17

organization. It functions like the command and control center in a military

operation where the

generals decide how, when, and where the different

components engage. If the intention is to get things done very quickly, to

respond to an emergency, this may be the appropriate structure. However,

hierarchy can easily result in a cut off from participat

ion and input from

members of the organization. They are susceptible to corrupt leadership who

can hide motives in the pyramid web. In corporations it can be heartless, as

staff becomes a cog in a wheel to stockholders.

-

_____________________________

-

____

_______________________

-

Hierarchy Task/Personal Balance Collective

The optimal structure for Grassroots Communities is in the middle, a

balance of form and openness, getting tasks accomplished

while generati

ng

personal fulfillment.

There is some level of orchestration and leadership

direction combined with transparency and engagement of the group in all key

decisions. Leadership in this type of structure includes the male assertive part

of us to direct extern

al tasks or hold a vision. This is combined and balanced

with the female aspect of nurturance, openness, and care for others.

Leadership is redefined from the old paradigm of command and control.

In grassroots groups the role of leadership is to encourage

ownership and

creativity within the group. The balance requires an orchestration. A group

leader is like a conductor directing harmony from all of the group\x19s available

talents and resources.

This is not like a business where peoples\x19 motivation to perform

tasks in

a hierarchy is in large part based on a paycheck or advancement. For grassroots

communities the rewards are very different. There is greater value for

camaraderie, helping others, and the upliftment of community. However like a

business, there is

a need to organize around specific objectives, and

accomplish tasks that are strategic to the groups\x19 focus,

Organizations relying on volunteers perform best when they support both

the interpersonal relationships and nurturance with strategic actions. Th

ese

high performing groups combine heartfelt connecting and respect with

coordinated action and strategic accomplishments. When organizations achieve

this balance group ownership and group intelligence

is much more evident and

combine to enhance the group\x19

s

capacity to accomplish tasks.

This balanced structure encourages participation and taking

responsibility for tasks. It is the type of organizational environment where

people grow and evolve through their participation. This includes interpersonal

skills

and emotional intelligence. Participants become enriched through their

involvement.

4

CHAPTER 9

…………………………..

…………………………..

….

69

Personal Development

…………………………..

………………

69

The Formation of Beliefs

…………………………..

…………………………..

..

69

The Interpreting of Events

…………………………..

…………………………..

71

Self

-

Fulfilling Prophecy

…………………………..

…………………………..

….

74

CHAPTER 10

…………………………..

…………………………..

..

76

Trigger fo

r Optimum Growth

…………………………..

……….

76

Personal Patterns

…………………………..

…………………………..

………..

77

Interpersonal Patterns

…………………………..

…………………………..

…..

78

Identify Your Growth Trigger

…………………………..

………………………..

79

Ask Questions

…………………………..

…………………………..

…………….

80

Changing Triggers

…………………………..

…………………………..

………..

80

CHAPTER 11

…………………………..

…………………………..

..

82

Marketing and Media

…………………………..

………………..

82

Asking the Right Question

…………………………..

…………………………..

.

82

Communication Myths

…………………………..

…………………………..

……

83

Communication Facts

…………………………..

…………………………..

……

84

Media Plan

…………………………..

…………………………..

……………….

84

Local TV Broadcasting

…………………………..

…………………………..

……

85

Underground newspapers

…………………………..

…………………………..

..

86

Community Access Radio

…………………………..

…………………………..

..

86

Community Access Television

…………………………..

………………………..

87

Media Tips

…………………………..

…………………………..

……………….

88

Media Outreach Documents

…………………………..

………………………….

89

CHAPTER 12

…………………………..

…………………………..

..

91

Community, Our Deeper Natur

e

…………………………..

……

91

Acknowledging Subtle Connections

…………………………..

………………….

91

Beware of the False Life

…………………………..

…………………………..

…

93

The Energy Connection of Community

…………………………..

……………….

94

The Higher Calling

…………………………..

…………………………..

