- forget to say please and thank you
- neglect to welcome newcomers
- be overly protective about ideas you hope to spread
- pretend you can make big changes without building broad alliances
- give the finger to your allies
- heckle Civil Rights leaders
- tell a black person that voting doesn’t matter
- tell anyone that voting doesn’t matter
- insist on a “diversity of tactics” at the expense of a diversity of participants
- ignore patriarchy
- assume you are the most radical person in the room
- assume that people who look more normal than you are less radical than you
- confuse poor personal hygiene with radicalism
- confuse the political philosophy of anarchism with weird haircuts and monochromatic wardrobes
- forget that most of your revolutionary heroes often wore suits
- look like a protester
- make a religion out of your decision-making process
- meet more than you work
- over-saturate working group email lists
- mic-check in a space where talking would suffice
- get too attached to your tactics
- assume that something that worked once will work again
- be disinterested in the details of your particular context
- fetishize occupying outdoor space
- dismiss the value of occupying outdoor space
- forget to eat
- forget to sleep
- act like a jerk because you forgot to eat and sleep
- reckon you don’t need to prep before a press interview
- fail to get a second opinion
- stop using a phrase because it becomes popular
- need to be the most radical kid on the block
- mistake utopianism for social change strategy
- say that “things will have to get worse before they get better”
- abhor reforms that would meaningfully improve real people’s lives
- fetishize revolutionary violence
- confuse a revolutionary moment with an actual revolution
- believe a mass movement will ignite spontaneously
- fail to map the terrain
- gravitate uncritically toward the most hardcore idea
- fancy that “autonomy” means you can do whatever the hell you want without consideration for how it might impact others
- drink the subcultural Kool-Aid
- fall into groupthink
- spout jargon that doesn’t mean anything to most people
- be fooled into thinking the word “neoliberal” is somehow precise
- disdain experience and expertise
- have more answers than questions
- believe we don’t have leaders
- believe that we don’t need leaders
- believe that we don’t need organization
- be self-righteous about your lack of organization
- start a totally redundant working group
- make a habit of knocking down people who step up
- act like every problem is a crisis
- mock people whose political analyses are less developed than yours
- fail to consider how outsiders might perceive you
- mistake 400 strangers mic-checking in a park for functional decision-making
- conclude that hyper-transparency inherently means inclusiveness
- lump all your enemies together
- choose esoteric targets
- mistake the phrase “fuck the corporate media” for a communications strategy
- assume bad intentions
- assume something is getting done just because it was said in a meeting
- lump all your allies together
- yell at Kanye when he shows up at the park
- slam Miley Cyrus on Twitter for her music video that supports you
- think you have to agree with everything an organization has ever done in order to align with them on some things
- impose a purity test
- set a high bar for entry
- neglect to build on-ramps
- use “security culture” as cover for your clique
- become a “cool kid”
- suppose you can build a mass movement from scratch
- undervalue resources
- flake on important things people are counting on you for
- taunt cops
- be sectarian
- be a narcissist
- bang on drums at 2AM
- dismiss the complaints of supportive neighbors
- burn bridges faster than you can build them
- steal things from churches
- steal sacred items from churches
- piss where you sleep
- piss where other people sleep
- piss where other people hang out
- piss (or shit) on neighbors’ doorsteps
- accommodate destructive people
- let “damage control” take up most of your time and energy
- be an asshole
- yell at your comrades
- forget to tell your friends that you appreciate them
- fail to be cordial toward people who aren’t your friends
- be petty
- neglect to make good and legible signs
- forget to drink water
- forget to exercise
- forget to brush your teeth
- introduce yourself as a condiment
To pitch a reporter or assignment editor about an action or event you’re planning is to call them up—typically after sending them a news release—and attempt to persuade them that they should come out (or send a reporter) and cover what you’re doing. A good pitch call is at least as important as sending a good news release. With a call, unlike a news release, you are creating a memory of a human-to-human interaction. It’s your opportunity to make a strong impression so that when the reporter or editor goes into their morning or afternoon meeting—where they’re deciding which stories to cover—they are more likely to advocate for covering your event.
