Editing Community Organizing

<span id="logos-community-organization"></span>
= Logos Community Organizing =

<span id="first-impressions"></span>
== First Impressions ==

First impressions matter immensely in open source projects. When potential contributors visit the for the first time, they form quick judgments about its professionalism, activity level, and whether it’s worth their time. A well-organized, '''authentic''' yet visually appealing project homepage serves as your project’s face to the world and can make the difference between someone getting involved or moving on.

The project homepage should prominently display our mission statement, open source license and how to contribute. The mission statement helps visitors quickly understand what problem your project solves and whether it aligns with their interests. Being upfront about licensing shows transparency and showing the emphasis on people helps would-be contributors understand they are welcome and where to go. This clarity is especially important for attracting contributors who care deeply about our values.

The concept of “hacktivation energy” - the effort required for someone to make their first contribution - is crucial. The lower this barrier, the more likely we are able to convert interested visitors into active participants. Provide clear documentation on how to get started, what help is needed, and where to find key resources. Make it obvious how someone can contribute, whether through code, documentation, testing, or other means.

Your project should embody the collaborative spirit of open source through tools like wikis that enable community participation. Focus heavily on the human aspects - showcase your community members, highlight different ways to get involved, and maintain authenticity in all communications. An open source project is ultimately about people working together, not just code.

Infact the community ''is'' the product a maximum 50% of attention should be given to the product on the landing page.

<span id="hacktivation-energy"></span>
=== Hacktivation Energy ===

Every project has what can be called a “hacktivation energy barrier” - the amount of effort and time a newcomer must invest before they can start making meaningful contributions. Just as chemical reactions require an initial energy input to get started, potential contributors need to overcome certain barriers before they can effectively participate in the project. This includes understanding the codebase, development practices, communication channels, and community norms.

The lower this hacktivation energy barrier, the more likely it is that new contributors will successfully join and remain active in the project. Projects with high hacktivation energy - for example, those with complex build processes, poor documentation, or unclear contribution guidelines - often struggle to attract and retain new contributors. Even highly motivated newcomers may become discouraged and leave if they cannot make progress after investing significant time.

Successful projects actively work to reduce their hacktivation energy barrier through several key practices: maintaining clear, comprehensive documentation; providing easy-to-follow setup instructions; marking “good first issues” that are appropriate for newcomers; offering mentorship; and fostering a welcoming environment where questions are encouraged. The goal is not to eliminate all barriers - some complexity is inherent in any non-trivial project - but rather to ensure the initial effort required is proportional to the value of the contribution and that newcomers can see a clear path to making their first meaningful contribution.

Core contributors should regularly examine their project through the eyes of a newcomer to identify and address unnecessary friction points that raise the hacktivation energy barrier. This might involve streamlining development setup, improving documentation, or breaking down complex tasks into more approachable pieces. Remember that what seems obvious to experienced contributors may be a significant obstacle for newcomers.

<span id="the-movement-as-an-occupational-community"></span>
== The Movement as an Occupational Community ==

A movement or online community can be viewed as an Occupational Community.

An occupational community forms when members of a profession develop a shared sense of identity, values, and practices that extend beyond just their work activities. In the context of free and open source software (F/OSS), developers have formed a unique occupational community that exists primarily in virtual spaces. Like other occupational communities, F/OSS developers build networks with fellow members to find job opportunities, learn specialized development techniques, stay current with technical advancements, and socialize through online channels like chat rooms and mailing lists. What makes the F/OSS occupational community distinctive is that it emerged from an ideological foundation - the free software movement - and operates mainly through virtual collaboration rather than physical proximity. Members share common beliefs about software freedom while developing their own systems of values and rules that govern their virtual communities (perhaps you can see how a virtual community could establish a virtual state).

The Occupational Community Model can be described as: - involvement in and identify with work; - inclusiveness of work; and - isolation from the rest of society.

The survivability of a community and their projects increases as the occupational community grows larger. Therefore it is critical for the projects that we focus on community growth.

Whether and how a software ecosystem successfully evolves over time depends to a large extent on the activeness and interaction of its community participants. Participant turnover and abandonment pose important threats with respect to knowledge loss and resources and time to familiarise new members.

Participants have a higher probability of abandoning an ecosystem when they: (1) do not communicate with other participants; (2) do not have a very strong social and technical activity intensity; (3) communicate or contirbute(commit) less frequently; and (4) do not communicate or contribute(commit) for a longer period of time.

<span id="transitioning-from-cathedral-to-bazaar"></span>
== Transitioning from Cathedral to Bazaar ==

The reader should be familiar with “The Cathedral and the Bazaar: Musings on Linux and Open Source by an Accidental Revolutionary” by Eric S. Raymond.

The transition from a Cathedral to Bazaar is a critical milestone that can determine the long-term success and sustainability of open source projects. While projects can remain successful in the Cathedral phase with a small core team, transitioning to a Bazaar model with a larger community offers significant advantages - from incorporating diverse user feedback to ensuring project sustainability beyond reliance on individual contributors.

Successful open source projects typically start in a Cathedral phase with closed development by a small group, but must actively work to transition to a Bazaar phase to achieve broader adoption and community growth. This transition requires specific actions from core contributors and careful timing. The prototype needs to be functional enough to attract volunteers while still having clear opportunities for meaningful contributions.

Several critical factors enable a successful Cathedral-to-Bazaar transition:

* Core contributors must actively create new directions and modularize their projects that give new contributors clear avenues for participation. Studies show new contributors strongly prefer to work on adding new features and modules that are limited in scope (and therefore easy to understand and contribute to). Large projects are often inpenetrable and represent a barrier for Newcomers.
* The project must reach an appropriate maturity level - functional enough to be useful but with sufficient room for improvement. Projects that are too basic or too complete struggle to attract contributors.
* Core contributors need to implement proper onboarding processes and actively foster community participation through documentation, mentoring, and engagement.
* The project should maintain openness to external contributions while ensuring quality through proper review processes. Too much restriction can inhibit growth while too little can harm quality.
* Core contributors must be willing to transition from direct development to community management roles, focusing on reviewing contributions and guiding project direction.

Projects that fail to make this transition often remain limited in scope and face sustainability risks from relying on a small contributor base. In contrast, projects that successfully transition to a Bazaar phase show sustained growth in both contributor base and project scope over time. The empirical evidence demonstrates that actively pursuing and properly managing this transition is vital for projects aiming to build thriving, sustainable communities.

<span id="types-of-contributors"></span>
=== Types of Contributors ===

Participation in online communities tends to manifest as a long-tail distribution; a tiny, active minority produces most of the content while the majority of community members produces very little individually. For example, the most active 0.1% of contributors produce nearly half of Wikipedia’s value, and the English Wikipedia’s consumers outnumber producers by 10,000 to 1.

* '''Peripheral''' contributors, aka “lurkers” are often Users and predominantly consume the community projects, they may contribute only once or irregularly and have shorter-term involvement. While they make up the majority of contributors, they account for a smaller portion of total community activity.
* '''Newcomers''' are contributors who have recently joined the ecosystem and are still learning the community norms, practices and codebase. They often start with smaller contributions as they build up experience. Proper onboarding and mentoring of Newcomers is critical for ecosystem sustainability.
* '''Core contributors''' are those with substantial and long-term involvement in the ecosystem. They make frequent contributions, work across multiple projects, and are responsible for the majority of community effort. Core contributors typically have both high intensity (many commits to important projects) and spread (contributions across many projects).
* '''Mentors''' are experienced contributors (often core contributors) who help guide and support Newcomers. They play a vital role in knowledge transfer, maintaining community practices, and helping new developers become productive contributors. Good mentorship increases contributor retention and helps grow the community.

