Grassroute Guide Preview
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
What we learned from Paul produced dramatic breakthroughs. Our team is now unified and filled with enthusiasm. Paul got us working in sync, which creates a passion the community can feel. When you put that passion to work it's amazing what a group can do. Ron L, L.A., CA