Movement Strategy Center

Movement Building 101 Packet

CSTI Movement Building 101 Workshop Packet Table of Contents • • • • • • • • • • MSC: What we Do SCS Framework Approaches to Change Movement Building Definitions Sustainablity Principles Movement Building Vehicles Collaboration Principles Collaboration Principles Worksheet Strategy Arrow Worldview, Vision and Values Definitions Blank Worksheet Relationship Between Levels of Strategy Defintions Worksheet Right-Wing Handouts Radical Right Right-Wing Education

© MSC 2007

Movement Strategy Center

What We Do

VEMEN O
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alliance building

O LAB RATIV L

T
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spirit in motion

field building
movement sector intensive

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T E GI C RA

SUSTAINAB L

organizational development

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MSC helps build a more sustainable movement by supporting ways of working that embody the vision we are trying to create in the world. By implementing wellness practices that align with our core values, we prevent burnout and help groups create greater impact over the longterm.
© MSC 2007

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MSC helps build a more collaborative movement by increasing the ablity to work together toward a comon vision, while honoring difference and building lasting relationships. We support organizations and individuals to play leadership roles and grow the collective power of their secto or alliance MSC helps build a more strategic movement through pro-active, long-term planning that aligns groups’ core values with a broader movement vision. We support groups to ground their strategy and vision in their specific role of current conditions.

Movement Strategy Center

Movement Building Framework

The Movement Strategy Center brings a cohesive plan to strengthen and build the progressive social justice movement. We do this by supporting individuals, organizations, alliances and sectors to be more strategic, collaborative and sustainable.

Strategic Individuals Organizations Alliances Sector Movement
© MSC 2007

Collaborative

Sustainable

Movement Strategy Center

Movement Building: Approaches to Change

Movement Building requires that we shift the way we approach change.This means we need to focus on making a cultural shift as well as structural shifts. The following illustrates some of the key changes we need to make in how we work.

Past Approaches
Short Term Goals and Plans

Emerging Approaches
Long Term Goals and Plans

Reactive

Proactive

Problem and Issue Focused

Solution and Value Focused

Organization Focused

Movement Focused

Divided by Geography, Issue, Sector, Approach, and Ideology; Disorganized within Sectors

United within Sector and Broad Unity accross Sectors, Geography, and Approach

© MSC 2007

Movement Strategy Center

Movement Building: Definitions

Social Movements

A Social movement is collective action in which the population is educated and mobilized to challenge the power holders and the whole society, in order to redress social problems of grievences and restore critical social values. A social movement may span a period of years or decades. Social movements are the only way to fundementally transform society. Effective Social Movements have: • • • Clear long term goals A clear plan to win these goals The patience and commitment to see this plan through over the long haul

Movement Building

Movement Building includes a fully active social movement and the process of building one, which can take decades. The following are 3 key principles about movement building. MB is Developmental. It happens over time, each piece building on the other. MB is Dependent on Opportunity and Conditions. MB means moving towards opportunities and building momentum, even when the conditions are not right for the spark of a social movement. Social movements are dependent on ripe conditions; Movement Building is dependent on seizing opportunities to build momentum and readiness. MB can happen at any point in time. The high point of active social movements is different from movement building. “High points” aren’t that common. We can be movement builders at any point in time and in any conditions.

© MSC 2007

Movement Strategy Center

Movement Building 101 Packet

Sustainability Tools

© MSC 2007

Movement Strategy Center

Levels of Sustainablity

Movement Strategy Center builds movement sustainablity at several different levels: individual, organizational, alliance and movement. MSC’s Spirit in Motion program helps organizers integrate mind, body, and spirit, connect to our purpose, build awareness of what sustains us and build a practice towards that. The following are working definitions for how we think about each level of sustainablity. • Individual sustainability: connecting to our purpose, acting from core power, building selfawareness, self-care, cultivating a practice that builds energy • Organizational sustainability: taking care of each other, bringing our full selves to our organizations, resolving & dealing with conflict, fundraising from a field-building perspective, clarifying organizational niche • Alliance sustainability: division of labor & roles that complement each other, win-win approach to alliance-building, abundance model, protocols for dealing with conflict, clear fundraising protocols, clear decision-making process • Movement sustainability: shared vision & values, clear understanding of movement-building process & roles, developmental approach to movement-building, critical mass, momentum

© MSC 2007

Movement Strategy Center

Movement Building 101 Packet

Collaboration Tools

© MSC 2007

Movement Strategy Center

Movement Building: Definitions

Strategic Alliances

While there is no single formula for alliance building, there are some key steps and principles that make alliances more successful. When alliance builders combine these guidelines with their own creativity and intuition, they tap into the art and science of strategic and sustainable collaboration. The following are four key principles that MSC has identified. These hold true wheterh you are building a strategic alliance, coalition, or network. Successful alliances need: • Clear Purpose: clearly articulated vision, values, and goals • Engaged Leadership: a lead organziation that maintains the group’s vision and purpose, and facilitates others’ leadership and engagement

Single-Issue Coaltions

Networks

• Clear Strategy: a plan for how to use the alliance as a movement building vehicle to complement and strengthen the work of the organizations in it • Transparent “Rules of the Game”: clear roles, structure, and communication, including a processs for preventing, working with and resolving conflict

© MSC 2007

Movement Strategy Center

Collaboration Principles Worksheet
Vehicles for Cross-Movement Collaboration

Organizations

Networks

Single-Issue Coalitions

Strategic Alliances

An organization is any formal or informal group of people who meet consistently over time for a common purpose. Organizations include a wide range of groups, such as: 501(c)3 nonprofit organizations, political parties, affinity groups, “kitchen table” organizing groups, student clubs, artist collectives, etc. Organizations use a wide variety of movement-building strategies, but a common function is to connect and organize individuals within a movement.