<span id="institutional-arrangement"></span>
=== Institutional Arrangement ===

There are seven key institutional arrangements that shape open source projects:

# Project governance and decision-making processes
# Community sponsorship and support structures
# License terms and restrictions
# Systems for recognizing and rewarding contributions
# Development infrastructure and tooling
# Technical architecture and codebase organization
# Social dynamics and technical practices specific to the community

It’s important to note that institutional priorities can sometimes work against the core values and motivations that drive individual contributors. This typically happens when institutions focus too narrowly on external metrics and rewards (like maximizing commercial gains) while neglecting the intrinsic motivations that sustain long-term participation (such as technical excellence, craftsmanship, and the joy of creating something valuable). When institutional goals and contributor motivations become misaligned in this way, it can lead to disengagement and demoralization within the community.

It is important for those in the management of the institution to be aware of this and maintain a healthy balance.

<span id="design-and-implement-community-engagement-and-onboarding-strategies"></span>
=== Design and Implement Community Engagement and Onboarding Strategies ===

Building bridges to other communities is essential for growing the project’s contributor base. While we may start with a small core group, sustainable growth requires actively reaching out to adjacent communities and creating clear pathways for new contributors to get involved.

First, identify communities that have natural overlaps with your project - these could be users of similar tools, developers working in related domains, or groups interested in the problems. Identify where these communities gather, whether that’s social platforms like Mastodon, X.com, Lemmy, Reddit, Farcaster &amp; Nostr. The goal is not to aggressively recruit, but rather to become a genuine participant in these spaces, sharing knowledge and building relationships.

Once you’ve established connections with other communities, create explicit onboarding paths tailored to different types of potential contributors. Document exactly how someone can go from being interested to making their first contribution, whether that’s fixing a bug, improving documentation, or helping with translations. Break down the process into clear, manageable steps - from setting up a development environment to submitting their first pull request. The more specific and welcoming these instructions are, the more likely newcomers are to successfully make the transition from observer to contributor.

Different communities have different norms and expectations. What works for attracting contributors from one community may not work for another. Be prepared to adapt your outreach and onboarding approaches based on the specific community you’re connecting with, while staying true to your project’s own values and standards. The goal is to create bridges that benefit both communities through meaningful collaboration.

Onboarding Strategies MUST have a clear purpose, be as frictionless as possible (see Barriers) and reduce the hacktivation energy and have a clear understanding of how it increases motivations to contribute.

<span id="understanding-motivations-for-contribution"></span>
=== Understanding Motivations for Contribution ===

Enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver. The user need for intellectual stimulation derived from practicing their craft, and improving skills are top motivators for project participation.

* '''Altruism''' is an intrinsic motivation in which one seeks to increase the welfare of others. It is the personal disposition at the opposite pole from welfare of others. It is the personal disposition at the opposite pole from selfishness—doing.
* '''Community Identification''' is a variant of altruism corresponds to Maslow’s needs for belonging and love. A particpant may identify themselves as members of the community. If successful, this can establish obligation/community based intrinsic motivations.
* '''Future Rewards''' A participant may view participation as an investment from which they will obtain future returns.
* '''Self-Marketing''' Participants may regard working for the projects as an effective way to demonstrate their capabilities and skills. Their achievements in way to demonstrate their capabilities and skills. Their achievements in open-source projects can be used to reinforce their.
* '''Peer Recognition''' Peer recognition derives from the desire for fame and esteem, which is also associated with Future Rewards and Community Identification.
* '''Personal Needs''' As the history of open-source software shows, open-source projects are often initiated because a programmer has a personal need for a certain kind of initiated because a programmer has a personal need for a certain kind of software.
* '''Ideology, Morality &amp; Values''' Related to Community Identification. Ideology, Morality &amp; Values motivates people to act, social movements that confront the establishment of the software industry on ideological grounds. See Moody’s “Rebel Code” (2001). Virtues like honesty, truthfulness, trustworthiness, justice, courage, loyalty, benevolence, should be embedded &amp; exemplified. Self-identification with the ideology, morality &amp; values become the basis for establishing extended kinship ties - ultimately leading to community identification, which in turns acts as a driver to participate in community projects.

For example, the ideology of the free software movement continues to be one of the factors which mobilize people to contribute to free and open source software development.
Read “Character Strengths &amp; Virtue Ethics”

* '''Compensation''' A long-term contributor may receive compensation, this motives cover desires for social rewards such as money, power, authority, good reputation and job stability. A minority of contributors are paid to participate in F/OSS projects, according to “Why Hackers Do What They Do”, 87% of all respondents reported receiving no direct payments from the core foundation, this represents a failure.

Individuals may join for a variety of reasons, and no one reason tends to dominate the community or cause people to make distinct choices in beliefs. These findings are consistent with collective action research, where group heterogeneity (in motivations) is considered an important trait of successful movements (Marwell and Oliver 1993).

The significant determinants of hours per week dedicated to projects were (in order of magnitude of impact): - enjoyment-related intrinsic motivations in the form of a sense of creativity. - extrinsic motivations in form of payment. - obligation/community-related intrinsic motivations.

The effort expended is substantial. As a performance indicator benchmark, individuals should on average contribute 14 hours per week.

All processes and strategies should clearly define how they contribute to (and increase) motivations.

<span id="build-reputation"></span>
=== Build Reputation ===

Reputation is a critical motivator and success factor in open source communities. Research shows that both social interactions and individual contributions are key determinants of a developer’s reputation.

The reputation system should balance both technical contributions and social interactions, as both are essential for community health. However, reputation disparity within project teams should be managed carefully, as large differences in reputation can potentially limit participation from newer members and negatively impact collaboration.

In F/OSS Communities, the key determinants for reputation are:
'''Coding Quality''' The quality of a developer’s contributions, measured through user ratings and project success, has a significant positive impact on reputation building. High-quality contributions that are well-received by the community help developers inherit positive recognition from their previous work.

'''Consistent Commitment''' Stability and reliability in contribution patterns positively affects reputation. High variability in monthly contributions can negatively impact reputation building. Contributors should aim for sustained, regular participation rather than sporadic bursts of activity.

'''Community Experience''' The length of time actively participating in the community correlates positively with reputation. More months of active contribution helps build stronger reputation scores.

'''Collaboration Experience''' Working with diverse peers across different projects helps build reputation. The number of different collaborators a developer works with has a positive impact on their standing in the community.

Enable recognition of reputation by:
'''Track Quality Metrics'''
* Monitor user ratings of contributions
* Measure project success metrics
* Track consistency of participation

'''Enable Peer Recognition'''
* Allow community members to acknowledge valuable contributions
* Implement visible reputation scores (i.e leaderboard, announcements, social media posts)
* Create mechanisms for peer evaluation

'''Foster Collaboration'''
* Encourage participation across multiple projects
* Create opportunities for peer interaction
* Support mentorship relationships

'''Maintain Transparency'''
* Make reputation metrics visible and understandable
* Provide clear paths for reputation building
* Document contribution impact

<span id="establish-a-gifting-economy"></span>
=== Establish a ‘Gifting’ Economy ===

Gift-giving serves as a fundamental organizing principle in F/OSS communities, creating and maintaining social relationships, power dynamics, and quality standards. Unlike traditional economic exchanges, F/OSS gift economies operate on reputation, recognition, and social status derived from contributions rather than monetary value.

