Association developed in reaction to the original AMC's attempt at micromanagement of local groups while doing poorly in their national responsibilities.
2.	In 1967, a reform group--in which I was a major player--was elected to AMC.  The deliberate policies of decentralization, proper distribution of functions, and realizing "round tableness" needed to be embodied in actions.  The nationalization of InterLoc was part of a more comprehensive plan which included:
	a. Putting the Bulletin on second-class (periodical) postage; b. Providing a newsletter calendar subsidy to local groups; c. Segregating internal political discussion from general interest material in the Bulletin; d. Providing a separate legal entity for eleemosynary activities (MERF).
3.	The main motivation for the nationalized InterLoc was not to issue directives from HQ but to get input from the field.  We wanted editors who were not too intimately connected to AMC and we found them in Andy DiCyan (Chicago), Terry Kuch (DC), Mary Jane Watson (later Stevens, d. '98, Los Angeles), and Norm Pos (San Diego).  We deliberately did not write guidelines because to do so would give appearance and, possibly, substance to AMC control; we wanted as independent a press as we could sustain and depended on the quality of the editors, not on rules, for the quality of the publication.  Of course, communications should be two-way, so we used InterLoc to explain national policies to interested members.  We established free subscriptions because we believed that political participation was a fundamental right of membership that should not be taxed.
4.	Charley Fallon's administration was characterized by formalization of management practices.  It was my private belief that he extended formalization into areas that were better left ad hoc , but he was responsible and his positon had to be respected.  When the draft was shown to me, I asked (through Margot Seitelman) whether it  represented or implied any change from the policies under which InterLoc had operated since 1967.  I was assured that they did not.  I relied on function 5  5) To be a vehicle for significant, thought-provoking ideas, suggestions, questions, or complaints from Mensa members relative to Mensa administration or operation, and directed national or local Mensa officers and/or newsletter editors. on the provision  These functions are not listed as an order of preference, and the performance of one function does not diminish the importance of others.... and on the sensitivity of editors to preserve the essence of the original Inter?Loc. Perhaps I should not have.

Certain successor editors (I think particularly of Ted Elzinga but there were others) came to regard InterLoc as their personal medium or as the mouthpiece of the AMC.  IMO, it should be neither. 

I write this because the issue of the character of InterLoc will not be resolved by reliance on guidelines.  More is required. 

Sander Rubin 
October 1, 1999