The Collective Creation of Participatory Democracy: Grassroots Movement Building with Collaborative Publishing and Social Media Tactics

 

 

 

 

 

 

 

 

 

 

The Collective Creation of Participatory Democracy

Grassroots Movement Building with Collaborative Publishing and Social Media Tactics

Aaron Friedman

 

 

 

 

 

 

 

 

 

 

 

 

The Collective Creation of Participatory Democracy

Grassroots Movement Building with Collaborative Publishing and Social Media Tactics

There is a massive change occurring in the way that humanity is communicating and exchanging information. Two patterns are emerging, with momentum in opposite directions, and the nature of the educational process is very different in these media systems. One approach to media and communication is hierarchal, and dictates messages across large platforms and audiences, with little encouragement of participation. This system is narrated by a top down editorial system that crafts and delivers messages without the input of the audience. The next evolution is web based, decentralized and participatory. The social media of the internet represents an evolution in the approach to education, civic engagement, and encourages participatory events and campaigns that encourage a diversity of voices and viewpoints. This new media, based on Web 2.0 framework, is collaborative and trending topics and themes spread rapidly on the wave of popularity collectively created by the buzz of the people. A new system of democracy is being born before our eyes and it is extremely powerful. The new popular media system effectively represents a shift from a centralized and controlled hierarchical system to a more participatory framework of inclusivity and co-creation. The new media systems represent the organizational frameworks of participatory democracy that create action and work while utilizing collaborative publishing networks, social media integration, and broadcasting tools to catalyze inclusive and focused campaigns and events to mobilize popular buzz and stories.

 

Participatory Grassroots Bioregional Democracy Organization and Mobilization

In order to shift away from a top down and hierarchical system towards a more inclusive and participatory framework, we need to alter our relationship to power. There is a fundamental choice whether to control and compete or to share and collaborate. To put is simply, the core difference is in whether a person or organization is willing to listen or not. When there is receptivity and openness to the viewpoints of others, and the communication style is welcoming and flexible, the narrative is a dialogue. When the tone is hierarchical, fascist, or dominating the voice reflects a callousness and control that insists on being right and does not accommodate the viewpoints of others. This narrative is less of a conversation and dialogue and more of a diatribe and lecture or order from the controller.

Participatory democracy can be modeled in the spokes council and affinity group framework. The system of direct democracy encourages collaborative education pedagogy, an Each 1 Teach 1 ethic, and one person one vote process of transparent inclusivity. Furthermore, the goal of such process is to empower its participants in a community discourse that encourages people to take responsibility, personally relating and offering their gifts to the whole. When the invitation is available for individuals to give input and gifts to the collective, the social capital is grown as if everyone was bringing berries to a pie. The pie gets bigger with the more people blessing its making with bounty.

This method is best described by the new organizational framework of Holacracy. Each spoke of the wheel is a working group, task force, or committee charged with a set of responsibilities. According to the Holacracy website, “Holacracy is a comprehensive practice for structuring, governing, and running an organization. It replaces today’s top-down predict-and-control paradigm with a new way of distributing power and achieving control. It is a new “operating system” which instills rapid evolution in the core processes of an organization.”

     The team circles or working groups are semi-autonomous to direct the decisions of the work that they are focused on and have taken responsibility for. They report back to the collective on their progress and future decisions, but their direction and action are implemented by the small team.

Ultimately, the way that people organize and make decisions in groups will be reflected in the media campaigns and publicity that they generate. If the responsibility and power is distributed within the organization, there will be more voices and viewpoints welcomed into the operations and directions of the group. This collaborative and inclusive approach is an ethical decision to organize that way, and reflects a reciprocity and receptivity to a multitude of ideas and influence. Like the internet, it is participatory and cooperative. The Tribal Convergence Network has a great organizational model that illustrates this type of council system.

 

From Tribal Convergence

Grassroots Publishing Tactics And Framework

Creative Commons and Open Source Framework

The new participatory democracy is best exemplified by the web 2.0 frameworks of the creative commons and open source platforms. According to the Creative Commons website,

“Our vision is nothing less than realizing the full potential of the Internet — universal access to research and education, full participation in culture — to drive a new era of development, growth, and productivity.
The idea of universal access to research, education, and culture is made possible by the Internet, but our legal and social systems don’t always allow that idea to be realized. Copyright was created long before the emergence of the Internet, and can make it hard to legally perform actions we take for granted on the network: copy, paste, edit source, and post to the Web. The default setting of copyright law requires all of these actions to have explicit permission, granted in advance, whether you’re an artist, teacher, scientist, librarian, policymaker, or just a regular user. To achieve the vision of universal access, someone needed to provide a free, public, and standardized infrastructure that creates a balance between the reality of the Internet and the reality of copyright laws. That someone is Creative Commons.”

Stephen Voyce (2011) writes about open source code, “Software programmers first introduced the term open source to describe a model of peer production in which users are free to access, modify, and collaborate on software code.” This open source framework allows for collaboration, and distributive sharing of content and ideas.

Voyce continues, “it is no coincidence that the approximate beginning of artistic modernism is roughly commensurate with a gradual, yet unprecedented, expansion of copyright reform in the United States and abroad.” (408)

The sharing and co-creative process that has followed the form of the internet brings up the issue of intellectual property, and the questions if ideas or concepts can ever truly be owned by individuals. Voyce notes, “Advocates of the free software and open source movements have proposed creative alternatives to the proprietary models controlling their industry. […] Over the past several years, experimental writers have formed comparable organizations, applying open source principles to anthological, distributive, and compositional practices.” (418)

     The Blogosphere

These frameworks and models further represent a shift towards participatory democracy and inclusive citizen storytelling. In the last fifteen years creativity and sharing has exploded dramatically with the advent of websites and blogs. Over the past decade the blogosphere has grown from seven thousand blogs in the early 1990’s to more than seventy million blogs in 2012. Platforms and networks like blogger, wordpress, and tumblr each have millions of participants all creating online communities around the content that they share. The authors create resonance with their audiences, and as a result, get syndicated to their reader’s networks when they share it with their friends. In the blogosphere there are rules and codes of conduct. One of the most basic is that common practice allows the rehosting of original content provided it is published in its entirety and includes the biography box at the end that includes a link back to the original author’s blog. This simple rule allows people to set thousands of “backlinks” because when they get syndicated to other people’s blogs, every time they are shared, a backlink is created that has the potential to bring more readers back to their site. Voyce describes this process as “appropriative writing” and states, “The Internet—unsurprisingly—has had much to do with the prevalence of appropriative writing over the past decade. The ease with which network technologies can be used to circulate information via file sharing has expanded the possibilities of an open source aesthetics.” (420)

Viral Tactics and Social Reach

Popularity and trends are set by the networks that create the buzz. This distributive method of storytelling relies on the personal networks of the authors to share an idea. Therefore, the most viral media becomes popular because it resonates with its audience. Comedy, causes, positive and inclusive invitations to participate, and coordinated events in multiple places are often the most shared stories in the web.