The gift economy in F/OSS creates a self-reinforcing cycle where contribution leads to recognition, which motivates further contribution. This dynamic supports both individual growth and community sustainability while ensuring high-quality output through peer review and shared standards.

'''Why Gift-Giving Works in F/OSS'''

* '''Digital Non-Rivalry''' Code and knowledge can be infinitely shared without diminishing value, enabling a culture of abundance rather than scarcity
* '''Status Through Giving''' Social standing is determined by the value and quantity of contributions rather than accumulation
* '''Quality Assurance''' Peer review of contributions ensures high standards while validating and recognizing donors
* '''Community Building''' Gift-giving creates bonds of reciprocity and obligation that strengthen community ties
* '''Power Dynamics''' Core contributors and maintainers gain legitimate authority through consistent valuable contributions

A gifting economy can be implemented

'''Recognition Systems'''
* Implement visible contribution metrics and badges
* Maintain public acknowledgment of valuable contributions
* Create contributor spotlights and success stories
* Design reputation systems that reflect community values

'''Social Validation'''
* Foster constructive peer review processes
* Encourage mentorship as a form of gift-giving
* Celebrate knowledge sharing and documentation
* Create spaces for public recognition

'''Community Norms'''
* Establish clear contribution guidelines
* Model generous behavior from leadership
* Value both code and non-code contributions
* Promote teaching and learning as gifts

'''Power Distribution'''
* Create paths for contributors to gain authority
* Distribute decision-making rights based on contribution history
* Balance gatekeeping with openness
* Recognize diverse forms of contribution

<span id="barriers-that-reduce-hacktivation-energy"></span>
== Barriers that Reduce Hacktivation Energy ==

According to the meta-study “A systematic literature review on the barriers faced by Newcomers to open source software projects”, it is critical for all onboarding strategies to explicitly address and solve for the following barriers:

Social interaction - Lack of social interaction with project members - Not receiving a (timely) answer - Receiving an improper answer

Newcomers’ previous knowledge - Lack of technical experience - Lack of domain expertise - Lack of knowledge of project practices

Technical hurdles - Issues setting up a local workspace - Code complexity - Software architecture complexity

Finding a way to start - Difficulty to find appropriate task to start with - Difficulty to find a mentor

Documentation - Too much documentation - Outdated documentation - Unclear code comments - Lack of documentation

In “Newcomers’ Barriers… Is That All? An Analysis of Mentors’ and Newcomers’ Barriers in OSS Projects”, we can further break down barriers by role.

<span id="peripheral-barriers"></span>
=== Peripheral Barriers ===

A substantial proportion of Peripheral Participants are simply not aware that they can participate. Research has shown that lurkers in online communities often don’t contribute because they: - Lack awareness that participation is possible - Fear strong negative reactions from the community - Don’t perceive clear value in increasing their effort to contribute - Face high transaction costs to make initial contributions

Strategies to address Peripheral Barriers: - Make participation opportunities more prominent and visible in the interface - Create low-risk, lightweight contribution “tasks” as a “half-step” between consuming and producing - Focus initial participation around the would be participants’ natural interests and concerns - Give clear call to actions through all materials about what types of contributions are valued

<span id="newcomer-barriers"></span>
=== Newcomer Barriers ===

* Personal Lack of interest Lack of clear professional goals Lack of proactiveness Fear of judgment Low self-efficacy Performance anxiety Shyness to ask questions Newcomer’s personality conflicts with the role Newcomer’s inability to improve upon criticism Difficulty in time-management Difficulty in managing different accounts
* Interpersonal Low response rate Difficulty in finding help in the community Lack of Newcomer’s interpersonal skills Difference in work experience and age Cultural differences Communication issues related to time zone and place Lack of English language skills Lack of interpersonal skills in mentors Harsh project atmosphere
* Process Long project processes Willingness to start with a complex task Issues with project micro-climate Difficulty in choosing a Newcomer-friendly project Lack of knowledge about procedures and conventions Lack of documentation Problem with the process of submitting code Difficulty in identifying appropriate tasks for Newcomers
* Technical Difficulty in setting up development environment Task too complex for Newcomers High code complexity Lack of Newcomer’s background knowledge Difficulty in learning related tools or technologies Difference in the devices that mentors and mentees use
* List of strategies suggested by mentors to overcome the barriers
** Implement structured onboarding programs with clear milestones and goals
** Create mentorship programs pairing Newcomers with experienced contributors
** Create virtual and physical regional/timezone-based sub-communities (chapters / cells)
** Create dedicated Newcomer support channels
** Train mentors in inclusive communication
** Create clear, step-by-step contribution guides
** Implement streamlined project workflows
** Create project glossaries and convention guides
** Maintain (beginner-friendly) up-to-date documentation with regular reviews
** Provide visual guides for code submission processes
** Create task difficulty ratings and tag issues suitable for Newcomers (“good first issue”)
** Organize technical workshops and training sessions (talks)
* Implement consistent development environments (use Nix)

Initially, the Newcomer identifies a project aligned with their interests and technical capabilities. They begin by observing project discussions and familiarizing themselves with the codebase and documentation. During this exploration phase, they identify potential mentors and support channels within the community.

The Newcomer then takes incremental steps toward contribution, starting with small, well-defined tasks tagged as “good first issues.” They set up their development environment following documented procedures and conventions. When facing technical or process-related barriers, they actively seek help through appropriate community channels, demonstrating persistence and receptiveness to feedback.

Through consistent engagement and gradually increasing contribution complexity, the Newcomer builds relationships with core contributors while developing deeper technical understanding. They maintain regular activity patterns, avoiding prolonged periods of inactivity. This sustained engagement helps them transition from peripheral participation to more central involvement in the project’s technical discussions and decision-making processes.

This progression from initial contact to successful integration typically spans several months, during which the Newcomer develops both technical expertise and social capital within the project community. The early career phase is particularly crucial, as it establishes patterns of contribution and collaboration that often predict long-term success in the project.

Key Success Factors include: - Maintaining consistent contribution patterns - Starting with appropriately scoped tasks - Being responsive to community feedback - Building relationships with experienced contributors - Following project conventions and processes - Demonstrating persistence through challenges - Gradually increasing technical involvement

<span id="mentor-barriers"></span>
=== Mentor Barriers ===

* Personal Handling a large number of mentees Difficulty in switching context Difficulty in time-management Difficulty in managing different accounts
* Interpersonal Adjusting interaction style to different mentee personalities Difficulty guiding mentees who are resistant to coaching Providing constructive feedback based on the mentee’s background Convincing people to start small rather than big Ensuring that the mentees finish their work Difficulty in creating an inclusive community Difficulty to keep the mentees engaged Cultural differences Communication issues related to time zone and place Lack of English language skills Lack of mentor’s interpersonal skills Harsh project atmosphere
* Process Not having a formal procedure for introducing the community Difficulty in identifying appropriate tasks for Newcomers
* Technical Difference in the devices, environment, communication channels that mentors and mentees use
* List of strategies suggested by mentors to overcome the barriers Working on a bug or issue together with mentee Holding training sessions for Newcomers Flagging Newcomers so others are welcoming to them Communication through different channels/means Giving the Newcomers small / interesting tasks Giving Newcomers rewards to keep them motivated Having Newcomers share their work to have more exposure Tagging the tasks according to their complexity Having local groups in each country Keeping documentation concise and updated

<span id="shared-narratives-and-projects"></span>
== Shared Narratives and Projects ==

Projects are catalysts for collaboration and communication, they become a “domain” for establishing reputation and forming social relationships. Men in particular bond over shared activities and will establish competence hierarchies, this must be maintained and strengthened.