……….

95

www.grassr

oute.org

15

director.

This role involves personal growth while also supporting others in

their own growth. Leadership support is provided

in Chapter

s

Three

and Nine

.

Collective Intelligence:

The

optimum

grassroots

community

is

a

generator of knowle

dge and co

-

creativity.

Organizational

intelligence

can be

enhanced

by staging open community discussions and brainstorming sessions.

This type of exchange requires group communication skills

and agreements

necessary for this

collective wisdom

to

construct

ively

emerge

. Chapter Three

and Seven offer

guidance on effective approaches to run meetings and access

this group intelligence.

Communication:

Highly effective grassroots groups integrate

communication skills into their culture. These skills include lis

tening, feedback,

handling conflict, and whole messages. Abilities like these are essential in

maintaining harmonious relationships, making course corrections, or raising

quality and standards. Chapters Six and Eight provide helpful communication

tools.

Media:

Successful

communities understand how to utilize

public

media.

It is important to access mainstream

exposure

, but because of corporate

monopolies and

costs

, it is best to also utilize grassroots media. This is covered

in Chapter Eleven, as

well as

ways to brand and develop strategic marketing

plans.

Healing:

The power of community resonates with something deep within

many people, a tribal remembrance perhaps, imprinted in our DNA, or

something more significant. I have heard hundreds of community

activists

describe their grassroots experience as a spiritual awakening, or a personal

healing.

This more subtle aspect of community is explored in Chapter Twelve.

Structure:

As a foundation for

organizational development

, it is helpful

to understand the

range of organizing

structures

and why grassroots

communities optimally function within a certain range. In th

e remaining part of

this

chapter we\x19ll explore the major elements that make up any organization

\x19s

structure

, providing a common language for the

remaining

manual

.

When a group acknowledges the power of community and

develops

a

framework to tap into that power, they take a giant step in their capacity to

serve, grow, make reforms, and provide personal support for

one another

.

5

Appendix A

…………………………..

…………………………..

…

97

Ask Questions to Help Identify You Organization\x19s Growth

Triggers.

…………………………..

…………………………..

….

97

Personal Patterns

…………………………..

……………………

97

Leadership and Management Skills

…………………………..

………………….

97

Accountability

…………………………..

…………………………..

……………

98

Commitment

…………………………..

…………………………..

……………..

99

Professional Development

…………………………..

…………………………..

100

Feedback

…………………………..

…………………………..

………………..

101

Work/Life Balance

…………………………..

…………………………..

………

102

Structure

…………………………..

…………………………..

.

103

Work Processes

…………………………..

…………………………..

………….

103

Meetings

…………………………..

…………………………..

…………………

104

Productivity

…………………………..

…………………………..

……………..

104

Organization Stability

…………………………..

…………………………..

…..

105

Personnel Structure

…………………………..

…………………………..

…….

106

Infrastructure

…………………………..

…………………………..

…………..

106

Clarity of Focus

…………………………..

…………………………..

…………

107

Interpersonal

…………………………..

……………………….

108

Teamwork

…………………………..

…………………………..

……………….

108

Executive

Teamwork

…………………………..

…………………………..

……

110

Diversity

…………………………..

…………………………..

…………………

111

Interpersonal Communication Dynamics

…………………………..

……………

111

Group morale

…………………………..

…………………………..

……………

112

Community outreach

…………………………..

…………………………..

……

112

Community image

…………………………..

…………………………..

……….

113

ACKNOWLEDGEMENT

…………………………..

…………………..

115

18

In these balanced environments people feel uplifted as they see

themselves accomplish tasks, make a difference and personally grow.

Participants feel energized at the end

of meetings, where they walk away

uplifted by the interactions of their grassroots community. In fact, people look

forward to the next meeting.

The optimal structure also encourages diversity and supports that

expression in the group. Each group develops i

n its own unique way, just as

each geographic area is unique, with a unique history and culture. It starts with

its members, each having specific skills and willingness to engage. It continues

with distinct local issues such as community self sufficiency w

hich will be

different from region to region. So each group\x19s concerns and responses will be

unique and each group will develop its own strategies.

