conducted by either the paid organizers, the volunteers from the union, or both. The important part of the recruitment aspect of the organizing model is, according to Heery, Simms, Simpson, Delbridge, and Salmon, ensuring "the principle of 'like-recruits-like' such that the recruiters have the same demographic and occupational identity as those being recruited." Though, there can be unions that employ the organizing model without necessarily emphasizing recruitment. As a component of these recruitment drives, Heery, Simms, Simpson, Delbridge, and Salmon also discuss "mapping" of workplaces as a key component of the organizing model, and they also make it clear that the goal of mapping is to "...identify all members of the workplace and rank them systematically in terms of their propensity to become active in the union." Proactive campaigning, involving a large commitment of resources and large numbers of members. Heery, Simms, Simpson, Delbridge, and Salmon assert that this campaigning has to be focused on specific "issues and grievances", rather than campaigning without any specific, tangible goals in mind. Creative campaigning tactics – including demonstrations, street theatre, media stunts, direct action, civil disobedience, music etc. A conception of leadership in which leaders are those willing to take the initiative and contribute effort, rather than one based on authority. It is often the goal for leadership (as the confidence to initiate organization with others) will spread as broadly as possible. Heery, Simms, Simpson, Delbridge, and Salmon also offer "community support" as a key to the success of the organizing model. As a way to maintain or even incite this support from the community, Heery, Simms, Simpson, Delbridge, and Salmon suggest "publicising concessions from the employer". Typically a relatively high level of membership dues relative for industrial—as opposed to craft—unions. Organizing versus servicing The development of the organizing model is as opposed to the servicing model, and there are various differences between the two models for union structure. Edmund Heery, Melanie Simms, Dave Simpson, Rick Delbridge, and John Salmon talk about how in the servicing model, "...the function of the union is to deliver collective and individual services to members who are dependent on the formal organization and its hierarchy of officers to provide what they require." Heery, Simms, Simpson, Delbridge, and Salmon state that the organizing model is different from the servicing model because it focuses instead on making union members feel "empowered", rather than alienated from the whole union process