Public media is a new type of media that is participatory and crowd sourced. It is described by Zach Vanderveen (2010), “Similarly, new media enthusiasts do not deny that Web 2.0 could have a pivotal role in a more democratic future; universal access to publication, they argue, is exactly what makes new media technologies public. Proponents of traditional, public, and new media define the ends that “public media” should satisfy in drastically different ways: informing the public, convening the public, or providing the public with access to the means of content creation.” (172)

The effect of 100 people telling a story to their networks of 1000 is larger and more effective than one writer at a dominant newspaper or magazine writing to a readership of 100,000. The result of a public media system is that ideas and stories will continued to be shared long after they are written. People will add their comments and perspective to the story, thereby aggregating the context and narrative into something larger than an individual voice. This has the snowball effect, or 100th monkey effect, whereby it is possible to reach a threshold and go viral. Using tactics and established technique, if you can build a buzz to half a million viewers within two weeks, an idea can spread extremely rapidly ultimately reaching one in a hundred million, then one in ten million, and then one in a million.

The New Semantics

The blogosphere, internet, and social media have created a new type of semantics that further encourage participation and collaboration in specific niches and areas of focus. Keywords, the language you type into search engines, can be used to find and follow specific sources related to certain language. Using this tool, people can pinpoint their communities and the most popular and prolific contributors to the culture that they are interested in. You can accurately measure the popularity of search terms, using resources like the Google Keyword Tool. With the knowledge and ability to target certain words, writers can accurately reach their audience.

Search engine optimization strategy is then implemented on people’s blogs and websites that create tags that effectively label pages and posts with the keywords. This indexing of the public domain of information has resulted in niche communities who circulate around specific language. Bloggers can aggregate the information back to their main site to show the headlines of other writers in the network of that focus.

Publishing Systems Represent The Culture And Community

The cumulative effect of compiling multimedia into a website is that a freely accessible source of information and activity is made available to the public. When someone creates a website and then continuously writes new content in a blog, aggregates information from other sites, and curates resources related to a niche, they are creating an online publishing system. These publishers develop a reputation, voices, and audience related to the content they are creating. Then, by way of their articles, photos, videos, audio, and other creative content, they expand their networks when they link to other bloggers or get backlinks from other publishers. So, a network focused on a cause, trend, culture, event, or market can be effectively established by way of the resonance and effectiveness of the information being offered by the publisher. The blog and social media encourages participation and collaborative storytelling and will create vibrant decentralized communities of co creators. Radian 6, an agency that specializes in social media analytics writes about the difference between traditional media and social media, “Traditional media outlets, such as television, radio and print, are mostly one-way forms of communication. The advertiser shares the message and the audience receives the message. There’s no quick and easy way for the audience to respond to this medium. Social media has changed this. Campaigns are now a two-way street. If a business shares a message, the consumer can easily and instantly respond.” (4)

 

Linking The Blog To Social Media Networks

Web 2.0 Participatory Democracy

As communities are established around trends, movements, organizations, and content networks, more people participate in the conversation. Truth and messages are now offered and then discussed, making the media social. This is a watershed moment, whereby the evolution of human communication is enhanced by leaps and bound. Vanderveen (2010) writes, “There is a new kind of relationship between journalist and public that has often been filled by some kind of organized forum. The public here is understood as a community coming to judgment on matters of concern in which journalists can play a key part, and so this media ideal often relies, implicitly or explicitly, on a participatory model of democracy. (e.g., Barber 1984). (175)

The Community Roundtable, describes a process of community development from hierarchy towards distributed networks. They argue that as communities mature, responsibility and message are distributed to the members of the community, thereby moving from a restrictive culture to a more inclusive one. Their model is a concise and clear look at the difference between top down controlling hierarchies and networks that embody participatory democracy.


 

Broadcasting and Weaving Back Links

Once a media campaign is written and hosted on a publishing system it needs to be broadcasted towards the social media networks that abound on the internet. There are roughly four hundred existing networks and each has a large community of users and contributors on them. There are management tools like Sendible, Hootsuite, Social Oomph, Hub Spot, Crowd Factory, ping.fm, Friend Feed, and others that will automatically publish content from a central platform to a user’s profiles on many of those social networks. The effect can be rapid and amazing, as one article can be leveraged to set thousands of backlinks in a day. There are many ways to build backlinks and the website webconfs.com writes, “Among the acceptable ways of link building are getting listed in directories, posting in forums, blogs and article directories.”

Social Bookmarking and Collaborative Research

One way that ideas are shared among small scale publishers and media users, is by social bookmarking. This is a collaborative process by which content is bookmarked and then shared to networks that are specifically aggregating information about a niche, keyword, community, or trend. One of the most popular social bookmarking sites Delicious describes its service, “Delicious is the place to collect and showcase your passions from across the web. Save what you like – videos, pictures, tweets, blog posts, or articles – on topics you enjoy and compile them into one themed stack for easy sharing.” Authors and media producers can now collectively aggregate and curate information related to their culture. This collaborative research process is powerful as several people can pull together a wider diversity of resources to highlight trends in their culture and movement.

Social Media

The new media is social; it is participatory and inclusive and encourages the viewpoints of many people. The old media is controlled, with messages crafted by powerful editors and owners, with no participatory process for the people experiencing the media. According to Richard Kielbowitz and Clifford Scherer, Organizational models see the institutional logics guiding mass media operations as influential in the selection and portrayal of news. Also called the “gatekeeper” or “news making approach,” these models account for the ways media actors construct images and compile messages (qtd. in Smith et al.). (1402) This controlling structure exists because there are a handful of people crafting a message that millions will see. Inevitably, media bias will occur, and the effect is more dominant because only one voice was considered when a million people heard it. Smith et al. contributes, “Structural and ideological models of media reporting on social movement activity lead us to expect that most coverage of protest events would favor authorities’ “spin” on those events, and that editors and reporters would rely on sources outside the movements for information about the protest and/or the issues motivating it.” (1406)

By contrast, social media includes the voices across worldwide networks. From decentralized nodes of influence, these people contribute their content to an online community buzz, and the cumulative effect of their participation is trending popularity of collective efforts. Vanderveen writes: “The growth of new media technologies and new forms of citizen or grassroots journalism in the last decade promises a way of avoiding the disagreement between these two accounts of the role of professional journalists in a democracy—their professional norms, practices, or understanding of the public good—by cutting them out of the equation. If people are given the means to express their own experiences—that is, if the public is itself a media producer—only then can everyone be ensured a voice.” (175) Radian 6, an internet marketing company specializing in analytics and listening tools for social media, describe rules of social media etiquette, “Promote others more than you promote yourself. Listen carefully, respond quickly, and share helpful information. Thank everyone who shared your content. Be helpful to your community. Share your content and others’ content. Listen and interact with your community first before delving into industry discussions.” (p. 3) When blogging they recommend. “Read and comment on lots of blogs, both inside and outside of your interest area. Write to share something valuable with others in your community.” (p. 4)

    The new media encourages listening, positive sharing and a complementary ethic for the creation of online community and personal voice. As a person, publisher, business, or group participates in the online discussion, they establish credibility and a following because they are representing and creating a culture that is popular and resonant with many people.

 

 

 

So What’s The Message? Synchronized, Decentralized, International

Events and Campaigns Create Movements!