Within these communities of action, smaller committees provide melting

pots of rich ideas and innovations.

These can be informal groups, people who

simply share something in common; or they can be people on the same team,

people with a shared expertise that provides a certain technological

development. These are committees of practice. They are critical buil

ding

blocks for a knowledge

-

based community.

Empowered communities have a rich level of interconnectedness and

networking. Barriers have been dropped. Communication flows openly and

easily throughout its networks. Performance feedback is given on all

important

activities. The group is an inclusive environment that provides a solid web of

information, strategic actions and relations.

20

Thus personal, structural, and interpersonal patterns can be woven into

the dynamic circuitry of a group culture. Each pattern can be energy

\x13

gaining

or energy

\x13

draini

ng.

The Major Components of Group Circuitry

The real \x1cstuff\x1d of an organization\x19s culture is its personal, structural, and

interpersonal patterns. These give an organization its character, reflect its

actual values, and ensure the reproducibility of it

s efforts. These patterns

give form to its living dynamic circuitry.

The patterns are connected

by circuits of relationships and structure

that direct the flow of the group\x19s energy. Also, within this circuitry are what I

call amplifiers, which one fi

nds in any hierarchical structure. These

components impact the energy field in a holistic way. They feed the group\x19s

potential; but if they are blocked or dissipate, they can starve it. A group field

is always dynamic and emerging.

21

Amplification thro

ugh Hierarchy

Individuals or teams who wield power generate a high impact on a

group. Any system with a hierarchy, whether it\x19s a family, a team, a business,

or a nation, will amplify the character, decisions, and behaviors of those it

empowers

\x14

for bette

r or for worse.

If members\x19 behavioral patterns oppose agreed values their

amplification will cause a significant draining of group energy. So it\x19s

important to be aware of the patterns emanating from those empowered.

Often the primary dysfunctions st

emming from personal and interpersonal

patterns come from those who are amplified by hierarchy.

In other words, be aware of who

ever

gets empowered within a structure.

Even the group facilitator in a balanced structure is amplified and has a larger

influ

ence over the group. Also realize that as you develop your grassroots

community you are dealing with these three categories of patterns. It is an

important distinction that we will later use when maintaining the health of

your organization.

14

CHAPTER 2

The Optimum Grassroots Organization

Organizations are webs of participation. A core competency of any

community o

rganization involves optimizing and developing that participation.

Participation evokes a response from the heart and spirit, particularly

from volunteers

and donors

.

They

opt in and join

their colleagues in making

commitments

of time, money, and resourc

es

.

Th

is

response

gets amplified

when people come together in common unity. Applying that unified energy to

effective, strategic actions

and processes

is what makes grassroots groups so

powerful.

There are many aspects to developing this power and optim

izing your

organization. Each chapter of the book provides a piece of this holistic

approach.

Start

:

How do you begin to develop participation? What are ways to

reach out and engage your community? What are some helpful hints for the

organizer? These ar

e covered in the

\x1cNuts and Bolts\x1d of devel

oping a grassroots

organization in Chapter Three.

Focus

:

Coming together in a unified action requires a focus.

The mission

and

values, when embedded into the

culture of the organization,

unconsciously

and natur

ally shape and engage people\x19s participation in a holistic way.

T

he

more

a

group\x19s culture is based on

mission and

common values, the less the

need for rules and regulations.

The group vision can be inspiring

,

attractive

and

go to the heart

of community ne

eds or issues.

Agreeing on core values and a

mission is an inclusive process that foste

rs creativity and ownership. Effective

tools and processes are

covered in Chapter Four.

Energize

:

Some

values empower group energy and others drain energy

away. When

I

assessed successful

\x1chigh

-

energy\x1d

organizations,

I found they all

embraced six empowering core values in their structure

,

which

shape

d

the

ir

group\x19s culture. These six core

energizing

values are covered in Chapter

Five.

