[This is the first post in a series on 1-on-1 conversations. Sign up for email notifications at the bottom of this page or follow me on Twitter to see follow-up posts on this topic.]
The 1-on-1 organizing conversation is the heart of grassroots organizing. I’d go so far as to claim that if someone is trying to organize but is not using 1-on-1s, they probably are going to fail or at the very least will not be building towards success in the long-term. In my own personal estimation, it’s not even organizing if it doesn’t center 1-on-1s because 1-on-1s are where deep relationships form that are the foundation for building grassroots power.
How 1-on-1s are done differs somewhat across different organizing traditions and domains, but the core elements of 1-on-1s in each tradition are largely the same. Many of these techniques were developed in labor organizing but are just as commonly used today in community organizing as well.
As a basic definition, 1-on-1 organizing conversations are talks you have with someone to 1) build a relationship of trust, 2) identify common grievances and interests, and 3) move with them from a place of inaction to one of action.
Much of organizing is about getting the right information to the right people at the right time. The right information at the wrong time or for the wrong person is one of the most prevalent missteps rookie organizers make. Trying to explain what socialism is to your coworker before you’ve had the chance to talk about your working conditions and grievances is a mistake because often they’re more worried about paying their rent or avoiding their micro-managing boss and they’ll wonder why you’re talking about all this abstract stuff. Learning when to say what and how is about organizing the abstract ideas and information in your head and then putting those into the practice of organizing with real people.
Nowhere is the delicacy of information more important than in meetings. A meeting is getting people together to discuss and plan, essentially putting information together in useful combinations to move the group towards its goals. Novice organizers treat meetings as places where people get together and slap information together by putting together an agenda at the last minute, taking half-assed notes, wrongly assuming that everyone in the meeting has the proper context for what’s being talked about, and getting pulled into tangential debates. I’ve participated in and facilitated my fair share of these kinds of meetings. Bad meetings are a volcanic mess, with information splashing and exploding all around the room without any coherent logic to it. Good meetings are intricate fountains of highly structured information cascading through people’s heads, maximizing everyone’s participation, and moving the organization forward.
This blog post is as much a nuts-and-bolts guide for how to plan and run organizing meetings (thus it can be very detail-oriented in places) as it is an analysis of what makes organizing meetings good.
When I was in college my small radical book club was organizing a screening of The Take, a documentary about the Argentinian reclaimed factory movement where workers began seizing factories that companies had abandoned and running them as their own. The book club was hoping to find other radicals or radical-curious people on campus who would want to check us out. I spent a few hours designing a flyer and an entire afternoon posting them on every dorm building, department, and office event board on campus (it was a big school). I was new to radical politics at the time and thought the ideas described in the flyer would bring people out because how could anyone not be as excited about this stuff as I was?
It turns out I was wrong. Only one person not already in the book club showed up, and he left about 20 minutes into the screening. I learned a hard lesson about reaching people and getting them out to an event, and I’ve seen the same thing happen to myself and others dozens of times.
Most effective event turnout, as with organizing in general, happens beneath the surface. As a novice, I would just see an email about an event and then see 100 people show up and assume outreach was as easy as pie. What took me a long time to figure out is that good event outreach requires an immense amount of intention, effort, and learned skills.