From these social interactions, new conflicts and shared narratives are formed.

The community should be actively involved in steering the project, signalling decisions. The project will face conflicts and these are opportunities for establishing reputation and social status.

The discussion, and shared narratives can be ‘virtual projects’ that allow sub communities to form and are especially attractive in growing the community contributor base beyond technical contributors.

These “shared narrative projects” are about the “meta” the ''application'' of the software.

Read “Narrative Economics” to understand how these narratives can impact Future Rewards motivations and especially their interaction with token economies. i.e Convert Social Capital into Crypto Capital

TODO
* '''Vision and Mission''' - Algorithmic sovereignty - Competing with nation-states - Sovereign technology stack - Rebuilding the West - Parallel government - Building an impartial medium for international order

'''Challenges and Solutions'''
* Decline in Civic Participation
* Economic Instability and Inflation
* Value of Governance
* Corruption and Distrust in Government
* Regulatory Gaps and Informal Economies
* Social and Cultural Barriers

TODO lead into more general community organizing and real world community development programs (Clientalism, Volunteer Efforts of Real world Community Improvement etc)

<span id="implement-growth-strategies"></span>
== Implement Growth Strategies ==

It is vital to always increase the amount of all contributor roles, ideally the funnel looks like Users -&gt; Peripheral &gt; Newcomer -&gt; Mentor -&gt; Core Contributor.

TODO

<span id="building-chapters"></span>
== Building Chapters ==

Strengthening Social Relationships are best done face to face, and creating regular meetups.

TODO

TODO From here are just unfinished notes for future reference:

Lead into Community Organization beyond F/OSS 

'''Historical and Comparative Models'''  (Study the following)
* Political Machines 
* Peronism 
* Party Organizations 
* Grassroots Electoral Campaigning 
* Howard Dean, Obama Campaign (Snowflake Model)
* Social Action / Mass Movement Community Organizing
* Community Service Organizations (CSOs) 
* RSS (Rashtriya Swayamsevak Sangh) 
* BRAC
* Civic Circles
* Charter 77 / Parallel Polis
* Hanseatic League 
* Missionary Societies 
* Popup Communities (Zuzalu) 

* '''Strategies and Tactics'''
** Grassroots Organizing
** Clientelism
** Practical Politics
** Mass-Based Community Organizing
** Coalition Building
** Fundraising and Resource Mobilization
** Digital Engagement
* '''Implementation Steps'''
** Establishing Ideological Foundations
** Creating Organizational Structures
** Recruitment and Training
** Community Engagement and Services
** Economic Development and Microfinance
** Building Social Capital
** Adaptability and Innovation
* '''Metrics and Evaluation'''
** Outreach and Engagement Metrics
** Leadership Development Metrics
** Campaign Progress Metrics
** Organizational Growth Metrics
** Impact Metrics
** Resource Mobilization Metrics
** Digital Engagement Metrics

TODO reference Political Marketing and Digital Parties (in Zotero subcollections)

<span id="why-develop-civil-society"></span>
== Why Develop Civil Society ==

<span id="from-bowling-alone-the-collapse-and-revival-of-american-community-2020"></span>
=== From “Bowling Alone: The Collapse and Revival of American Community” (2020) ===

# '''Voting Rates''':
#* Voter turnout in presidential elections declined from around 62% in the 1960s to about 50% in the 1990s.
# '''Membership in Civic Organizations''':
#* Membership in parent-teacher associations (PTAs) dropped from 12 million in 1964 to 5 million in 1982.
#* Participation in local clubs and organizations fell by roughly 58% from 1975 to 2000.
# '''Social Trust''':
#* The percentage of Americans who said they trusted others fell from 58% in 1960 to 36% in 1993.
# '''Volunteering''':
#* The percentage of adults who volunteered for a civic or community organization dropped from 24% in 1974 to 20% in 1999.
# '''Informal Social Connections''':
#* The frequency of having friends over to one’s home decreased by 45% from 1975 to 1999.
# '''Religious Participation''':
#* Weekly church attendance declined from 48% in the late 1950s to 36% in the late 1990s.
# '''Union Membership''':
#* Union membership as a percentage of the workforce fell from 32% in 1955 to 14% in 1999.
# '''Family Dinners''':
#* The percentage of families who ate dinner together almost every night dropped from 50% in 1970 to 34% in 1999.
# '''Bowling Leagues''':
#* The number of people who bowled in leagues decreased by 40% from 1980 to 1993, despite an increase in the total number of bowlers.

<span id="from-the-upswing-how-america-came-together-a-century-ago-and-how-we-can-do-it-again-2020"></span>
=== From “The Upswing: How America Came Together a Century Ago and How We Can Do It Again” (2020) ===

# '''Economic Inequality''':
#* The top 1% of earners captured 20% of total income in 2015, up from 10% in the 1970s.
# '''Political Polarization''':
#* The percentage of Americans who consistently hold liberal or conservative views increased from 10% in 1994 to 21% in 2014.
# '''Social Isolation''':
#* The percentage of Americans who reported feeling lonely increased from 20% in the 1980s to 40% in the 2010s.
# '''Cultural Shifts''':
#* The use of first-person singular pronouns (I, me, my) in books increased by 42% from 1960 to 2008, indicating a shift towards individualism.
# '''Generational Changes''':
#* Millennials are 30% less likely to join a community organization compared to Baby Boomers at the same age.
# '''Technological Impact''':
#* The average American spends over 11 hours per day interacting with media, up from 7.5 hours in 1980.

<span id="references"></span>
=== References ===

# '''Alexis de Tocqueville''': “Democracy in America” (1835) - Observations on American civic life and social capital.
# '''William Julius Wilson''': “The Truly Disadvantaged” (1987) - Analysis of social and economic trends.
# '''Pew Research Center''': Various reports on social and political trends.
# '''Sidney Verba''': “Voice and Equality” (1995) - Research on political participation and civic engagement.
# '''Claude S. Fischer''': “To Dwell Among Friends” (1982) - Studies on social networks and community life.
# '''Robert Sampson''': “Great American City” (2012) - Research on social cohesion and urban communities.
# '''Theda Skocpol''': “Diminished Democracy” (2003) - Analysis of civic associations and social movements.