 

The best media campaigns are open and focused. There is a specific theme and focus that people can relate with. An invitation to participate in a social conversation is inherent and access is freely accessible to all contributors. The conversation can happen across the social media networks in a myriad of forms with a variety of contributors. Usually there are a handful of influential media partners helping to aggregate and propagate the community’s content on a publishing system before resharing it to the social media.

The best buzz is collaboratively curated and based on the theory of social epidemic. Guillermo Armelini writes about the purist model of viral marketing:

“A purist model of viral marketing would assume that a social epidemic begins with a few individuals (seeds), who share a message with, are imitated by, or influence others through word of mouth. With this relatively small number of initiators, an epidemic takes off only if the initial seeds are able to influence a vastly higher number of other consumers and if this rate of influence remains constant or increases over time… A successful viral marketing strategy requires a reproduction rate greater than 1, such that the original seed influences a larger group, which in turn influences a still larger group, and so on. Suppose 1,000 individuals are seeds for a viral campaign, and they influence a new pool of 1,500 customers, who in turn affect 2,250 others. The reproduction rate in this case is 1.5, and the contagious process will continue to grow exponentially.

Best Practices, Most Viral Popular Campaigns And Events

Viral campaigns are very effective communication processes that engage and motivate people to actively participate in the media that they are experiencing. According to Armelini, there are six principles of viral campaigns.

Simple: Prioritize one core idea and exclude other diversions that might confuse the audience.

Unexpected: The best way to get people’s attention is to break a pattern. For ideas to endure, they should generate interest and curiosity by surprising the target audience. Tell or give them something they do not expect.

Concrete: Use analogies based on familiar human behavior and sensory information to connect the message to the target.

Credible: To build their confidence, enable people to test the ideas for themselves.

Emotional: Make people care. Feelings inspire people to act.

Stories: Telling a story helps the audience mentally rehearse their own real experiences, whether from the past or anticipated in the future.

    

350.org had a global synchronized event on 10/10/10 that was one of the largest and most coordinated events in human history. It was a global work party, and the call to action was to organize local events in relationship to climate change. There were more than 6000 events in 130+ countries on the same day. Millions of people participated and told the story together.

    Movements like Transition Towns,
Slow Food, Occupy, The Arab Spring, and others all rely on the distributive and participatory media framework of web 2.0 to create the popular trends that are responsible for challenging centralized hierarchies. The media and participatory discussion embodied by these movements are rooted in a more receptive and open framework for discussion. Many voices are welcomed, and it is the collective will that expresses itself when media campaigns are crafted by a multitude of contributors.

    What these movements hold in common is that their main websites are a fusion offering a template and platform for local grassroots organizing, as well as, access to a participatory publishing system in which people can contribute their content and perspective.

 

Calling All Collaborators

At this point, our best chance for transitioning away from a top down hierarchical system of control and domination exists in the form of the Web 2.0. We the people, networked and engaged in participatory networks of direct democracy have the power to shift and create a new narrative of sharing, peace, and inclusive collaboration. There is a fundamental difference between a pyramid and a web. Pyramids represent top down hierarchy, with the Axum or eye, representing an exclusive, centralized and controlling method of power and education.

Webs have nodal focal points that interrelate and connect with reciprocity and sharing. There is an interconnectivity that encourages a diffusion of responsibility and influence to more people. This participatory framework is absolutely more flexible to the desires and ideas of average people, and the resonance of an idea or theme can be reflected in the traffic of the publishers highlighting that content. The community benefits from the buzz that they create and can share that pool of traffic if they create content that speaks to people’s emotions and needs. The new media and organizational model of the spokescouncil and web 2.0 is exponentially more inclusive and engaging than any of the information and education systems preceding it. This is mostly because the engagement and creativity is sourced from a larger group of people than the traditional media systems of top down hierarchies.

How media is produced is the core distinction between traditional media and the new media. According to Tiziana Terranova in his article “Free Labor” (2000): “There is a continuity, and a break, between older media and new media in terms of their relationship to cultural and affective labor. The continuity seems to lie in their common reliance on their public/users as productive subjects. The difference lies both in the mode of production and in the ways in which power/ knowledge works in the two types. In spite of different national histories (some of which stress public service more than others), the television industry, for example, is relatively conservative: writers, producers, performers, managers, and technicians have definite roles within an industry still run by a few established players” (Terranova, 46) The new media is in the realm of the public and Jay Rosen (1992), one of the public media movement’s most vocal intellectual representative suggests that public journalists “are not merely chroniclers of the political scene, but players in the game who can (and should) try to shape the outcome” (as cited in Vanderveen, 2010, p. 171)

The Effect and Desired Outcome

To leverage the tool of the internet so that society can help engage in a more meaningful and varied discussion will be of paramount importance to the survival of humanity. Terranova (2000) wrote, “Any judgment on the political potential of the Internet, then, is tied not only to its much vaunted capacity to allow decentralized access to information but also to the question of who uses the Internet and how. If the decentralized structure of the Net is to count for anything at all, the argument goes, then we need to know about its constituent population.” (Terranova 40) The organizational process by which we relate in community to address our problems, needs, and goals is either collaborative or competitive. How we educate, tell the story, and create the informative narrative will be determined by how much responsibility we take for civic involvement.

The hope is that many people will embrace their creativity to demand a more participatory and inclusive democratic process. We either help each other by sharing and working together, listening and encourage everyone to find their power, or we end up in isolation and selfishness, alone and afraid. One path leads to democracy and collaborative media and community building. The other leads to debt slavery, institutional fascism, and a controlling society that is unsympathetic to the creative inclinations of its populace. Vanderveen (2010) writes “Similarly, new media enthusiasts do not deny that Web 2.0 could have a pivotal role in a more democratic future; universal access to publication, they argue, is exactly what makes new media technologies public… Certain media uses may be able to help form relationships of trust and information exchanges that provide opportunities for new forms of collective action (181)

The new media systems represent the organizational frameworks of participatory democracy that create action and work while utilizing collaborative publishing networks, social media integration, and broadcasting tools to catalyze inclusive and focused campaigns and events to mobilize popular buzz and stories. When we shift our relationship to power, and are able to embrace a collaborative framework, our organizations and the media they create are powerfully effective at creating buzz and popular discourse. Publishing systems and the way that we create our events and campaigns create the movements that empower change and transformation.