Reporters and editors are busy people. They often sound as if they are unhappy that you reached them by phone, and sometimes you’ll be lucky to get a full minute of their time. An effective pitch call makes a strong impression within the first five seconds, and makes at least the start of a compelling case within ten seconds.
For comparison, here’s an example of an ineffective pitch call:
Hi. My name is [name]. I’m calling about an event that we’re organizing. The event will be here in Manhattan. We’ll be having a march. It’s part of Occupy Wall Street. Veterans will be joining the protest today.
The caller would be lucky to get to the veteran part—which is the news hook—without the reporter or editor yawning or interrupting. Now, here’s an example of an effective pitch call:
Hi, I’m [name], calling on behalf of ‘Veterans of the 99%’. Tomorrow, military veterans dressed in uniform will march in-step from the Vietnam Memorial in lower Manhattan to the Stock Exchange. Then they’ll join Occupy Wall Street — where they’ll use a “people’s mic” to talk about why, as veterans, they are participants in the 99% movement. Did you receive our press release?
While the second pitch is actually slightly longer than the first, it is packed with words that command attention and stimulate the imagination. Everything in the pitch floods the mind with powerfully vivid images. The first example, on the other hand, is bland. There’s no indication of what the caller is even talking about until a few sentences in.
What is the difference between saying none of us is a leader and saying all of us are leaders?
At first glance these two phrases may seem like two ways of saying essentially the same thing. We believe in organizing in a way that is more horizontal than vertical. We believe in equalizing participation and resisting social hierarchies.
But the word leadership can mean a lot of things. There are things we associate with leadership that have nothing to do with hierarchy. Taking leadership can mean taking initiative on moving a project or task forward. It can mean looking for what is needed in a group, and stepping up to do that thing.
These positive group-serving associations with leadership are the reason why there’s an important difference between the idea of “no leaders” and the idea of “all leaders”.
If we are part of a group that talks about having no leaders, this phrase can inadvertently make us overly hesitant about stepping up to take initiative. It can create a group culture where as individuals we become reluctant to be seen as moving something forward — because our peers might see us as a “leader”, which would be a bad thing.
Strong group identity is essential for social movements. There can be no serious social movement—the kind that challenges the powerful and privileged—without a correspondingly serious group identity that encourages a core of members to contribute an exceptional level of commitment, sacrifice and heroics over the course of prolonged struggle. This kind of group identity is clearly emerging right now among core participants in occupations across the country and around the world, and that’s a good thing.
However, strong group identity is also something of a double-edged sword. The stronger the identity and cohesion of the group, the more likely people are to become alienated from other groups, and from the broader society.
The Political Identity Paradox states that while social change groups require a strong internal identity in order to foster the level of commitment needed for protracted struggle, this same cohesion tends over time to isolate the group; and isolated groups are hard-pressed to build the kind of broad-based power needed to achieve the big changes they imagine.
Three Tips for Plugging People In
Bringing in new participants and volunteers is essential to an occupation-or any group or organization-that wants to grow in size and capacity. The momentum of the Occupy Wall Street movement has quickly attracted a lot of people to occupations across the United States and around the world. But attracting or recruiting new people to your occupation or group is only the first step. Getting them to stick around is a much bigger challenge.
The good news is that there are tried-and-true methods you can use to plug new participants and volunteers into tasks and roles that will build their investment and leadership in the collective effort, and will increase what you all are capable of achieving together.
1. Greet and get to know newcomers.
When someone shows up at your occupation, march, rally, or action, they are indicating an interest. Greet them! Find out about them! And don’t just invite them to come to your next meeting. Even the most welcoming and inclusive groups tend to develop their own meeting culture that can unintentionally make new folks feel like outsiders. To increase your new participant retention rates, take a few minutes to stop and talk with new folks. Get to know the person. Find out about what attracted them to your effort. You might ask about what kinds of tasks they enjoy doing, what they are good at, etc. If that goes well, you might ask them how much time they have. You can tell them more about what’s going on with the effort – and discuss with them what their involvement could look like. While this level of orientation requires some time in the short-term, it saves you time in the long-term – because more people will plug into the work faster, and stick around longer. It may make sense a working group to take on the ongoing task of greeting, welcoming, and orienting new folks.