<span id="qualities-a-community-organizer-must-have"></span>
== Qualities a Community Organizer Must Have ==

# '''Empathy and Listening Skills''':
#* '''Empathic Listening''': Understanding the concerns and emotions of community members is crucial. This involves active listening and showing genuine concern for their issues.
#* '''Patience and Persistence''': Organizing is a long-term effort that requires patience and the ability to persist despite setbacks.
# '''Communication and Interpersonal Skills''':
#* '''Effective Communication''': The ability to clearly articulate ideas, motivate people, and convey the importance of collective action.
#* '''Relationship Building''': Establishing trust and building strong relationships within the community and with external stakeholders.
# '''Strategic Thinking and Planning''':
#* '''Problem-Solving''': Identifying issues, developing strategies, and planning actions to address community problems.
#* '''Organizational Skills''': Coordinating activities, managing resources, and ensuring that efforts are well-organized and effective.
# '''Leadership and Initiative''':
#* '''Leadership Development''': Identifying and nurturing potential leaders within the community.
#* '''Initiative''': Taking proactive steps to mobilize the community and drive actions forward.
# '''Adaptability and Flexibility''':
#* '''Adaptability''': Being able to adjust strategies and tactics based on changing circumstances and feedback from the community.
#* '''Flexibility''': Willingness to experiment with new approaches and learn from mistakes.
# '''Commitment and Dedication''':
#* '''Dedication to the Cause''': A deep commitment to social justice and improving the lives of community members.
#* '''Emotional Stamina''': The ability to handle the emotional demands of organizing, including dealing with conflict and setbacks.

<span id="the-importance-of-conflict-in-community-organizing"></span>
=== The Importance of Conflict in Community Organizing ===

Conflict is a fundamental element in community organizing, serving as a catalyst for change and a means to build power within the community. Donald R. Keating, in “The Power to Make It Happen,” emphasizes the role of conflict in several key ways:

# '''Catalyst for Change''':
#* '''Explanation''': Conflict brings underlying issues to the surface, forcing the community and those in power to address them. It disrupts the status quo and creates a sense of urgency for action.
#* '''Quote''': “Conflict is the midwife of change. Without it, the entrenched power structures remain unchallenged, and the community’s grievances go unaddressed.”
# '''Building Collective Power''':
#* '''Explanation''': Through conflict, community members unite around common goals, strengthening their collective power. It fosters solidarity and a shared sense of purpose.
#* '''Quote''': “When a group identifies a person whom they recognize as the cause of their problems, invites him to their meeting or goes to his home or place of work, complains and demands a solution — that’s confrontation.”
# '''Empowerment and Confidence''':
#* '''Explanation''': Successfully navigating and resolving conflicts empowers community members, boosting their confidence in their ability to effect change. Each victory, no matter how small, reinforces their belief in collective action.
#* '''Quote''': “Winning is building because each victory, no matter how small, serves to enhance the community’s confidence, cohesion, and organizational strength.”
# '''Clarifying Issues and Goals''':
#* '''Explanation''': Conflict helps to clarify the issues at hand and the community’s goals. It forces organizers and residents to articulate their demands clearly and to strategize effectively.
#* '''Quote''': “The basics of mass-based community organizing — winning and building — were explained to the meeting. The group evaluated different methods to address the meat-packing plant issue, such as phone calls, letters, petitions, and direct confrontation.”
# '''Exposing Power Dynamics''':
#* '''Explanation''': Conflict reveals the true power dynamics within a community, highlighting who holds power and how it is exercised. This awareness is crucial for developing effective strategies to challenge and redistribute power.
#* '''Quote''': “The underlying theory of ‘Winning is Building’ is rooted in the concept that community organizing is not just about addressing immediate issues but about transforming the power dynamics within the community.”
# '''Preventing Complacency''':
#* '''Explanation''': Conflict prevents complacency by continually challenging the community to address new issues and to strive for greater improvements. It keeps the momentum of organizing efforts alive.
#* '''Quote''': “An unorganized community is vulnerable in the face of political, bureaucratic and corporate power. This vulnerability is most noticeable in working-class communities and is one of the reasons why the twin goals of mass-based community organization are so effective and relevant.”

<span id="how-community-organizers-build-political-power"></span>
=== How Community Organizers Build Political Power ===

# '''Building Membership Organizations''':
#* '''Creating a Base''': Organizers build a membership base that includes individuals and institutions like churches and labor unions. This base is essential for mobilizing support and resources.
#* '''Leadership Development''': Developing local volunteer leaders who represent the organization and engage with the media and power structures.
# '''Identifying and Addressing Issues''':
#* '''Issue Identification''': Organizers identify specific issues within larger problems, focusing on grievances that have clear demands and identifiable targets.
#* '''Direct Action''': Using direct action, such as face-to-face confrontations with decision-makers, to demand specific changes.
# '''Strategic Campaigns and Small Wins''':
#* '''Small Wins''': Achieving small, concrete victories helps build momentum and demonstrates the effectiveness of collective action. These wins build confidence and encourage further participation.
#* '''Building Power''': Each small win contributes to building the organization’s power, as it shows that the group can achieve results and makes it easier to mobilize for larger goals.
# '''Training and Education''':
#* '''Training Programs''': Providing training to develop the skills of organizers and leaders.
#* '''Educational Role''': Helping volunteer leaders develop their capacities while also learning from the community.
# '''Building Networks and Alliances''':
#* '''Institutional Relationships''': Building relationships among leaders of various institutions to create a network that can exert collective pressure on local institutions.
#* '''Community Projects''': Local projects addressing community needs foster relationships and mutual support among members.
# '''Adaptability and Innovation''':
#* '''Continuous Adaptation''': Regularly reviewing and updating strategies to stay relevant and responsive to changing conditions.
#* '''Encouraging Innovation''': Experimenting with new methods of organizing to find effective approaches.

“How Organizations Develop Activists” by Hahrie Han

<span id="main-points"></span>
==== Main Points: ====

# '''Transformational vs. Transactional Approaches''':
#* '''Transformational Organizing''': Focuses on developing members’ motivations and capacities for involvement, fostering long-term commitment, and building democratic citizens.
#* '''Transactional Mobilizing''': Aims at achieving immediate, specific outcomes by engaging people in short-term actions without necessarily developing their deeper commitment or skills.
# '''Blending Online and Offline Strategies''':
#* Effective civic associations use a mix of online and offline tools to build both the breadth (quantity) and depth (quality) of activism.
#* Online tools can facilitate rapid mobilization, while offline strategies are crucial for relationship-building and leadership development.
# '''Investing in Members vs. Membership''':
#* Investing in members (developing their skills and motivations) helps build a strong, committed activist base.
#* Investing in membership (increasing the number of participants) helps achieve scale. Successful organizations do both.
# '''Challenges in Modern Political Context''':
#* The temptation to rely on quick, scalable online mobilization can detract from the long-term work of developing activists.
#* Despite increased engagement opportunities, many associations feel they lack the power to address fundamental societal issues.

<span id="strategies-and-tactics"></span>
==== Strategies and Tactics: ====

# '''Transformational Organizing''':
#* '''Relationship Building''': Developing strong interpersonal relationships among members to foster a sense of community and mutual commitment.
#* '''Strategic Autonomy''': Giving volunteers some control over their activities to enhance their sense of agency and ownership.
#* '''Feedback and Reflection''': Providing continuous feedback and encouraging reflection to help activists understand their impact and develop their skills.
# '''Transactional Mobilizing''':
#* '''Targeted Outreach''': Using data and analytics to identify and engage individuals who are already motivated and have the necessary skills.
#* '''Scalable Actions''': Implementing strategies that can quickly mobilize large numbers of people, such as email campaigns and social media outreach.
# '''Blending Strategies''':
#* '''Integrated Voter Engagement''': Combining mobilizing and organizing to build both immediate action and long-term activist development.
#* '''Engagement Organizing''': Using both online and offline methods to engage people in meaningful ways, ensuring that online actions are supported by offline relationship-building.
# '''Maintaining Engagement''':
#* '''Creating Participatory Opportunities''': Offering various ways for members to get involved based on their interests and capacities.
#* '''Building Community''': Fostering a sense of belonging and mutual support among members to sustain long-term engagement.
# '''Leadership Development''':
#* '''Training and Coaching''': Providing formal training and ongoing coaching to develop members’ leadership skills.
#* '''Reflective Praxis''': Encouraging continuous reflection and learning to help members grow as leaders and activists.
# '''Organizational Practices''':
#* '''Intentionality in Mobilizing''': High-engagement chapters are deliberate in their mobilizing efforts, ensuring that actions contribute to long-term organizing goals.
#* '''Experimental Approaches''': Testing different strategies to find the most effective ways to recruit and retain activists.

