Please do a discussion on the internal symptoms below and based on the source attached.

Symptoms:

Internal organizational symptoms for the community festival are as follows:

Current board of directors: The Board of Directors consists primarily of those who support the arts and the community, some of whom are political appointees, and none of whom have any experience in running a business. There are inconsistencies in the decisions made by the Board, depending on personal interests and sometimes as favors for friends.

Volunteer turnover and training: Staffing is always a challenge for the supervisor and the Board of Directors. Volunteers have little time to donate because of their full-time jobs outside of the community. There is turnover from year to year, and sometimes the organization has to "settle" for whoever shows up. Formal training for the supervisor and staff is not conducted due to a lack of funds, and the prevailing attitude is that employees can learn from each other.

Ticket sales methods: There is no mention of any issues with ticket sales methods.

Social media: There is no mention of any issues with social media.

Dwindling local artist involvement: Local funding used to support the festival is diminishing, and fewer and fewer local artists are participating. The Board of Directors is focused on bringing in nationally known talent and artists in various fields to attract more participants. The focus of the festival is gradually changing from community artists to a broader scope and more national talent.

The resource:

Some volunteers have speculated openly over the last few years on the reasons why volunteers leave. The general consensus among the volunteers is that personality conflicts or authority conflicts with other volunteers, and even other staff members, drove people away. On some occasions staff members were also aware of political appointees by the Board of Directors. These appointees were perceived by the general staff and volunteers to be "untouchable" and their behavior beyond reproach. Poor interpersonal experiences and ineffective conversations between volunteers and staff members suggest that staff members are frequently ineffective in their interactions with volunteers. Such incidents, when they occur, are shared widely and quickly among the volunteers through the organizational grapevine, a highly effective communication method for relaying personal dissatisfaction and personal events with the permanent staff and other volunteers. One example of a personal experience is a conversation where a permanent staff member told a volunteer "if you don't like the way I do things.then you can just leave. We can always get more volunteers". A witness to that conversation indicates that the permanent staff member has this same attitude with other volunteers and has repeated the same comment or similar comments to other individuals in the organization on various occasions. Permanent staff members have also developed a tendency to blame volunteers if something does not go as planned or if something unplanned occurs in a manner that causes problems. Volunteers have the perception that they are the scapegoats for the staff and, by default, for the Board of Directors. This has precipitated a perception that staff members hold themselves in higher esteem and at a different level than the volunteers. Volunteers have become very sensitive to this and discuss it frequently.