Leadership

:

Directors

of

success

ful grassroots community groups do not

fit

a

conventional role of \x1cleader\x1d. They are able to balance

external strategic

actions

with internal nurturance and support. It is this balanced approach that

makes the

ir

role more

like

a conductor

or

cheerleader

, r

ather

than a task

6

INTRODUCTION

Grassroots organizing

is on the rise.

Dedicated individuals are uniting

and participating in causes and initiatives arou

nd the world. Their coming

together generates a focus and group energy, that when developed properly,

holds great power and potential.

Grassroots groups come together for a br

oad range of reasons. They can

resolve growing needs in the community or support

community self

-

sufficiency.

They can bolster co

-

operative businesses or protest injustices by big

corporations and government. Grassroots groups can center on social activities,

religious matters, or personal support systems.

Regardless of the form or

cause,

these

groups have the potential to

create great change. Grassroots organizing is the principal mechanism for

changing societal systems that

no longer work or that function

poorly because

they

are corrupt

or

lack sustainability. History is filled wit

h inspiring recounts

about grassroots efforts around the world that have won freedom and justice

from oppressive governments and corporations. Providing a community network

can heal and develop local areas so they prosper, despite stress from a

faltering e

conomy. Developing grassroots groups is a way to empower people

locally to take action and achieve common goals.

Community

empowerment

does not

necessarily

require a big

commitment of time or energy. Holding meetings and following up on tasks for

even a fe

w hours a week can rid a neighborhood of crime, change repressive

laws, and establish greater community self sufficiency.

A pot luck meal before

the start of a grassroots meeting, where everyone brings a dish of food they

enjoy preparing, can produce a fea

st. One person does not need to contribute

much, yet a collective bounty always appears. This same principle applies to

initiatives where small contributions results in big change.

All grassroots groups share fundamental commonalities that can impact

th

eir success or failure. The laws of group dynamics, organizational

development, physical, social and spiritual sciences pertain to all. Application

of these sciences increases the synergistic forces at play in all community

groups and amplifies effectivene

ss, generating an environment in which people

want to participate simply because they get much more than they give.

3

Intention and Alignment

…………………………..

…….

40

Relational and Holistic

…………………………..

……….

42

Diversity and Balance

…………………………..

……….

44

Possibility and Uncertainty

…………………………..

…

46

Open and Flowing

…………………………..

…………….

48

Synergy and Love

…………………………..

…………….

50

Synergistic Emergence

…………………………..

…………………………..

…..

51

CHAPTER 6

…………………………..

…………………………..

….

52

Communication Skills

…………………………..

……………….

52

Energy Behind the Words

…………………………..

…………………………..

..

52

Whole Messages

…………………………..

…………………………..

………….

53

Listening

…………………………..

…………………………..

…………………

54

Feedback

Skills

…………………………..

…………………………..

…………..

55

CHAPTER 7

…………………………..

…………………………..

….

59

Accessing the Collective Mind

…………………………..

………

59

Interconnecting in a Holistic Web

…………………………..

……………………

60

Communication Tips to aid Collective Intel

ligence

…………………………..

….

61

Meeting tips to aid Collective Intelligence

…………………………..

…………..

63

CHAPTER 8

…………………………..

…………………………..

….

64

Handling Disruptors and Dividers: Prevention, Awareness and

Response

…………………………..

…………………………..

…

64

Preparation and Prevention

…………………………..

………………………….

65

Awareness of Disruptive Patterns

…………………………..

……………………

66

Skillful Responses

…………………………..

…………………………..

………..

67

2

Table of Contents

INTRODUCTION

…………………………..

…………………………..

.

6

CHAPTER 1

…………………………..

…………………………..

……

8

The Power of Community

…………………………..

…………….

8

The Power to Reform

…………………………..

…………………………..

………

8

The Power of Response

…………………………..