<span id="supporting-theory"></span>
==== Supporting Theory: ====

* '''Alexis de Tocqueville''': Civic associations as “great free schools of democracy” that develop democratic citizens.
* '''Theda Skocpol''': Democratic organizing becomes the norm when leaders have incentives to draw others into movements and associations.
* '''Marshall Ganz''': Effective organizing involves identifying, recruiting, and developing leadership at all levels, creating a community that mobilizes its resources.

By understanding and implementing these strategies, civic associations can build the power they need to address fundamental societal issues and support a healthy democracy.

<span id="online-tools-for-rapid-mobilization"></span>
=== Online Tools for Rapid Mobilization ===

# '''Email Campaigns''':
#* '''Blast Emails''': Sending mass emails to a large list of contacts to quickly disseminate information, calls to action, or event invitations.
#* '''Targeted Emails''': Using data analytics to send personalized emails to specific segments of the contact list, increasing the relevance and impact of the message.
# '''Social Media''':
#* '''Platforms''': Utilizing platforms like Facebook, Twitter, Instagram, and LinkedIn to reach a broad audience quickly.
#* '''Viral Content''': Creating shareable content (e.g., memes, videos, infographics) that can spread rapidly through social networks.
#* '''Hashtags''': Using and promoting hashtags to create a unified message and make it easier for people to find and join the conversation.
# '''Petitions and Online Forms''':
#* '''Petition Platforms''': Using sites like Change.org or custom-built forms to gather signatures and show support for a cause.
#* '''Surveys and Polls''': Collecting data and opinions from supporters to inform strategy and demonstrate public support.
# '''Webinars and Live Streams''':
#* '''Webinars''': Hosting online seminars to educate and engage supporters on specific issues.
#* '''Live Streaming''': Using platforms like Facebook Live, YouTube Live, or Zoom to broadcast events, rallies, or discussions in real-time.
# '''SMS and Messaging Apps''':
#* '''Text Campaigns''': Sending SMS messages to mobilize supporters quickly, often used for reminders about events or urgent calls to action.
#* '''Messaging Apps''': Utilizing apps like WhatsApp, Telegram, or Signal for group communications and rapid dissemination of information.
# '''Online Fundraising''':
#* '''Crowdfunding Platforms''': Using sites like GoFundMe or Kickstarter to raise funds for specific projects or campaigns.
#* '''Donation Pages''': Setting up online donation pages to collect contributions from supporters.

<span id="offline-strategies-to-build-breadth-and-depth-of-activism"></span>
=== Offline Strategies to Build Breadth and Depth of Activism ===

# '''Relationship Building''':
#* '''One-on-One Meetings''': Personal meetings to build trust, understand individual motivations, and develop deeper connections.
#* '''House Meetings''': Small gatherings in supporters’ homes to discuss issues, share stories, and build a sense of community.
# '''Community Events''':
#* '''Town Halls''': Public meetings where community members can discuss issues, ask questions, and engage with leaders.
#* '''Workshops and Trainings''': Educational sessions to develop skills, knowledge, and leadership among activists.
# '''Canvassing and Door-to-Door Outreach''':
#* '''Door Knocking''': Visiting homes to engage residents in conversations about issues, gather support, and recruit volunteers.
#* '''Street Canvassing''': Setting up tables or booths in public places to distribute information and engage passersby.
# '''Rallies and Protests''':
#* '''Public Demonstrations''': Organizing large gatherings to show support for a cause, attract media attention, and apply pressure on decision-makers.
#* '''Marches''': Coordinated walks through public spaces to demonstrate solidarity and raise awareness.
# '''Volunteer Engagement''':
#* '''Volunteer Teams''': Creating structured teams with specific roles and responsibilities to manage different aspects of the campaign.
#* '''Regular Meetings''': Holding consistent meetings to plan activities, provide updates, and maintain momentum.
# '''Local Chapters and Affiliates''':
#* '''Chapter Development''': Establishing local branches of the organization to decentralize efforts and increase reach.
#* '''Leadership Development''': Identifying and training local leaders to take on more responsibilities and lead initiatives.
# '''Community Service Projects''':
#* '''Service Activities''': Organizing projects that address local needs, such as clean-ups, food drives, or tutoring programs, to build goodwill and demonstrate commitment to the community.
# '''Coalition Building''':
#* '''Partnerships''': Forming alliances with other organizations, community groups, and stakeholders to amplify efforts and resources.
#* '''Joint Actions''': Coordinating activities and campaigns with partners to increase impact and reach.

<span id="best-strategies-and-tactics-for-identifying-issues-in-a-local-community"></span>
=== Best Strategies and Tactics for Identifying Issues in a Local Community ===

# '''Door-to-Door Canvassing''':
#* '''Description''': Personally visiting residents to ask about their concerns and interests.
#* '''Tactic''': Use a simple, open-ended script to encourage residents to share their thoughts.
#* '''Example Script''': “Hello, my name is [Your Name]. I’m a community worker talking to people about their interest in problems and improvements in our neighborhood. What about you?”
# '''Community Surveys''':
#* '''Description''': Distributing surveys to gather information on community issues.
#* '''Tactic''': Ensure surveys are short, easy to understand, and accessible both online and offline.
#* '''Example Questions''': “What are the top three issues you face in this community?” “How do these issues affect you and your family?”
# '''Focus Groups''':
#* '''Description''': Organizing small group discussions with diverse community members.
#* '''Tactic''': Facilitate discussions to ensure everyone has a chance to speak and share their views.
#* '''Example Prompt''': “Let’s discuss the main challenges you face in this neighborhood and how they impact your daily life.”
# '''Public Meetings''':
#* '''Description''': Hosting open forums where residents can voice their concerns.
#* '''Tactic''': Advertise the meeting widely and create a welcoming environment for all attendees.
#* '''Example Agenda''': “Introduction, Open Floor for Community Concerns, Prioritizing Issues, Next Steps.”
# '''Observation and Research''':
#* '''Description''': Observing the community and researching local news, social media, and public records.
#* '''Tactic''': Take note of recurring issues and patterns that affect the community.
#* '''Example''': “Frequent reports of poor sanitation in local parks.”
# '''Engaging Key Informants''':
#* '''Description''': Speaking with local leaders, business owners, and long-term residents.
#* '''Tactic''': Build relationships with these informants to gain deeper insights into community issues.
#* '''Example''': “Interview with the local school principal about challenges faced by students and parents.”

