Manipulation and Trust in Organizing

[This post is part of a series on 1-on-1 organizing conversations.]

Introduction

For people new to organizing it can feel like it’s about tricking people or manipulating them or guiding them to the correct place. People who shy away from organizing because of this have a healthy response to perceived manipulation. However, I think organizing that is sincere and empowering isn’t about manipulation at all and is just the opposite. Learning this distinction between empowerment and manipulation is of essential importance in organizing, both to be able to detect it in others and in your own efforts.

The reason people often say that organizing feels manipulative is that you have a goal in your interactions with other people. This is a key tension, and how you navigate this tension determines whether you respect someone’s agency and explore it with them or whether you try to use them as a pawn in your own desire to advance your activism. In short, empowerment vs. manipulation.

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Organizing Is Not about Getting People to Agree with Radical Ideas

[This post is part of a series on 1-on-1 organizing conversations.]

Intro

There is one misconception in organizing, especially workplace organizing, that is responsible for more confusion and dead ends than any other. It manifests itself in many ways, but it boils down to this: “The way I was radicalized and got involved in organizing is the way everyone is radicalized and gets involved in organizing.”

Most commonly, people new to organizing and radical politics try to show others their own new ideas, when really those same ideas will refract very differently depending on others’ very different experiences. Most often, people don’t immediately cling to the ideas you cling to. This often leads new organizers to become exasperated and confused, “Why does no one else get radicalized when I show them the things that radicalized me?”

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Workplace Conditions that Set the Pace of Organizing on the Job

Political organizing can sometimes feel like going over a waterfall. Things move too fast and there’s a hundred things running through your mind. This is the kind of organizing we’re often told stories about in media and which many of us try to emulate, consciously or not. Other times organizing can feel like sailing across the ocean with only the faintest breeze. You think through every possibility of how to speed things up but the situation dictates that you take a more steady approach.

I’ve had more than a few unflattering stray thoughts comparing the slow pace of organizing at my work with the pace of organizing at other people’s workplaces. But if your organizing isn’t the spitting image of impending revolution, that’s actually ok. If you’re putting in the effort and seeing progress, even if slow, your organizing can be as valuable as any other organizing.

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Solidarity Unionism and Dual Carding: A Primer

[This piece was originally written for Regeneration Magazine.]

There’s a dissonance at the heart of the labor movement. On the one hand, contemporary labor unions were built on the back of militant worker struggle. For example, the massive strikes of the 1930s built the backbone of the present-day AFL-CIO. Any particular long-standing union, if you go far enough back in its history, you’ll find strikes that made the union. On the other hand, the labor movement of the present has been in retreat for decades, in large part aided by the passivity and cowardice of union officials and staff who have preferred to make concessionary deals and shy away from direct confrontation.

This dissonance expresses itself most when workers in a unionized workplace want to fight for better treatment and pay but the union leadership itself is either urging compromise with employers or is just ignoring the workers altogether. What are workers in these settings supposed to do? Some fellow workers and organizers of mine have developed the idea of a spectrum of organizing models for how to relate to your mainstream union, which I’m borrowing and putting my own spin on here.

With left groups on the rise across the country, there’s a hunger for ideas about how to relate our new formations to existing ones. While the dichotomy of working within the system versus working outside of it is a helpful starting point, as an ending point it erases an array of strategic options that fall in between. With the assumed goal of doing grassroots, action-oriented workplace organizing, this piece draws out a range of organizing models of how to relate to mainstream unions and factors that might help you choose between them. This article will provide information to help choose the organizing model that best facilitates the kind of workplace organizing given the particular conditions.

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The Anatomy of Organizing, Part II

Anatomy of Organizing image

(See Part I here.)

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Great organizing is as rare as it is complex. To get all the parts operating at their best in a constantly changing environment against dominant social norms, thick wallets, and the combined state forces of politicians, courts, and the police is as at least as remarkable as humanity’s other great achievements.

In Part I, I covered the defining bare essentials of organizing: outreach and skills development, democracy, and direct action. Here, I cover a set of secondary organizing features that nonetheless are indispensable to great organizing.

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