 

 

 

 

 

References

Armelini ,G & Villanueva, J (2012) Viral Marketing? Advertise It! Advice For Web 2.0 Communication Strategies” Retrieved from: http://www.europeanbusinessreview.com/?p=6213 The European Business Review

Ceraso, A & Pruchnic, J (2011) Introduction: Open Source Culture and Aesthetics” Criticism Summer 2011, Vol. 53, No. 3, pp. 337–375. ISSN 0011-1589. 337 by Wayne State University Press, Detroit, Michigan 48201-1309

 

Robertson, Brian, “From Aim To Action” http://holacracy.org/resources/handout-from-aim-to-action HolocracyOne

Radian 6, (2011, December) Four Steps to Integrating Social Media into Successful Campaigns

 

Smith, J, Mccarthy, J, McPhail, C, & Augustyn, B, (2001) From Protest to Agenda Building: Description Bias in Media Coverage of Protest Events in Washington, D.C. Social Forces
The University of North Carolina Press 79(4):1397-1423

Terranova, T, Free Labor: Producing Culture for the Digital Economy. Social Text,
Duke University Press: 63 (Volume 18, Number 2), Summer 2000, pp. 33-58 (Article)

Vanderveen, Z. (2010).
What Makes Media Public? Dealing with the “Current Economic Crisis. Journal of Speculative Philosophy. Vol. 24: 171-191 University Park, PA

 

Voyce, S (2011) “Toward an Open Source Poetics: Appropriation, Collaboration, and the Commons” Criticism Summer 2011, Vol. 53, No. 3, pp. 407–438. ISSN 0011-1589. by Wayne State University Press, Detroit, Michigan 48201-1309

 

Tribal Convergence (2012) http://tribalconvergence.com/wp-content/uploads/2012/02/Convergence32.jpg

The Community Roundtable, (2012) The Community Maturity Model http://community-roundtable.com/2009/06/the-community-maturity-model/

Webconfs, (2005) How To Build Backlinks retrieved from: www.webconfs.com/how-to-build-backlinks-article-16.php 2005.

Delicious.com, About Section, https://delicious.com/about

Creative Commons (2012), About Page, http://creativecommons.org/about


 

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Collaborative Group Dynamics: Fostering Consensus and Horizontalism

 

 

 

 

 

Collaborative Group Dynamics

Fostering Consensus and Horizontalism

 

By Aaron Lincoln Friedman

May 2004

Community Service and Leadership Capstone

Every one of us has an ability to welcome change. It is a capacity that is nurtured by experience and tested by time. Picture yourself walking. Within you there is a center, it is who you are and where you come from. Some days you feel more centered than other days, less stressed, you have more time, and you don’t have to rush to get anywhere. As you walk throughout the day you come in contact with other people, exchanging thoughts and emotions as you go. Within them there is a center too. As our capacity to welcome change grows, we experience this state of stillness with each increasingly challenging project.

    Each of us has a path. We are more or less centered as we explore and embark on its journey. When we communicate with others we temporarily walk parallel to their path. I like to picture the interaction of two people as a double helix, similar to the DNA strands of our genetic composition. These intersections serve to create a giant web that composes the nature of reality. All of our exchanges serve to inform one another about what is happening in our world.

    Mark Homan author of Promoting Community Change defines community as “a number of people who have something in common with one another that connects them in some way… this common connection could be a place where members live, an activity, or an interest.” (8 Homan) Our common connection is what lays the framework for change. All of our intersections and relationships create the skeleton of the world around us. We have a relationship with ourselves, with our friends, with our family, with strangers, and with a power larger than ourselves. So as each of us exists on our own orbit, so too, is there a greater orbit. It is the collective path of our community.

    Our ability to welcome change is directly dependent the community’s capacity to learn from mistakes and adapt to change. It works both ways. Without healthy individuals questioning reality through the lens of their own perception there cannot be healthy learning communities with the flexibility to adjust to a constantly changing world.

    When individuals gather to collaborate on a common goal, cause, or issue through collective visioning, non-hierarchical group structures, and consensus based decision making, they can represent their community and mutually effect change.

 

Gathering Together: The mobilization of a dedicated nucleus

 

The webs we weave grow with each passing conversation. Every day we meet new people, are exposed to new ideas, and learn something about ourselves from an encounter with someone else. In Lak’ech is a Mayan phrase that means “I am another yourself.” It reminds us of the fact at the very least share in common the fact that we are all human. If you take the time to listen and appreciate where someone is coming from, you will realize that we share a lot more in common than that. The solutions to our problems exist in each other. We do not need to rely on outside influences to direct us and tell us how to solve our problems. Working in groups we must listen to and share opinions about what a better world looks like. The mobilization of a nucleus depends of getting people involved, promoting inclusivity and laying a foundation, encouraging group cohesion and openness, and establishing an atmosphere of mutual empowerment.

 

Getting People Involved

    Who can we work with? Who aren’t we talking to that might share our concerns? These are some of the questions initiators might ask themselves when attempting to create a group. Contacting people is the first step in the movement to realize a vision. Actually, in its infancy there is only a vague incomplete vision, that of the initiator.

    Initiators are people whom have a vision of ways to solve a problem in the community. They provide the initial spark that may or may not catch on fire. Otherwise known as visionaries, these people provide the energy to mobilize individuals in the community into a coalition or working group. Initiators let people know that they want their involvement and they tell them about the organization or issue. The best initiators contact many people several times with more than one method of communication (i.e. newsletter, email, phone, directly). They listen to concerns of potential allies and try to extend the invitation to people with as many different worldviews as possible. (191 Homan)

    These few people help get the project off the ground by giving people a reason to join and asking for participation. They make it easy to respond to calls to action. “Both what you represent and the way you represent it are important. You have to establish credibility with people before they will join your effort.” (191 Homan) Initiators who listen to the opinions of the people they are trying to involve do so by recognizing common concerns and shared experiences.

    “Ask people specifically what you need or for what you would like people to do” (191 Homan) Practice communicating with clarity from the very beginning of every relationship and take your time understanding what someone else is saying and formulating what you are trying to say.

    After you have contacted potential allies, supporters, and other members of the greater community, have a kick off meeting. Take two to three weeks to organize it as it the first big event of your group. The purpose is to get people involved and motivated to do action. There should be a chance in the beginning of the meeting for everyone to introduce himself or herself. Send around a contact list for email information, cell phone, etc. You will use this list to cultivate group cohesion and communication. During this meeting establish a time and place to meet. Bring food, as it is a great icebreaker and source of common ground. Start and end on time so that people can feel like it is a good use of their time. The people who mobilized this gathering should make clear the importance of collaboration and that they do not wish to hold positions of power. Rather the group will work together with clear communication to understand each other’s concerns and mutually establish an action plan. (15 The SEAC Organizing Guide)

 

Develop a Nucleus

    “Healthy communities are inclusive communities. Healthy communities purposely seek methods for including members in community benefits and community decision making.” (30 Homan) In order to address the problems facing the community a group must equally draw participants and members from that community. Groups must be inclusive because the differences of opinion are what create innovative approaches to problem solving. “The rationalizations of exclusivity seek to protect the community from facing the very real challenges of inclusivity and power sharing.” (31 Homan) Being inclusive means that a group will inevitably have more worldviews and opinions about the “correct” way to create change. However, if everyone is listened to and feels safe to speak, the process of working towards change is more genuine.

    The development of a nucleus depends on several factors. Homan describes them as followed.

    Build on common assets. “The simple act of recognizing assets gives a sense of confidence and a willingness to take action.” When a group is aware of the resources that are or might be available to them, the initial signs of progress materialize.

    Increase the Skills of the Individuals. “Teach media relation skills, fund raising, group meeting, computer, and other important skills.” This increases the confidence of the group as it develops their capacity to welcome change.

