Developing an effective organising strategy that makes change

What is the problem that is bothering us

so much that we want to make change?
E.g. Poverty in our community.
Can we break that problem down into a
more tangible and manageable issue
that we can deal with? E.g. Low wages
Can we think of a creative and realistic
solution to that problem? E.g. A Living
Wage (calculated by academics).
Is the change we want both worthwhile
and winnable? E.g. Living Wage has
given £33 million extra to some of the
poorest people in London.
Who is our target? Who is the one  Who specifically would be your target within this organisation?
person who has the power to make the
change? What research do we need to
do to work this out?  What do you think they are interested in? (do some research on them)
E.g. Sir John Bond, chairman of HSBC
who were paying poverty wages to
cleaners  What might be our carrot to use in getting them to negotiation? (What can
we offer that will appeal?)

 What's our stick? (What power do we have that we can use?)

What action is needed for us to get into

negotiation with our target, and how
can we appeal to their self-interest? E.g.
Bought shares and interrupted HSBC
shareholder meeting
Are there any political, economic, social,
technological, local, national or
international factors that will have an
impact on the campaign? E.g. Extremely
wealthy banks in Canary Wharf next to
the poorest communities in London.
How powerful are we? Who else do we
need to join us to make us powerful
enough to make the change?
E.g. Broad-based community alliance –
London CITIZENS – across churches,
mosques, schools, trade unions etc.
Do we have a small team that is
prepared to commit time and resources
to this campaign?
Maxims of Community Organising
The universals of community organising are principles and guidelines which underpin the way Broad-
based Organisations secure victories. They show how community organising is essentially pragmatic:
it has an understanding of the way the world works – and the way, therefore, to secure change.
There is no established canon of principles, but you’ll regularly come across the following.

1. Never do for others what they can do themselves. This ‘iron rule’ of organising fits well with
the principle of subsidiarity. Community organising enables people to find their power and
to practise it.
2. All change comes about as a result of threat or pressure. Whether in the market or the
state, change is usually resisted, which is why pressure is necessary.
3. You cannot negotiate until you have the power to compel negotiations. To negotiate
politically you must first be recognised. You gain recognition by exercising power in some
way.
4. The action is in the reaction. The purpose of action is to bring about change.
5. Break down problem into issues. An issue is effectively a slice of a problem that can be
worked on. Choose something achievable to generate a sense of success.
6. Power precedes programme. In deciding what issue to work on, a citizens’ organisation may
choose something winnable and achievable, especially when starting out, in order to
increase its power and gain recognition. Once these are achieved, the more important issues
can be tackled.
7. Action is to organisation as oxygen is to the body. The purpose of action is to build power.
It gives a direct experience of politics. Too many actions can wear an organisation out; on
the other hand, too much relationship-building without action will cause frustration.
8. Personalise and polarise. Find out who has the power to say ‘yes’ and target them.
9. No permanent enemies, no permanent friends. A corollary to the previous one. Once victory
has been achieved, the personalised target can become a friend to the organisation, to be
recognised and rewarded in assemblies. But the relationship shouldn’t become so cosy that
the friend cannot again be a target.
10. Change means movement; movement means friction; friction means heat; heat means
controversy & conflict. Living with tension is key to success.
11. Power is never conceded, only taken. You don’t beg; you ask (nicely). And if you don’t get
what you want, act.
12. Make your enemy live up to their rule book. The most effective actions hold up a mirror to
an organisation’s own values.
13. The most effective action occurs within the experience of your people, and outside that of
you target. Christmas carols in an art gallery, serving teas and coffees outside an
immigration centre – such irruptions of humanity in a soulless environment are testimony to
a citizen organisation’s values, and can be deeply disconcerting.
 14. What drags on for too long becomes a drag. Short, clear campaigns and actions with clear
beginnings and end are best of all.

What is the big problem?

What is an issue caused by this problem? What is an issue caused by this problem? What is an issue caused by this problem?

Plot the issues on the worthwhile/winnable axis below:

Winnable

Worthwhile