The organizing model, as the term refers to trade unions (and sometimes other social-movement organizations), is a broad conception of how those organizations should recruit, operate, and advance the interests of their members, though the specific functions of the model are more detailed and are discussed at length below. It typically involves many full-time organizers, who work by building up confidence and strong networks and leaders within the workforce, and by confrontational campaigns involving large numbers of union members. The organizing model is strongly linked to social movement unionism and community unionism. The organizing model contributes to the discussion of how trade unions can reverse the trend of declining membership, which they are experiencing in most industrial nations, and how they can recapture some of the political power, which the labor movement has lost over the past century. The organizing model is frequently compared and contrasted with other methods of union organization, such as the servicing model. There is disagreement as to the logistics of applying the organizing model and whether it should focus on organizing existing members, recruiting new members, or both. The prominence of the model and the debate over its worth are seen primarily in the United States, Australia, and the United Kingdom. Definition The principal aim of the organizing model is that of giving power directly to union members. The organizing model in its ideal type has these features: Strong emphasis on the importance of personal contact in organizing. Union officials are, according to Heery, Simms, Simpson, Delbridge, and Salmon, "paid", as opposed to being volunteers from the union itself. These are the same people who, had they been employing the service model in their union, would have been offering services to the members, but instead they focus their efforts on organizing the union members to act on their own behalf, rather than simply offering them services. To facilitate this type of organization, organizers will often put in long hours talking to workers about their situation, and what they believe the union can help them achieve. Visits to workers' homes will often be a component of this. Acceptance of the view that workers need to take some appreciable responsibility for winning union struggles and making the union strong. The identification and recruitment of volunteer leaders from among the workforce, to spread information about the union and encourage others to join and take action. Proactive recruitment drives