    Connect People With One Another. “Build relationships and share talents, information, work, and energy – everything happens through relationships.” As more people meet and become acquainted with one another they are empowered by knowing that other people share their concerns and are actively working to address them. Homan states that in the early stages of group organization, communication is funneled through the initiator of the action or a few visible leaders. He says that this is natural and understandable but if it persists it can be limiting to the flexibility and creativity of the group. “Patterns that promote less hierarchy or centralizing relationships increase strength (of the group). (37 Homan)

    Connect Existing Resources. Identify what you need and then find it in the community. By asking for help “you extend ownership and participation in the project, broadening its base of support.” (Homan)

     Allow The Community to Assume Ownership of Direction, Action, and Resources. “Community members do not just approve plans, they create them… they do not just provide input, they make decisions… The community decides what to do and how to do it. What they produce is theirs.” (Homan)

 

Encouraging Group Cohesion and Openness

    A catalyst is someone who can encourage participation and stimulate the group’s creativity and collective wisdom. They cultivate this group wisdom by asking questions and asking for input. By learning to disagree without putting down an idea or a person who offered it, people will continually feel safe to share their opinion. Learn to recognize good ideas.

    If questions are continually being asked to a select few people, your group is becoming dependent on them as leaders. These people must reroute questions to the rest of the group. With more input and participation more people feel invested in the process of creating change.

    Catalysts must promote access to decision making. “If decisions rest on the ideas of a few, few will be powerful. If ideas rest on the views of many, many will be powerful.” (Brown 1991) Give recognition and credit whenever you can. “Rarely accept statements of inability,” (Homan 154) they are detrimental to the confidence of the group. Promote the distribution of responsibility and authority. If there is not enough interest in accomplishing an action, then it might be better to not act. Regroup and find out where there is energy. Promote the acceptance of mistakes and acknowledge you own.

 

Empowerment    

Some people will be more dedicated to a project than others. These people will have more information about what is going on. Instead of allowing that information to turn into power for these few people, it is their responsibility to share the information so that the group can become more cohesive.

Empowerment depends on five factors:

  1. Personal interest or investment in the project – a feeling of being an important part of things.
  2. Belief in the possibility of a successful outcome.
  3. Development and recognition of individual and group resources.
  4. Opportunities to take action and make meaningful contributions to the evolution of the group.
  5. Recognition of common interests and common risk taking. (10 Homan)

Catalysts must provide members with opportunities for making decisions and performing tasks. They should encourage a climate of recognition and encouragement of one another. And they should foster a belief in the importance of each person’s abilities. Members should recognize the overall progress that is taking place because it will help keep the focus on accomplishment and not failure. Finally, act as a group whenever possible because this “will give members an experience of united power and reinforce an awareness of common commitment and shared risk taking. (10 Homan)

The greatest assets of a group are its creativity and diversity of worldviews. Do not inhibit creativity or alienate worldviews by trying to horde power. Instead, encourage everyone to share their opinions about what they see as the problem and what they think is the best action to take.

 

Action Planning

 

Planning Process

    Before any action a group must gather information to understand the context creating the need for that action.

  1. Decide what you want to achieve.
  2. Select actions to be taken within a given period of time to overcome obstacles and move in a given direction.
  3. Determine specific tasks.
  4. Delegate or volunteer to take responsibility.
  5. Analyze outcome of intentions and actions. (158 Homan)

This cycle is constantly spiraling and evolving as circumstances change, energies wax and wane, and new information influences the relevance of the action.

    According to Thomas Wolf, author of Managing a Non Profit in the 21st Century, as an ongoing process planning involves:

  1. Setting parameters and boundaries. (i.e. understanding the commitment of members, the scope of the project.)
  2. Identify limiting conditions. (i.e. budget and other resources, too little group energy)
  3. Change limiting conditions where possible.
  4. Design a plan of action.
  5. Carry out the action plan.
  6. Evaluate what you have done.
  7. Repeat what you have done. (282-285 Wolf)

A group must define the issue they are working on before they can act. Similarly they must understand each other before they can make decisions. Brainstorming is a technique used to give everyone in the community an opportunity to hear and be heard. When brainstorming stress quantity not quality of ideas. It is acceptable to repeat an idea. Build on one another’s ideas. Write everything down. Everyone should be encouraged to share their thoughts. There should be no discussion of ideas during a brainstorm. Most importantly share your wildest ideas and dreams. With good brainstorming “you can build on people’s enthusiasm as they create the world they will eventually work to make real.” (165 Homan)

Setting goals is another task that a whole group should participate in. It establishes a general direction for the project and is good to refer to during more chaotic times of planning. The criteria of a good goal are: if it is feasible, that is are there available resources? Does it generate excitement? Is it clear enough to aim the group in some direction and will the group know when it is accomplished? Is it something the whole group can participate in and help make happen? Is it consistent with the reason for gathering? (165 Homan)

    As the group evolves and gets used to working with one another they should develop methods for acquiring and sharing new information. This keeps the group up to date and new information can help to review an initial action plan and modify it as necessary. (172 Homan)

 

Levels of Planning

    Generally planning begins with the broad (purpose or mission) and advances to the specific (actions). “Start with where you want to end up out there somewhere in the future and then move closer and closer to the present, becoming more specific about what you need to do.” (216 Homan)

    All participants should collectively discuss the following parts of the plan because it defines the nature and direction of the group or coalition. Take your time while planning because a good plan will save you time later. Also, a plan is not written in stone, the best plans are flexible ready to adapt to inevitable change. The levels of planning are:

  1. Purpose or mission – why is the organization taking the journey?
  2. Goals – What is the general direction the group is heading?
  3. Objectives and Targets – What is the destination?
  4. Strategies – How will the organization get there?
  5. Actions – The trip itself.
  6. Evaluation – Have we arrived? (286 Wolf)

The objectives and strategies are the framework that “represents the best thinking of where in general you want to be heading.” (161 Homan)

 

Linear Vs. Integrated Planning Processes

According to Wolf, there are two different types of planning, linear and integrated Linear planning “considers a whole range of options at each level of planning (mission, goals, objectives, strategy) and in each case eliminates all but the very few that appear most reasonable and sensible.” (292 Wolf) Linear planning is used to develop a clear vision of the future, to develop plans for receiving grant support, and to create and guide the general direction of the group.

Linear planning is “comprehensive” and it can generate a “formal public document that can provide a framework for actions”. (293) On the other hand, it is slow and frustrating to people with less say in the process. It’s inflexibility makes it hard to modify a plan and it “restricts new initiatives”.

“An integrated planning model is best represented by a circle that resembles a wheel with spokes. The planning coordinator or coordinating group sits at the center of the wheel collecting information from and communicating it to the wheels perimeter via the spokes.” (297) In an integrated plan there is “no predictable beginning or end” and “various components of planning must fit together to make a coherent whole.” “All components of planning … must take place constantly and influence decisions.” The group must remained informed in order to “redefine the original questions asked.”

