How do we function democratically as an umbrella organization for independent sports associations?
At Shindenkan WE have an open communication policy
How is the democratic function and structure of the Shindenkan?
The Shindenkan association consists of an association of independent local associations around a common purpose clause, statutes, guidelines and common curriculum handbook. The annual democratic general assembly decides on a joint overall 5-year strategic plan which is supported by 5KPI as a management tool. The current strategic plan is from 2022-2026.
In Shindenkan, first the local general meetings and then the national ones are held annually. The purpose of this democratic structure is that everyone should have the greatest opportunity to be heard.
Since 2009, when Shindenkan reached 665 members, the annual national general meetings consist of delegates who are democratically elected representatives from each member association's local annual general meeting. There is therefore a partial agenda overlap between the local and national general assemblies, thus optimizing the democratic processes. This is how it is in most major culture and leisure organizations in Denmark.
All member associations of Shindenkan are democratic and independent. As municipally approved local associations, all have their own annual general meetings, democratically elected boards, committees, CVR numbers and association banks.
It is not a requirement that Shindenkan's independent member associations are members of DGI or DIF. But most are. Since 2004, this has been a local decision-making matter for all member associations of the Shindenkan Federation.
It is a requirement that all member associations that democratically apply for admission to the Shindenkan are connected and democratically admitted, all are equal and full members. This means that everyone respects and accepts the rules of democracy based on a Scandinavian international cultural tradition. This implies that the highest authority in an association or sports organization is based on the annual general meeting with democratic majority decisions, which are honoured.
Shindenkan follows the municipal, bank and DGI-DIF association rules and guidelines.
We follow both the municipal, bank, DGI/DIF rules and guidelines in the area of associations, as each control body has put emphasis on different parameters in the last decade. This applies to both finance, accounting, debt items and the managerial schisms and decisions, such as; Where are we now? Where are we going? And how?
The common thread follows the national general assemblies' (GF's) jointly adopted 5-year strategic plan, which is based on all the local member associations' independent general assemblies. Based on the democratic discussions, the next 5-year strategic plan is formed and adapted. This controlled process has ensured Shindenkan's success and is a role model for many other similar sports organizations nationally and internationally.
Board of the Shindenkan Federation 2024-2025/28.
Association chairmen, chronologically since 1988
The Shindenkan association consists of an association of independent local associations - which support a common purpose clause 😊.
Our "Bottom-up" democratic model, where all the local member associations are encouraged to hold their general meetings before the national ones, helps to strengthen and ensure that all members and member associations have the opportunity to be informed, involved and heard in the democratic process in Shindenkan . It also facilitates the association work for the democratically elected national and local boards during the election period, which in Shindenkan is voluntary and unpaid.
It is a fact that most people like to belong to a larger and ancient martial arts organization like the Shindenkan, but their affiliation and self-interest is and remains; locally. This is the case in almost all grassroots sports. It is usually different for the elite. We have recognized this fact and therefore an annual GF information is also held during the national summer meeting, where members as well as grandparents, parents, spouses, siblings and friends participate. This often means between 250-500 listeners.
Nationally and locally, regular information meetings are held through the democratic consultation councils (the Representative Council). This typically happens every quarter or as needed. The democratically elected national and local boards usually hold up to 6 annual meetings or as needed. The inter-organisational main board (SOPORG), which unites the federation board with the Honbu Dojo board (the competence centre), regularly holds formal and informal meetings as needed, often on a weekly basis, in a modern way.
The Shindenkan celebrates democracy and the general assembly adopts one 5-year strategic plan, which is supported by 5KPI as a management tool.
Shindenkan has an open communication policy that adapts to changing social trends.
The general assembly in the year 2000 increased the number of members to 45, and adopted a new strategic plan, which for the first time significantly included grassroots sports. In 2015, we reached the zenith with almost 1,400 members, which created major challenges in relation to the purpose clause, statutes and for some of the voluntary and unpaid workforce in democratically elected positions of trust. The democratic general assemblies therefore confirmed in 2016 that the purpose clause, statutes and the curriculum handbook are equally applicable to all member associations and members, and implemented standardized support structures applicable to all. This decision was effective and clarifying. After the Corona period, the 2022 general meeting increased the total number of dues-paying members to 765.
Shindenkan has always had an open communication policy and therefore almost everything is transparent through the democratic decision-making processes. But the changed social currents, originating for better or worse in the technological possibilities of the last decades, and people's mental health after three years of the Corona crisis, for better or worse, have significantly changed and pushed the limits of societal norms within normal behaviour, value sets, trust, loyalty and confidentiality . It is a socially recognized fact.
It is therefore absolutely necessary, in the spirit of the times, to take balanced strategic and tactical considerations in this conscious and fast "IN-OUT - Facebook - Instagram - Selfie - Fake News - D-factor - WOKE - Disinformation - Cancel" world at all levels of society. So that the consideration is stability-building and competitively optimal for Shindenkan according to the 5-year plan adopted by the general meeting.
All local member associations in the democratic Shindenkan federation have since 1988 followed the Scandinavian sports tradition with naming sports associations. City name + sport. In Shindenkan, for the sake of historical tradition, we have democratically decided; Jokokan + city name. We have chosen to keep it simple, as all member associations train in the same Japanese multi-track martial arts system; Yakami Shinsei-ryu Taijutsu & Karate-do.
We were established in Denmark in 1967. But in Japan we have over 1,000 years of samurai martial art history.
You can become part of this story.
Remember General Assembly, June 2025
cf. published agenda, guidelines and registration May, 2025
Shindenkan has always had an open communication policy and we meet everyone where they are and take them on a journey in the world of multi-track martial arts.