2. Accommodate multiple levels of participation.
In short, some people can give a lot of time, and some can give a little. Organizers with more time on their hands should avoid projecting their own availability as an expectation onto others. A foolproof way to drive new folks away from your occupation or group is to consistently ask them to give more time than they are able to give. Instead learn what kind of time commitment is realistic and sustainable for them. Help them plug into tasks and roles that suit their availability. Check in with them about how it’s going. Are they feeling overextended, or would they like to take on more? Take responsibility for helping new folks avoid over-commitment and burnout.
3. Make people feel valued and appreciated.
If you want to inspire people to stick with this burgeoning movement for the long haul, make them feel valued and appreciated. It’s basic. People like to be around people who respect them, and who are nice! If we want to compete with the myriad of often more appealing options for people’s free time, then we have to treat each other well and take care of each other. Notice and acknowledge new folks’ contributions, however small. Make time to check in with them outside of meetings. Ask their opinions often: What did they think about the meeting? the event? the action? Bounce your ideas off of them and ask for their feedback.
Occupation of a space is itself a tactic. It is an action intended to help us build momentum and to move us a step closer toward our goals. And it’s been wildly successful so far!
But an ongoing occupation of space is also more than a tactic. An occupation serves as a base camp from which we launch many different tactics. Right now occupation movement participants are deploying different actions and making complex tactical decisions every day.
Choosing or inventing a successful tactic typically involves some intuition and guesswork – and always risk. But the more we think critically about our particular contexts, the better we can become at judging how to act strategically. Projecting and measuring our success is complex, but we shouldn’t let the murkiness of these waters deter us from diving in. Patterns do emerge. We can learn a great deal from our experiences when we critically analyze them. This tactic star (see PDF) names some key factors that change agents can consider when determining tactics. The same tool can be used to evaluate actions together after they have been carried out.
The “tactic star” is a tool we developed a few years ago. We wanted to repost it here on the new site. Click here to download it as a worksheet (PDF).
Choosing or inventing a successful tactic often involves some intuition and guesswork — and always risk. But the more we study our contexts, the better we become at judging when to pull which punches. Projecting and measuring success is complex, but we should not let the murkiness of these waters deter us from diving into them. Patterns do emerge. We can learn a great deal from our experiences when we critically analyze them. This tactic star names some key factors that change agents should consider when determining their tactics. The same tool can be used to evaluate actions after they have been carried out.
Three Tips for Plugging People In
Bringing in new members or volunteers is essential to any local group that wants to grow in size and capacity. However, attracting or recruiting new people to your group is only the first step. Getting them to stick around can be a much bigger challenge! The good news is that there are tried and true methods you can use to plug new members and volunteers into tasks and roles that will build their investment and leadership in the group, and will increase what your group is capable of achieving.
Click thumbnail image on left to download this post as a PDF worksheet.
Four years ago today (January 27, 2007), United for Peace & Justice organized a mass protest in Washington DC to end the Iraq War. In the three weeks leading up to the event we were rushing to get our first publication—Building a Successful Antiwar Movement—to the printer in time to distribute at the rally. Jonathan Matthew Smucker wrote this antiwar organizing primer in collaboration with Madeline Gardner, and we fundraised to be able to distribute about 20,000 copies free of charge to local antiwar groups across the country.
The pamphlet is written for a particular audience at a particular political moment — at the height of the unpopularity of the Iraq occupation, and a week after the new Democratic-controlled Congress had been sworn in. However, the pamphlet provides some “tools and methods for people organizing to end the war” that are still relevant today. And the frameworks can be applied to other social justice issues as well.
The pamphlet is posted here in four parts:
- Three Roles of an Antiwar Core (Intro)
- Speak the Truth, Tell a Story (Role 1: Interpretive)
- Articulating a Strategy (Role 2: Instructive)
- Activating Popular Participation (Role 3: Facilitative)
To inquire about ordering hard copies of the pamphlet, email info[at]beyondthechoir[dot]org — please write “Pamphlet” in the subject line.