<span id="determining-if-an-issue-is-winnable"></span>
=== Determining if an Issue is Winnable ===

# '''Scope and Specificity''':
#* '''Description''': Assess if the issue is specific and manageable rather than broad and vague.
#* '''Tactic''': Break down larger issues into smaller, actionable components.
#* '''Example''': “Instead of ‘improving public safety,’ focus on ‘installing streetlights in dark areas.’”
# '''Community Support''':
#* '''Description''': Gauge the level of concern and support within the community.
#* '''Tactic''': Use surveys, meetings, and canvassing to measure interest and willingness to act.
#* '''Example''': “High turnout at a meeting discussing the need for a new playground.”
# '''Clear Target''':
#* '''Description''': Identify a specific person, organization, or entity responsible for the issue.
#* '''Tactic''': Ensure there is a clear decision-maker who can address the problem.
#* '''Example''': “The local council is responsible for approving new traffic signals.”
# '''Feasibility''':
#* '''Description''': Evaluate the resources, time, and effort required to address the issue.
#* '''Tactic''': Consider the community’s capacity to mobilize and sustain efforts.
#* '''Example''': “Organizing a petition drive to reduce speed limits in residential areas.”
# '''Potential for Visible Impact''':
#* '''Description''': Determine if the issue can lead to a visible and tangible improvement.
#* '''Tactic''': Focus on issues where success can be easily seen and felt by the community.
#* '''Example''': “Cleaning up a local park and installing new benches.”
# '''Alignment with Community Values''':
#* '''Description''': Ensure the issue aligns with the community’s values and priorities.
#* '''Tactic''': Engage in discussions to understand what matters most to residents.
#* '''Example''': “A campaign to preserve a historic building that holds cultural significance.”

Chapter 2 of “The Power to Make It Happen” by Donald R. Keating, titled “Winning is Building,” delves into the intricate relationship between achieving victories in community organizing and the broader goal of building a sustainable, powerful organization. The chapter emphasizes that winning specific battles is not an end in itself but a means to strengthen the community’s capacity for self-governance and collective action.

<span id="how-and-why-winning-is-building"></span>
=== How and Why Winning is Building ===

Winning is building because each victory, no matter how small, serves to enhance the community’s confidence, cohesion, and organizational strength. When a community successfully addresses an issue, it not only resolves a specific problem but also demonstrates its collective power and ability to effect change. This process builds trust among residents, encourages further participation, and attracts new members, thereby expanding the organization’s base and influence.

<span id="the-two-goals"></span>
=== The Two Goals ===

# '''Winning''':
#* '''Description''': Achieving tangible results on specific issues that affect the community.
#* '''Purpose''': To demonstrate the effectiveness of collective action and provide immediate benefits to residents.
#* '''Example''': Successfully pressuring a landlord to improve living conditions or getting the city to install streetlights in a dark area.
# '''Building''':
#* '''Description''': Strengthening the community’s organizational capacity and developing local leadership.
#* '''Purpose''': To create a sustainable, empowered community that can continue to address issues and advocate for itself.
#* '''Example''': Forming committees, training new leaders, and establishing a robust communication network among residents.

<span id="underlying-theory"></span>
=== Underlying Theory ===

The underlying theory of “Winning is Building” is rooted in the concept that community organizing is not just about addressing immediate issues but about transforming the power dynamics within the community. By focusing on both winning and building, organizers ensure that each victory contributes to the long-term goal of creating a self-sufficient, empowered community. This dual focus prevents the organization from becoming a mere service provider or protest group and instead fosters a culture of collective action and democratic participation.

<span id="importance-of-not-sharing-power"></span>
=== Importance of Not Sharing Power ===

It is crucial not to share power with external entities, such as politicians or other power brokers, because doing so can undermine the community’s autonomy and dilute its influence. When a community relies on external figures to solve its problems, it risks becoming dependent and losing its ability to act independently. By retaining power within the community, residents maintain control over their own destiny and ensure that their interests are prioritized.

<span id="reconciliation-in-building-power-and-community-organizing"></span>
=== Reconciliation in Building Power and Community Organizing ===

According to Saul Alinsky, a pioneer in community organizing, “In the world as it is, ‘reconciliation’ means that one side has the power and the other side gets reconciled to it.”

Reconciliation, in the context of building power and community organizing, refers to the process of resolving internal conflicts and uniting diverse groups within the community around common goals. This is essential for several reasons:

# '''Strengthening Unity''':
#* '''Description''': Reconciliation helps to bridge divides and foster a sense of solidarity among residents.
#* '''Purpose''': A united community is more resilient and capable of sustained collective action.
#* '''Example''': Mediating disputes between different neighborhood factions to ensure they work together on shared issues.
# '''Enhancing Legitimacy''':
#* '''Description''': A reconciled community presents a unified front, which enhances its credibility and influence.
#* '''Purpose''': External stakeholders, such as city officials or funding bodies, are more likely to take a united community seriously.
#* '''Example''': Presenting a cohesive group at a city council meeting to advocate for policy changes.
# '''Building Trust''':
#* '''Description''': Reconciliation builds trust among residents, which is crucial for effective organizing.
#* '''Purpose''': Trust encourages participation and commitment to the organization’s goals.
#* '''Example''': Organizing community events that bring together diverse groups to build relationships and mutual understanding.

<span id="story-example-how-to-organize-grant-kintyre-against-meatpackers"></span>
== Story Example: How to Organize Grant Kintyre Against Meatpackers ==

The story of organizing the Grant Kintyre neighborhood against the Sunnybrook Meat Packers is a prime example of mass-based community organizing in action. This case study illustrates the step-by-step process of identifying an issue, mobilizing the community, and achieving tangible results while building a strong local organization.

<span id="identifying-the-issue"></span>
=== Identifying the Issue ===

# '''Initial Contact''': The process began with door-to-door canvassing by the organizer, Don Keating. He introduced himself to residents and asked about their concerns and interests in improving the neighborhood.
#* '''Example Script''': “Hello, my name is Don Keating. I’m a community worker calling on Grant Street and talking to people about their interest in problems and improvements. What about you?”
# '''Discovering the Problem''': Through these conversations, Keating quickly identified a common issue: the stench and unsanitary conditions caused by the Sunnybrook Meat Packers. Residents complained about the bloody water runoff from the plant, which attracted flies, dogs, and posed health risks.

<span id="mobilizing-the-community"></span>
=== Mobilizing the Community ===

# '''Engaging Key Residents''': Keating went back to the residents who showed the most interest and reported that there was enough concern to justify holding a meeting.
#* '''Example''': “I then went back to the people who seemed most interested and reported to them that there seemed to be enough feeling about several problems to justify holding a meeting.”
# '''Setting Up the Meeting''': He asked these key residents for a suitable date and place for the meeting, ensuring their involvement in the decision-making process.
#* '''Example''': “I asked those whom I had identified as the key people for a date and place that would be good for them.”
# '''Announcing the Meeting''': A leaflet was prepared and hand-delivered to announce the meeting, providing an opportunity for a second personal contact with residents.
#* '''Example Leaflet''': “Neighbours on Grant and Kintyre are getting together on Monday, March 2nd, at 7:30 p.m. in St. Ann’s Separate School to discuss problems and improvements in our neighbourhood.”

<span id="the-first-meeting"></span>
=== The First Meeting ===

# '''Small Turnout''': Despite the efforts, only ten people attended the first meeting. Some were disappointed with the turnout, but Keating used this as an opportunity to build momentum.
#* '''Example''': “Ten people came to the meeting. Some of the group were disappointed with the small turnout.”
# '''Discussing the Issues''': The group discussed various problems, with the meat-packing plant issue standing out due to its visibility and impact on many residents.
#* '''Example''': “The more people talked about the meat-packing plant, the angrier they became.”
# '''Setting Goals''': Keating explained the twin goals of mass-based community organizing: winning results and building the organization. He emphasized the importance of choosing a winnable issue that would affect many people and be visible.
#* '''Example''': “The basics of mass-based community organizing — winning and building — were explained to the meeting.”