A network is a loose structure through which member organizations and individuals share resources and information over time. Networks can help a broad group of people and organizations create a shared identity; they also provide a space for mutual support between those who share a common movement-building role or interest.

A coalition is a vehicle that helps individuals and organizations address a particular issue, often through a joint campaign. Because of their narrow focus, coalitions can include members who have widely different political beliefs, values, and visions, but who agree on the particular issue at hand. Coalitions are generally goal-focused and time-limited: once they have achieved their goal, they disband.

A strategic alliance: • Builds ongoing relationships between a set of organizations that share common long term vision, strategy, and goals within a movement • Articulates and advances a multi-year movement strategy • Incubates and aligns key movement building organizations as part of its strategy, and • Provides space for networking within a sector

© MSC 2007

Movement Strategy Center
Reflection Activity

Collaboration Principles Worksheet

Using the boxes below, first identify which vehicle best represents the organizing or movement-building project you named earlier today. Put a mark or circle next to that box. Then in the open space, write down which alliance building principles would have contributed to the success of this group and why.

Vehicles for Cross-Movement Collaboration Organizations Networks Single-Issue Coalitions Strategic Alliances

© MSC 2007

Movement Strategy Center

Movement Building 101 Packet

Strategy Tools

© MSC 2007

Movement Strategy Center

Strategy Arrow

Strategy is the plan for how to get from your current conditions to your vision of a better world. It asks us three basic questions: Where are we now? Where do we want to go? How will we get there?

Assesment of Current Conditions

Strategy

Vision for a Better World

1
Where are we now?
• • What are the key problems in the community? What are the root causes of those problems?

3
How will we get there?
• What will it take to get from current conditions to our vision for a better world? How does your strategy impact your root causes? How does your strategy align with your values?

2
Where do we want to go?
• • What are the long-term changes you would like to see? What core values are at the root of your vision?

• •

© MSC 2007

Movement Strategy Center

Definitions: World View, Vision , Values

Values Long-term Vision
Beliefs about what standards and principles are important.

Intermediate Goals
Major structural changes in the system that move you closer to creating the world you want to see.

The vision for how you want the world to be.

Short-term Goals
Significant victories that address urgent needs, promote your values and worldview and lay the groundwork for structural changes in the larger system.

Strategies
The methods you use to build the power needed to achieve your goals.

Worldview
Assumptions, values, and beliefs about how the world works.

© MSC 2007

Movement Strategy Center

Movement Strategy: World View, Vision , Values

Values Long-term Vision Intermediate Goals

Short-term Goals

Strategies

Worldview

© MSC 2007

Movement Strategy Center

Levels of Strategy

Movement Sector
A plan for how a sector (i.e. multiple groups and alliances focused on a single issue) makes change on that issue over time in the whole society. A plan for how a broad-based, multi-sector social movement transforms the fundemental systems in a society so it reflects the movement’s values, vision and worldview.

Alliance
A group of organization’s plan for how to create social change, through collaboratively working together over a long period of time.

Organization
A single organization’s plan for how to make change, focusing on the organization’s role in the change process.

Individual
Personal ideas about how change happens and the roles you play in the process Example: I-MAP

Example: An organization’s strategic plan

Example: An alliance’s strategic plan

Example: Sector Initiatives (Living Wage)

Example: Movement Strategy (South Africa Antiaparthied Struggle)

© MSC 2007

Movement Strategy Center

Levels of Strategy: Worksheet

Movement Sector

Alliance

Organization

Individual

© MSC 2007

Movement Strategy Center

The Right Wing: Worldview, Vision and Values

Values
Competition Profit-making

2 Long-term Vision 5 Intermediate Goals 4 Short-term Goals
Implement TAX RELIEF policies that cut funding for public services like education and throw them into crisis. Weaken the power of unions and communities to protect the public system through vouchers, charters, and removal of local control. Privatize the Public System by portraying the crisis created as proof that public systems don’t work and market systems work better. A world where the poor serve the rich, government is small and markets and corporations are large.

3

Strategies
Build the power to shape national fiscal policy.

1 Worldview
Core Belief: Markets are the most efficent tool to organize society and run institutions

© MSC 2007

Movement Strategy Center

The Right Wing Education Agenda

Values Long-term Vision
• • Markets are good, government is bad. The superior should rule over the inferior. (Racism, Sesism, Ablism) Individualism Competition Survival of the fittest • Gut the public school system through proliferation of charter schools and vouchers Promote individual accountablity for student success through testing systems Criminalize students of color with zerotolerance Track students into college, low-wage jobs, military and prision tracks •

Intermediate Goals
• Fully privatized school system where church and state are not separated Teachers’ unioins have no power

A world where the poor serve the rich, and the weak serve the strong

• • •

Short-term Goals

Strategies
• Take control of the government, media, economy and military Build electoral power Invest in ideas and ideology Take control of the media to communicate ideas Organize people Divide and destroy your enemies • •

Worldview
Core Belief: Markets are the most efficent tool to organize society and run institutions

• • •

• •

© MSC 2007