Steps in community organising

Steps in community organising
Wind Project Community Organizing by TimlynnBabitsky (2008)

Common mistakes
In choosing an issue on which to focus resources, the most common mistakes are:
Taking on too many issues at one time
Choosing too complex an issue
Choosing the wrong issue for the resources available
Ignoring other groups working on the same issue
Ignoring the larger picture
Failing to prioritize
Failing to agree on which issue to pursue
Confusing passion for the need to plan

Phase One — Choose an issue, map an agenda
Step 1: Identify greatest interest and potential for success
Step 2: Select one key inspiring issue
Step 3: Research issue for the big picture
Step 4: Map issue space to identify agenda

Research questions
What is the history of this issue and the underlying issues that led to it?
How much of the conflict around this issue can be attributed to misinformation?
What are the underlying goals and interests of those who support or oppose this issue?
What policies support or constrain this issue?
Whose interests are being met if nothing changes [or if it does]?
Is there conflict around this issue? Is it latent, developing, or fully escalated?
Is the conflict ripe for resolution or is it in the best interest of those involved to continue with [or protect] the status quo?

To Map an Issue:
Define the issue precisely.
List all the elements directly involved in this issue
List other elements that are related to this issue, but not directly
List other issues that are peripherally related
Identify positive and negative elements and peripheral issues

Step 5: Map the issue network
Step 6: Map social networks
Step 7: Approach each person as an ally
Step 8: Select potential allies for agenda
Step 9: Discover currencies of each ally
Step 10: Identify advantages and assets

Opinion Leaders
Every issue has at least one opinion leader. Every agenda affects at least one stakeholder. Every organization — hierarchical or flat — has at least one information/access gatekeeper.
The opinion leader holds information and expresses it, gaining some measure of power and respect. The stakeholder stands to gain or lose something in an agenda. The gatekeeper allows access, or not, to special information, people, or places. … Gatekeepers are often quite powerful although their public role may make them seem only marginal.
Map the issue network of opinion leaders, stakeholders, and gatekeepers.
Identify the key people surrounding the issue
Draw connections that exist between members of this issue network
Identify supporters and resisters in this network
Highlight key people to consider approaching to move the agenda forward

Social networks
[O]ne’s network of direct connections and connections of two degrees of separation ["friend of a friend"] are critical to successful advocacy.
Map social networks of personal connections:
Draw maps of the direct connections in the social networks of the activists working on this agenda
Identify those direct connections who may be potential allies
Identify any second-degree connections who may support this agenda

Allies
To select the potential allies for an agenda, consider the following questions:
What resource does he/she control? How dependent is the agenda on that resource?
Des a relationship with that person already exist or must a new one be built?
How much time, effort or other resources will likely be required to ain cooperation?
Are there alternative others?
If this person is likely a barrier, is there a direct connection that can help to influence him/her?
Can he/she be reached at two degrees of separation?
Keep in mind that others in the issue network, who may not be potential allies, are important to your advocacy agenda:
Who should be kept informed of progress?
Who should be avoided entirely?

Influence Without Authority
In Influence Without Authority [Allan Cohen and David Bradford, 2005], currencies are grouped into five categories:
Inspiration-related currencies include having a chance to do important things and having the opportunity to do what is “right” by a higher standard
Task-related currencies include providing resources, assistance, support, and information related to the ally’s own agendas
Position-related currencies include recognition, visibility, reputation, importance, and access to contacts
Relationship-related currencies include understanding, closeness, friendship, emotional support, personal backing, acceptance, and inclusion
Personal-related currencies include appreciation, indebtedness, ownership of and influence over important tasks, self-esteem, self-identity, and comfort

Allies
To understand the currencies of a potential ally, try these strategies and questions:
Be a good listener during conversations; take notes
Pay attention as others discuss your potential ally; take notes
On what agendas is he/she working? What can you do to help advance their work?
What are their interests? What do you have in common?
What do they value? About what do they care passionately?
Who is important to them? Do you have any relationships in common?

Phase Three — Propose an agenda
Step 11: Present a win-win agenda
Step 12: Frame the message to generate interest

Phase Four — Expand the network
Step 13: Use all media channels to promote the agenda
Step 14: Helping others expands your resources
Step 15: Hard work builds credibility and incremental success
Step 16: Develop plan A, and alternative plans
Step 17: Learn from others

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Steps in community organising

by Tim Curtis on Oct 11, 2010

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