…………………………..

….

10

The Power of Celebration and Worship

…………………………..

………………

12

CHAPTER 2

…………………………..

…………………………..

….

14

The Optimum Grassroots Organization

…………………………

14

The Continuum of Organizational Structures

…………………………..

………..

16

The Dynamic Circuitry of Groups

…………………………..

…………………….

19

Amplification through Hierarchy

…………………………..

…………………….

21

CHAPTER 3

…………………………..

…………………………..

….

22

Nuts a

nd Bolts of Community Development

…………………..

22

Getting Started

…………………………..

…………………………..

…………..

22

Leadership Tips

…………………………..

…………………………..

………….

24

Community Meetings

…………………………..

…………………………..

…….

2

5

Facilitating Meetings

…………………………..

…………………………..

…….

26

Small Events that Work

…………………………..

…………………………..

….

27

CHAPTER 4

…………………………..

…………………………..

….

29

Clarify Your Cause

…………………………..

…………………..

29

Mission, Values and Intention

…………………………..

………………………..

29

Circles of Engagement

…………………………..

…………………………..

…..

32

The Power of Possibility Thinking

…………………………..

……………………

33

Clarify Your Vision and Values

…………………………..

……………………….

35

Branding an Image

…………………………..

…………………………..

……….

37

CHAPTER 5

…………………………..

…………………………..

….

39

Si

x Characteristics of Powerful Grassroots Communities

…….

39

19

The Dynamic Circuitry of Groups

To find the most direct route to develop your community, you need to

think of a grou

p or organization in terms of a diagram that displays the dynamic

circuitry of the patterns that characterize it. Imagine the schematic diagram

of an electric circuit and its components. Resistors, transistors, and amplifiers

all affect the energy in the

circuit. Likewise, with a group you need to be

aware of its major patterns and how they affect the group energy; each

primary pattern has a specific effect on the group energy field. They dissipate,

control, and amplify the energy. Without a realistic dia

gram you are likely to

find yourself short

-

circuiting your efforts

, or going down paths that lead

to

greater resistance.

A group energy field develops with the weaving of three types of

patterns: personal behavior, group structure, and interpersonal relati

ons. The

circuitry of any

sustained

group is formed by the interplay of these three

patterns.

Personal Patterns

:

Whenever people engage in group activities, they

engage their personalities, which they express in their behavioral patterns. For

example,

a person\x19s level of concern for others will be noticeable in her or his

actions. She will be a good listener or a poor one, sensitive or insensitive,

assertive or passive, skilled or unskilled. These are her personal patterns of

behavior.

Structural

Patterns:

I

n grassroots communities the need for

effectiveness, efficiency, quality and directions is evident when taking

strategic actions. Roles and responsibilities, and procedures need to be

defined. Scheduled meetings, tasks, and goals help direct th

e interactions. But

as previously discussed the structure needs to accommodate a balanced

approach to optimize community power.

Interpersonal Patterns:

Interactions within the group form interpersonal

patterns. When we interact, we begin to form opinio

ns. We might hear gossip,

hype, PR, or interpretations of peoples\x19 behavior. We start to believe certain

things about others. Stories of heroics or someone\x19s good nature affect our

perceptions of others in a positive way. We all too easily construct ne

gative

boxes around people. If enough people in a group habitually see the same

negative box around someone, then the group gets locked into a fixed

perspective. More people begin feeling the same way, and soon the mistrust is

part of your group\x19s circui

try. Even though the original gossip was false, the

interpersonal pattern becomes real.

7

Successful grassroots community development requires a range of

personal, interpersonal and organizational skills that go far beyond

recruiting a

few members, planning a protest, or taking a creative action. To have an

effect on its community a grassroots organization needs to retain talented

people, and

must also have a strategy and process for engaging the community

at large.

