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.