    The planning coordinators must collect info from different planning groups, communicate the relevant info back to these groups, and work to fit all pieces of info into establishing a coherent plan. (297) Integrated planning “relies less on a predictable sequence of steps and emphasizes instead an ongoing process, on that is integrated into the regular operations of the organization.” (297)

    Integrated planning has many advantages: “It is immediately responsive to change, opportunity, and setbacks”. It encourages people in the group project to remain involved in an ongoing way. “Discussion of strategies does not wait for the discussion of the mission to be completed, because there is no such thing as closure on that discussion.” Integrated planning tends to move more quickly towards action because it encourages creativity and spontaneous thinking. (299 Wolf)

    On the other hand, “its lack of comprehensiveness can lead to uniformed decisions that result in rash actions (300). The flexibility that it allows may also cause a lack of confidence in the organizations long term plans. Finally, because people are working in smaller groups and only sharing information with the coordinating group, there is can be less accountability that in linearly organized, top-down organizations.

    Integrated planning requires group cohesion, a culture of openness where safe space has been created, group communication, and lots and lots of patience. People must have time to be heard and encouraged to share their skills, knowledge, perception, and information with the group.

    A combination of these two planning styles can be used to further lay the framework for focused organizations. For example, every year the group may gather to reflect on its actions and suggest improvements. This could help establish a linear plan to be used for a guide for the integrated plans of the group for the rest of the year.

 

Obstacles to Planning and Action

    There are several obstacles to planning and action, but with a little patience and acceptance, many can be eliminated. Members may have a lack of skill pertaining to a given project. They may be unable to adapt to or welcome change. There may be a lack of interest in the project. There may be a thirst for action that causes a group to rush when analyzing the circumstances. Planning may try to avoid action. There may be a belief that plans won’t be followed or have an impact on the decision making. People may be excluded from the planning process. “Defining the outcome you want to achieve and defining the means for achieving that outcome are two different things”. Groupthink may “cause pressure on people to maintain an agreeable atmosphere free of dissension.” (175 Homan)

    With a dedicated and empowered nucleus, a flexible and reflective action plan, and collective desire to overcome obstacles to welcome change, a group can begin to develop a structure that reflects its mission and enables it to mobilize more people for better more effective actions.

 

Group Structure

    Rupert Brown, author of Group Processes explained “a group exists when the people in it realize that their fate depends on the fate of the whole group.” (35 Brown) Realizing fate depends on hearing what each person’s vision of fate looks like. When a group can openly understand each individual’s vision of the future, then a collective consciousness arises. Many people, focused on one point in the future, collaborating to realize their vision can become self-determining if they take the time to truly listen and understand one another.

    Face to face interaction is another way to distinguish a group from a random encounter of several people. Coexisting within some social structure, a group can also be defined by characteristics that differentiate it from others. (35 Brown)

    As a group becomes more cohesive, there is a fine balance between becoming cut off and isolated from the community, relying too much on the group, and maintaining a group identity while using outside resources. “Where interdependence brings people into a positive relationship with one another then cooperation, cohesion, and enhanced group performance are likely. Negative interdependence, on the other hand, leads to competition, reduced liking for others in the group, and less productivity.” (64 Brown) Cohesion is closely associated to physical proximity, frequency of interaction, and the overall commitment to the group’s goals.

 

Group Process

    When planning a meeting the catalysts should distinguish between process and content. They should let the group define the nature of both. For example, if a group is trying to decide between whether or not to pay for a speaker for a conference, they must first agree on how they will decide it. This is defining the process. What a group will talk about in a given meeting is the content.

A good way to determine the content of the meeting is to do a free flow agenda setting. In the beginning of the meeting, during or immediately after the check in, each participant should share ideas for what they need to talk about at that meeting. During the check-in participants should also update the group on any work they have done since the last meeting (share information).

Sharing emotions, positions, ideas is an ongoing process. Use brainstorms often, with people participating in various ways. A round robin gives a chance for each person in the room to speak about the issue at hand. People are not obligated to speak, but because there is a formal opportunity for each person to share they will feel honored and included. Another way to share ideas is a popcorn approach. This is appropriate when safe space has been established and members feel comfortable speaking. However, this approach is dangerous as loud talkers – those who tend to dominate meetings – may be seen as powerful and therefore influence opinion. Soft talkers may feel alienated or be disinclined to participate. Finally, a free form discussion, where two knowledgeable group members represent either side of a conflict can speak freely of a facilitator for a given amount of time with the intention of informing the rest of the group about an issue. (The SEAC Organizing Guide) Meetings should be flexible, creative, and no two should be alike.

    The phenomena of ‘groupthink’ emerges when a cohesive group exerts pressure on dissenters. This can leads to conformity, “the extent to which individuals are apparently willing to deny the evidence of their own senses in order to go along with the majority view.” (165 Brown) This majority influence is caused by a need to depend on others for information and to test the validity of our own opinions. People submit to it because they feel a need for an approval and out of not wanting to be different. Minority influence can also inhibit a group’s ability to clearly define its direction. When a few people hold on to their positions, and neither the group nor the dissenters are willing to create common ground, the result is frustration and alienation.

    When groupthink occurs it is important to separate the people from the problem. Discuss the issue at hand not the people presenting an idea. Focus on interests not positions. Positions hold us in one place. Interests are our reasons for feeling the way we do. Develop multiple options to choose from and decide later. “Reason and be open to reason; yield to principle, not pressure.” (13 Getting to Yes)

A coalition should define its goals and mission and vision in unison. All major decisions should be made by consensus so that everyone is enthusiastic about the task at hand. After the major decisions are made it is good to break into smaller working groups that can act autonomously of the coalition. Such groups represent the outside of the wheel in integrated planning. For example, during the planning of SolarFest, a solar powered music festival, organizers broke into working groups such as publicity, holistic health fair planning, vendors, food, volunteers, production, art and decoration, with a coordinating team keeping each group informed about the productivity of the others. Such working groups enabled individuals to develop their skills and feel more comfortable participating in the process of planning the festival. Small working groups are best for defining immediate goals, objectives, and action.

In order for there to be accountability in a group, point people can be chosen. These are people who are most invested in a given aspect of a production. Point people are not bosses, they do not tell people what to do; they merely serve as liaisons between the small working groups and the coalition. These liaisons are aware of what needs to be done, what is getting done, and where the coalition can support. Point people communicate their group’s needs and the coalition adapts accordingly.

 

Leaders, Catalysts, and Facilitators

There are two types and three styles of ‘leaders’. A leader is either directive (transformational) or participative (transactional). Directive leaders are best used to establish process but can be detrimental to the development of content. A participative leader is more concerned with establishing content and outcomes. (218 Brown) “Charismatic leadership involves the leader in providing some vision or inspiration to the rest of the group so that they become motivated to transcend their usual performance goals in the service of the collective interest. Bass 1985 has labeled this style ‘transformational’ which he contrasts with ‘transactional’ leadership in which the leader is much more reactive, only intervening when it is apparent that some problem exists.” (97 Brown)

Leaders can have be distinctly one style or have a combination of styles.

  1. Autocratic – Organizes the group’s activities, telling what to do, while remaining aloof from the group.
  2. Democratic – “Makes a point to discuss all decisions and activities with the group.” The leader tries to become a regular group member.
  3. Laissez Faire – “Leaves the group to its own devices” seldom interfering. (93 Brown)

Democratic leaders “most encourage group autonomy and morale, and overall effectiveness of the group.” (94)

    Anti-authoritarians have coined the term catalyst. He or she is one who encourages “the principles of solidarity, cooperation and participatory democracy to build movement for social change.” (Chris Cass: “But We Don’t Have Leaders”: Leadership Development and Anti-authoritarian Organizing) A catalyst is dedicated to supporting his or her fellow group members, is a good listener, and is a cultivator of safe space in every meeting and discussion at which they are present. “The emphasis is on empowerment, democratic participation and transparent decision making are based in the strategy that our organizing prefigures the society we’re working to build. Anti- authoritarians generally argue that revolution is a process made through day to day struggle rather than on historic moment.”

