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Aim: Alcoholics Anonymous's non-hierarchical and non-bureaucratic organisation structure and its ability to maintain its unity is unique. AA has a “formal” level of decision-making – the AA service structure. The main activity for most members, however, is the grass-root activity in individual AA groups. There are certain tensions between these two. This case study analyses a conflict around the movement's decision-making structure in Finland in the late 1990's. The disagreements led eventually to the founding of a new AA service structure which led in fact to 2 parallel service structures. The study also looks at the consequences the conflict had on the Finnish AA movement and its vitality. Data: The data is qualitative and consists primarily of taped interviews with 26 AA members. In addition, textual material written by AA members was analysed. Results: The analysis of the interviewees' accounts revealed that the conflict was rooted in the movement's concrete decision-making practices as well as collective identities entwined with the members' social position. The grass-root activity of AA groups remained active despite the disputes on the movement's organisational level and a majority of the members remained uninterested in the dispute. The conflict did, however, affect the movement's ability to hold on to old members and attract new ones. Furthermore, it caused hurtful feelings to many and questioned the members' feeling of belonging together. Conclusion: It is suggested that the fact that the conflict resulted in the founding of a new AA service structure – instead of for example further specialisation on the group level – reflects the Finnish society and its organisational traditions.

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