Below is a side-by-side comparison of community organizing models. the
traditional method is distilled from the manual titled "Organize!," which
is published by the Midwest Academy--a community organizer training school
here in Chicago. The revolutionary organizing model is distilled from Tom
Knoche's article "Organizing communities," distributed in this space
earlier. consider which model might be most effective in your efforts.
kelly
Current traditional model of community organizing
Goals
The goals of community organizing are to empower people, alter
the relations of power, and win concrete victories. Empowering
people is a process by which people learn the value of united
action through real life experience, and build the self-
confidence of the individual. Altering the relations of power
means building strong, lasting organizations as vehicles of
empowerment for individuals and as a conduit for their united
action. Winning concrete victories implies real, immediate
improvements in people's lives.
Criteria for Success
Success is measured by the number of people participating in the
organization's actions (actions can be day-to-day organizational
tasks, attending meetings, attending
demonstrations, etc.), the ability of the organization to grow
and exercise group power, and the number
of concrete victories that are won.
Picking Issues
Issues should be selected which are 1) winnable, 2) involve
advocacy, not service; and 3) build the organization's
constituency, power and resources. Community residents are
always the ones who pick the issue.
Operation
Community organizations have a Board of Directors that are
responsible for the planning and implementation of the group.
The goal is to have a staffed organization, with an Executive
Director, Program/Project staff, and administrative support staff
(accountants, secretaries, etc.). The Board will have officers
(at least a President, Secretary and Treasurer, but often more)
and committees (Financial, Personnel, Membership, etc.). The
organization may have institutional (other organizations) or
individual members who participate on program/project committees.
Each of these program/project committees usually has a
chairperson. Other than special events (actions), the membership
comes together at the annual meeting of the organization to elect
the Board and affirm the group.
Tactics
Tactics are chosen that: 1) Focus on the primary or secondary
targets of a campaign (an individual is usually chosen to
personalize the issue), 2) Put power behind a specific demand
(ask for something), 3) Meet organizational goals as well as
issue goals (the tactics build the organization
as well as helping to win the issue), 4) Are outside the
experience of the target, and 5) Are within the experience of the
organization's members and they are comfortable with the tactics.
A Revolutionary model of community organizing
Goals
1. Help people experiment with decentralized, collective, and
cooperative forms of organization.
2. Increase the control that people have over actions that affect
them, and increase local self-reliance.
3. Build a counter-culture that uses all forms of communication
to resist illegitimate authority, racism, sexism, capitalism,
etc.
4. Strengthen the "social fabric" of neighborhood units -- the
network of informal associations, support services, and contacts
that enable people to survive and hold on to their sanity in
spite of rather than because of the influence of government and
bureaucracy in their lives.
Criteria for Success
1. People learn skills needed to analyze issues and confront
those who exert control over their lives.
2. People learn to interact, make decisions and get things done
collectively -- rotating tasks, sharing skills, confronting
racism, sexism, hierarchy, etc.
3. Through the organizing work, community residents realize some
direct benefit or some resolution of problems they personally
face.
4. Existing institutions change their priorities or way of doing
things so that the authority of government, corporations, and
large institutions is replaced by extensions of decentralized,
grassroots activity.
5. Community residents feel stronger and better about themselves
because of their participation in the collective effort.
Picking Issues
1. Service and advocacy work must go hand in hand, especially in
very needy communities.
2. Issues that pit one segment of the community against another
should be avoided.
3. An informal involvement in broad political issues should be
maintained on a consistent basis.
4. Avoid the pitfalls of electoral politics.
Operation
1. Have a political analysis and provide political education. 2.
Be collectively and flexibly organized; decentralize as much as
possible.
3. Maintain independence.
4. Reach out to avoid isolation, but keep the focus local.
5. Do not foster cross-class ties.
6. Have a cultural and social dimension.
7. Staff the organization, to the greatest extent possible, with
local workers and volunteers.
Tactics
1. Be disruptive.
2. Clear, precise and measurable demands are the cornerstone of
any organizing campaign.
3. Address different targets simultaneously.
4. Avoid legal tactics.
5. Use direct action.
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