    Ideally, a combination of democratic leadership and participatory, egalitarian group process creates a balanced wheel of accountability and flexibility. A group need to hold onto its creativity by any means, however lack of structure can lead to tyranny as a few may dominate the meetings and alienate the rest of the group. Anyone can be a point person or catalyst; indeed the strongest groups are those where everyone encourages everyone else to finish the work they committed to.

    Anyone who has the ability to listen can be a facilitator. Facilitators have people skills. They should try to remain neutral but, as Matt Soycher a facilitator of diversity peer education sessions says, “if biases do come out it is o.k. as long as the facilitator is aware of those biases and strives to remove those biases. Facilitation is a constantly evolving skill that can only grow with practice.” There are four styles of facilitation.

  • Rotating – Everyone has a chance to facilitate meetings. This allows different personality and a different tone to each session and it encourages the creativity of the group. Everyone needs to be trained in the basic framework of facilitation. By rotating facilitators it offers a chance for each person to practice these skills. This can be slow if there is a deadline or a lot to cover, as inexperienced facilitators may be less able to keep a group focused and on track.
  • Paired or Team – This approach gives two (or more) sets of eyes and ears. It usually increases the speed and clarity of the meeting as the pair can notice more subtleties in a group’s dynamics. It can be bad if the facilitators have a clash of egos, but heads during the meeting, or step on each other’s toes. This style does keep the conversation moving and the meeting fresh.
  • One – When one facilitator is always in control of a meeting you lose a chance to give others the experience of guiding groups. However, it can be efficient as the best facilitators know how to keep the meeting moving, be clear about objectives, and encourage inclusiveness. If there are too many untrained facilitators in a group it will create a dependence on one person who will most likely develop bias and if they are not available the group is in trouble.
  • No Facilitators – This style creates an atmosphere with no formal leadership or organizational hierarchy. However, the meetings tend to be more confusing, unless someone is willing to keep the group focused. It can be slower, unless a group has clearly defined the process of the meeting before getting into the content of the meeting.

Regardless of the style a group chooses a facilitator or group members should encourage inclusiveness. That is, everyone having an active role or part in the process and all are able and encouraged to participate.

 

Horizontal Versus Vertical Organizing

 

A concentration of hate and impotence in the society (Argentina) exploded on the 19th and 20th of December of 2001. Then with all of the people we went out into the streets. With everything that happened in those days, one began to see a sensation of an outcry of happiness, of again knowing ourselves, that finally it is our hour. We woke up. All of this enthusiasm originally came form the desire of construction. It was not simply for the desire, but because there was something that came together with the necessities that were occurring. So, then we began to come together on the street corners and asembleas, collectives began to take form, others that exited before the 19th and 20th began to get stronger, and from there also grew the practices of horizontalism.

These words, written by Emilio, an Independent Media activist and catalyst of a local community center in Argentina, describe the awakening that emerged after the fall of the currency and economic system. In the wake of a crushing debt imposed by international lending institutions, horizontalism arose out of necessity.

We have to resolve our necessities, and resolve them with the new tools we are generating. It is almost a rule not announced in the social movements; we see it and we do not say it. There are people who are hungry, people who are starving and dying, the destruction of the environment, many things that are truly bad. We have to resolve these things, but I am not referring to one having to resolve them oneself, but collectively, as a community, resolving all of our problems, and obviously resolving them with the practices that help us, the practices of direct democracy, of horizontalism, and of self organization. (37 “Horizontalidad en Argentina”)

Horizontalism encourages the participation of everyone. Differences of opinion are welcomed because new ideas are created from conflict. If a task needs to be rushed to the point where people lose their voice, or a few dominate the decision, then the action should not be taken. We must learn to patiently hear the desires of the community and develop our action plans from there. Only then will the solutions we create accurately reflect the wishes of the village. Horizontalism is based on the idea that everyone knows something. “We are all distinct and different. The challenge is for each of us to think within the collective, for each person to be integrated, to form collective thought, as well as understand how we produce a collective, and how this collective relates amongst itself in creating collective thought. This is horizontalism.” (23 Patricia, Martin, and Vasco from Horizontalidad)

    Vertical group structures resemble a pyramid, where the few leaders at the top determine the direction of the workers at the bottom. There may be more accountability but it is rarely mutual as bosses take the place of point people. Authority is controlled by a few and if they do not share it the group’s morale, creativity, and flexibility is inhibited. Decisions are made by majority or sometimes they are directed to the workers in the group. Decisions can also be made exclusive of others in the organization. In horizontalism “nobody can intervene for us and believe that they can make a living being a leader or a president… All of us, in all of the community, are those that know and live it day to day. It is us, the community who can and need to make all decisions, without leaders, presidents, or anyone taking power over another.”

    Regardless of whether a group chooses to be horizontal or vertical or a combination of both, they should establish working agreements. A working agreement spells out behavior and procedures that are fair to everyone. They clarify the standards that the group wants to uphold.

    Groups should clearly discuss and determine general details of team meetings. They should collectively decide how frequently to meet, attendance standards, how will the team handle differences in opinion, and how will meetings be run – will there be leaders or facilitators?

    The group should address workload issues. How will the team distribute work? How will information be shared? How much participation will be expected from each member – let people define this for themselves. Finally the group should consider its behaviors towards each other. How will decisions be made – consensus, one person, voting? If a group is clear when creating working agreements, a mixture leadership styles, group structures, and decision making processes can be blended to flexibly address the needs of the evolving group. (Charlie French “Working Agreements”)

    “Organizing is not about telling people what to do, nor should organizers go into a community with solutions to problems one identifies as an outsider. Community organizing is a bottom-up process which focuses on solutions to issues established by people who live in the community.” (Sabate Anarchist Collective)

 

Decision Making: A Case for Consensus

“Consensus may take more time than voting, but then voting is not as time efficient as totalitarianism. What little is gained in efficiency is usually at the cost of genuine participation and autonomy.” (Curious George Brigade “Inefficient Utopia or How Consensus Will Change The World) At its best consensus decision-making is participatory, provides group members with genuine experiences of feeling included, conducive to solidarity, flexible, a forum to compile all ideas into a clearer vision of the future.

At its very core consensus demands participation and input from the entire community. Within each community there are a wide variety of outlooks based on experience and personal circumstance, creativity and difference of opinion and assets, they do not inhibit the progress of a group. Welcome these differences and learn from those whom you disagree with most because if those who disagree can take the time to really listen and understand where each other are coming from then any action they produce will be wise and genuine. Develop friendships. Use meeting time to discuss and plan rather than work and act. Listen. Be heard.