Grass

roots groups perform best when they adopt a holistic approach to

the wide variety of required skills and activities

such as:

conducting

factual

research, defining and instilling your groups\x19 goals and core values, developing

collaboration and teamwork, rai

sing consciousness in the community, inspiring

and mentoring others,

building a

brand imag

e

, and generating financial support

and media attention.

Owing to the increasing demands of social needs in a declining economy,

individual community groups do well

to reach out to similar or complimentary

groups for coalition building. Collaboration is often more appealing to a

funding source as an investment because they realize their contributions will

fulfill many community needs simultaneously. Visit

www.grassroute.org

for

more information on establishing a coalition in your area.

The topics and questions covered in this manual can apply to both

established groups and start

-

ups.

Frequently asked questions will be

addre

ssed, such as: How do I engage and enroll my local community? How do I

maintain participation? Is there a way to tap the power of community? How do I

prevent or handle conflict? What are the best approaches for marketing my

group? What is the optimal org

anizational form? What does it mean to be an

organizer or leader of a group? How can I fully utilize available resources? What

is the best way to run my meeting or hold an event?

The Grassroute Guide answers these questions and more. A handy

reference for

addressing the many needs and skills of grassroots organizing, this

book provides essential tools and steps to accomplish effect

ive initiatives

and

develop a thriving grassroots group. The Grassroute Guide will inspire, educate,

and empower your grassroots

efforts by

accessing

insights from leaders and

approaches of

past

successes

.

Community groups are valuable not only for what they can achieve but

also for how people feel when working with others on com

munity initiatives. A

high energy emerges when people

pull together and tap the power of

community. In these moments, we feel buoyed and uplifted by our colleagues

and companions; we’re more creative, more responsive, more engaged and

more at ease. In these moments of empowerment

,

communication and

collabora

tion flow freely and easily,

and

celebration springs forth naturally and

authentic

ally

. The energy of every individual member of a group contributes to

and merges into a collective energy, a synergistic force around which anything

seems possible

\x12

and ofte

n is.

16

The Continuum of

Organizational Structures

When group activity is formally organized, there also exists a structure,

a framework into which the group is engaged. We all seek structural order to

improve the reliability, quality, effectiveness, and efficiency of our

inte

ractions. In business, for example, structures are usually quite concrete, as

we are brought into formal relationship with people who were previously

strangers. Ideally, business structure is not simply a division of labor; but is an

integration of labor

and roles into one coherent whole. Organizational charts,

scheduled meetings, tasks, and goals help direct the interactions.

In contrast, group structures can also be informal and subtle. For

example, think of the structure of the family evening meal,

or a church social.

There can be subtle structures within a formal structure. Without structure

any family, team, organization, or community would spin out its energy like a

centrifuge without containment.

A wide variety of organizations and communities e

xist, each having a

structure that can be displayed along a continuum, from strict control and

compartmentalization to absence of control and little discernable structure. On

one end are organizations with a hierarchy with a tight command and control

struc

ture directed by a leader. The image of an upright pyramid depicts the

dissemination of authority. Tasks are divided into pieces and assigned down the

pyramid, while only the leader knows the big picture and how it all works. In

this far end of the spectru

m there are no personal concerns, just the task at

hand.

On the other end of this spectrum are collectives whose structure is very

flat, with no acknowledged leadership. What guides the group are the

spontaneous decisions the group makes. The concerns for

the well being of

others and relationships within the collective, become the priority over tasks.

Collectives and hierarchies each have advantages and disadvantages. In

a collective environment, for example, people can assume greater

responsibility, prod

uce greater engagement and have ownership of the decision

making process. In these environments there needs to be a high level of trust

and respect. The challenge is that decision making processes can be slow and

cumbersome

,

requiring time for the

co

-

crea

tion and group ownership

of

concepts, strategies

and action plan

s

. In addition

,

relationships are paramount

and personal processing may prevent or prolong the accomplishments of tasks.

In contrast, if quick response is required, hierarchies can be very u

seful.

Under a hierarchical system components are broken into parts where separate

teams take on different aspects created

and administrated

by the top of the