Listening the cornerstone of understanding. It is the backbone of empowerment. And it is the foundation of cohesion. Listening is a skill that develops with patience and experience. “Begin noticing how some people do listen to others and how most people aren’t listening much at all but rather preparing their reply (or counterattack) while pretending to be listening. Notice their body language. Notice their eyes. Become a student of human behavior and you will learn all you need to know.” (125 Parry) Good listeners make eye contact with their partners. They are alert in their posture. Silence is honored, as the conversation does not feel rushed. Listen openly. Allow what the person is saying to come fully into you before you send anything out. Take time to fully understand by clarifying back to the speaker what you heard. Express empathy for other’s position.

When you clearly understand what they were trying to say it is time to “assess the impact on yourself. Be still and feel. Acknowledge where you get hooked. Connect heart centers.” (123) After you take the time to understand yourself try to let others understand you. Speak. “Make ‘I’ statements. Share your feelings, your soft power. Say what you need and want.” Then begin the cycle again listening to the next response. Let the conversation flow.

Consensus as a process is dependant on group dynamics and situational circumstances. However as a rough outline each consensus should include:

  1. Set ground rules – how will the group share thoughts? (round robin, popcorn, other?) How will group make decision? (consensus, partial majority: what percentage 51, 99) If you have not discussed active listening take some time to do this before you continue.
  2. Mutual definition of the problem – take time to clearly define the topic at hand. If something comes up that is not relevant, write it on a “bike rack” and save it for later.
  3. Brainstorm and discuss options for a solution – follow or define the rules of brainstorming (no criticism, no discussion of ideas, etc.) Group similar options together. Discuss each idea (not person) and its good and bad aspects.
  4. Decide – Define the problem one more time. I.e. “Should we buy apples for the tag sale?” You can either share opinions secretly (if people do not feel safe and supported yet) or openly with a thumb up meaning yes. A thumb sideways meaning “stand aside” but not blocking. Or thumbs down meaning block. If you are going for 100 percent consensus one block is enough to make the group reconsider its options. This is not a bad thing, it allows the group to more clearly reflect upon the future and the consequences of potential actions.
  5. Restart the process – Make sure everyone has a clear understanding of the problem. Bring up new solutions depending on what people said about their decision. Decide. Restart.

The biggest difference between consensus and other types of decisions, such as majority or autocratic, is that everyone has a chance to be heard. Mutually defining the problem and choosing the action is more important than the action itself. “Inefficiency allows us the opportunity to seek out our affinities and engage in meaningful work without the sands of time burying our ideals.” (Curious George Brigade) In order to become more efficient, once a coalition trusts each other then they can separate in small groups. These groups are given the authority to make decisions pertaining to their focus independent of the large group. Accountability is to the group as a whole, and weekly updates (either at a meeting, via email, phone conference, etc.) serve to keep the coalition informed.

“Something else exists on the periphery: an inefficient utopia, a culture of consensus, collectives, and do-it-yourself ethics. A place where time is not bought, sold, or leased, and no clock is the final arbiter of our worth. For many people in North America, the problem is not just poverty but lack of time to do the things that are actually meaningful. This is not a symptom of personal failures but the consequence of a time-obsessed society.” (Curious George Brigade) Use brainstorms, round robin discussions and any other method of communication to clarify the perspectives of each individual in the group. Soon enough, as people feel more comfortable with speaking in the group, they will feel empowered and patiently developing understanding will become habit.

“Our networks gladly lack a precise platform and unceasing meetings. Instead, we have irregular gatherings, rendezvous for specific projects, multiple skills, solid friendships, and limitless ambitions unconstrained by organizational hierarchies. Through these networks of trust, people can feel comfortable with the most outrageous of actions while receiving the care and warmth needed to carry on.” (3 Curious George Brigade) At one end of the spectrum we have unstructured, irregular, gatherings with no facilitator or leader, little or no organized process, and little accountability. It is assumed people will finish what needs to be done. At the other end, we have the pyramid. A few at the top exclusively make decisions and direct the actions of the workers at the bottom. There is little flexibility and much more rigid accountability. Again flexibility is most important to the success of a group. It is never an either-or decision; combinations and innovation are usually the best answer.

 

Stay Healthy

    “If we want to be actively involved in pushing society towards a revolutionary consciousness we need to move outside our usual circles; we need to stop the cycle of activists only talking to activists.” (Sabate Anarchist Collective) If one is to represent their communities through participatory, inclusive, and healthy collectives, then one must be personally healthy. We must take the time to understand ourselves, become still and centered. As our web expands with time to include more and more people our health directly impacts the health of the people we meet. If we are at peace then that will affect them.

    A non-hierachical group, bound by a collaborative approach to problem solving, nurtures the creativity and culture of the entire community from which it draws. If a collective is truly inclusive, takes the time to actively listen to one another, and is patient enough to achieve consensus before each action, then they can represent their community and mutually effect change.

    The health of a group directly depends on the health of those who are in it. The health of each participant depends directly on the health of the group. With respect, understanding, compassion, patience, and love let us gather together to include the entire world in regeneration. It is time for peace, let us learn from each other. Share your perspective so that the common consciousness can grow. Listen and be heard. Enjoy the wonderful journey of consensus and collaboration.

 

 

 

 

 

Works Cited

 

  • Brown, Rupert. Group Processes. Malden, Mass. Blackwell Publications, 2000.

 

  • Chris Cass, “But We Don’t Have Leaders: Leadership Development and Anti-Authoritarian Organizing”. Infoshop.org

 

  • Curious George Brigade, “The Inefficient Utopia or How Consensus Will Change the World.” Infoshop.org, 6 September 2003

 

  • Fisher, Roger, and Ury, William. Getting To Yes. New York, Penguin, 1991.

 

  • Homan, Mark. Promoting Community Change. Brooks/Cole Publishing, 1999.

 

  • Kreider, Aaron. The SEAC Organizing Guide. A SEAC Publication, 1999.

 

  • Parry, Danaan. Warriors of the Heart. Cooperstown, New York: Sunstone, 1991.

 

Wolf, Thomas. Managing a Non Profit Organization in the 21st Century. New York, Fireside, 1999.

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Permaculture Aquaponics – Workshop in Costa Rica Eco Paradise

Aquaponics & Permaculture

10 Day Intensive in Eco-Paradise

December 4 – 14, 2011

Finca las Nubes, San Juan del Sur, Nicaragua

PRESENTED BY LIVING MANDALA – A Collective of Regenerative Educators

COURSE INFO

LEAD INSTRUCTOR: MAX MEYERS FROM NORCAL AQUAPONICS

 

LIVING MANDALA TV : More Aquaponics Video

LEARNING CENTER SITE: Finca Las Nubes (Farm of the clouds)


Finca Las Nubes (Farm of the clouds) is located approximately two miles from the ocean some 1200 to 1500 ft. high on a plateau offering a cooler climate than down below.The farm has spectacular views of Costa Rica to the south, miles of beaches to the west and volcanoes rising out of Lake Nicaragua to the east. There are protected valleys for farming and large open pastures for grazing animals surrounded by natural forest with creeks and waterfalls. There is abundant wildlife including three types of monkeys, sloth, deer and many bird species.                                                                         

                   ACCOMMODATIONS

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                A DAY AT THE FARM

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