<span id="planning-the-action"></span>
=== Planning the Action ===

# '''Evaluating Methods''': The group evaluated different methods to address the meat-packing plant issue, such as phone calls, letters, petitions, and direct confrontation.
#* '''Example''': “I listed possible methods on the board: a phone call, a letter, a petition, a delegation, and inviting the owner to the group’s next meeting.”
# '''Choosing Direct Confrontation''': The group decided that inviting the owner to their next meeting would be the most effective method for both winning results and building the organization.
#* '''Example''': “The best method for both winning results and building organization was to invite the owner to the next meeting of the group.”

<span id="taking-action"></span>
=== Taking Action ===

# '''Invitation Letter''': A polite invitation letter was sent to the owner of the meat-packing plant, requesting his presence at the next meeting to discuss the issues.
#* '''Example''': “Letters of invitation should be ‘Kiwanis style’: super polite.”
# '''Follow-Up''': The group continued to engage with residents, ensuring a good turnout for the meeting with the owner.

<span id="the-confrontation"></span>
=== The Confrontation ===

# '''Meeting with the Owner''': At the next meeting, the owner of the meat-packing plant attended and was confronted by the residents about the unsanitary conditions and their impact on the neighborhood.
#* '''Example''': “When a group identifies a person whom they recognize as the cause of their problems, invites him to their meeting or goes to his home or place of work, complains and demands a solution — that’s confrontation.”
# '''Negotiating a Solution''': The pressure from the organized group led to a negotiation, resulting in the owner agreeing to address the issues raised by the residents.
#* '''Example''': “Within a matter of five minutes, this squeeze play resulted in the reluctant landlord’s agreement to engage the fumigator with the guarantee immediately.”

<span id="building-the-organization"></span>
=== Building the Organization ===

# '''Celebrating the Win''': The successful confrontation and resolution of the meat-packing plant issue provided a tangible win for the community, boosting morale and demonstrating the power of collective action.
#* '''Example''': “With this modest action, roaches helped the organizing process get moving in Riverdale.”
# '''Expanding the Effort''': The group continued to organize around other issues, drawing in more residents and building a stronger, more cohesive organization.
#* '''Example''': “This fledgling organization would continue the process of organizing more and more neighbourhood groups and drawing in more and more local agencies and institutions in actions on problems large and small.”

<span id="lessons-learned"></span>
=== Lessons Learned ===

# '''Start Small''': Begin with small, winnable issues to build momentum and demonstrate the effectiveness of the organization.
# '''Engage Personally''': Personal contact and involvement are crucial for mobilizing the community.
# '''Direct Action''': Direct confrontation with those in power can be an effective method for achieving results and building the organization.
# '''Celebrate Wins''': Celebrate and build on each victory to maintain morale and momentum.
# '''Expand Gradually''': Gradually expand the scope of organizing efforts to include more issues and draw in more participants.

<span id="story-example-the-story-of-getup"></span>
=== Story Example: The Story of GetUp ===

GetUp is a prime example of new power in action. Founded in 2005 by Jeremy Heimans and David Madden, GetUp aimed to bring participation back into democracy in Australia. Here’s a recount of their journey and success:

# '''Founding and Early Days''': Jeremy and David, inspired by their experiences in the United States, launched GetUp with the goal of channeling the passion of Australians into sustained political action. They started with a TV ad declaring that Australians were “starting a movement.”
# '''Innovative Tools''': GetUp introduced an online tool that made it easy for Australians to email their representatives. This tool was a novelty at the time and significantly lowered the barriers to political participation.
# '''Rapid Growth''': The response was extraordinary. Within days, tens of thousands of Australians used the tool to write to their representatives. The Howard government’s backlash against GetUp only increased its credibility and attracted more members and donations.
# '''Impact''': By the 2007 federal election, GetUp had grown so large that it played a significant role in the election outcome. The movement continued to influence key elections, win landmark rulings, and pass important legislation.
# '''Sustained Success''': Over the years, GetUp has raised tens of millions of dollars in small donations and has been described as “probably [Australia’s] most important civil society actor.” Today, it is the largest political organization in Australia.

<span id="replicating-the-strategy-for-building-power"></span>
=== Replicating the Strategy for Building Power ===

To replicate GetUp’s strategy for building power, follow these steps:

# '''Find Your Connected Connectors''': Identify and cultivate a group of people who share a common worldview and are influential within their networks. These connected connectors will help spread your message and mobilize others.
# '''Build a New Power Brand''': Create a brand that resonates with everyday people and encourages them to take action. The name and messaging should invoke a sense of empowerment and participation.
# '''Lower the Barrier, Flatten the Path''': Make it as easy as possible for people to join and participate. Remove obstacles to action and streamline user experiences. For example, GetUp’s online tool made it easy for people to contact their representatives.
# '''Move People Up the Participation Scale''': Start with low-barrier asks, such as signing a petition, and gradually move people towards higher-barrier behaviors, like volunteering or creating content. This helps build deeper engagement and commitment.
# '''Harness the Three Storms''': Take advantage of moments of drama and urgency to galvanize your movement. These moments can be created, chased, or embraced. For example, GetUp leveraged the government’s backlash to increase its credibility and attract more members.

<span id="underlying-theory-and-quotes"></span>
=== Underlying Theory and Quotes ===

The underlying theory of new power is that it is participatory, open, and peer-driven. It thrives on the energy and engagement of the crowd. Here are some quotes from the book that illustrate this theory:

* “New power operates like a current. It is made by many. It is open, participatory, and peer-driven.”
* “The future will be a battle over mobilization. The everyday people, leaders, and organizations who flourish will be those best able to channel the participatory energy of those around them.”
* “The single most important factor behind the early success of GetUp was how easy it was for people to participate.”

<span id="clientelism-practical-politics-relational-politics"></span>
=== Clientelism / Practical Politics / Relational Politics ===

<span id="description"></span>
==== Description ====

'''Clientelism''':
* '''Definition''': Clientelism involves the distribution of resources or services by political office holders or candidates in exchange for political support, primarily in the form of votes.
* '''Mechanism''': It operates through a network of patrons (politicians), brokers (intermediaries), and clients (voters). Patrons provide resources, brokers mediate the distribution, and clients offer political support in return.
* '''Context''': Common in areas with high poverty and limited access to public services, where political brokers become essential for meeting basic needs.

'''Practical Politics''':
* '''Definition''': Practical politics focuses on tangible, immediate benefits rather than ideological or policy-driven approaches.
* '''Mechanism''': Politicians engage in direct problem-solving for constituents, addressing their immediate needs and concerns.
* '''Context''': Effective in environments where voters prioritize personal and local issues over broader political ideologies.

'''Relational Politics''':
* '''Definition''': Relational politics emphasizes building personal relationships and trust between politicians and constituents.
* '''Mechanism''': Politicians and their teams engage in face-to-face interactions, fostering a sense of loyalty and mutual support.
* '''Context''': Particularly effective in close-knit communities where personal connections are valued.

<span id="personalised-problem-solving-as-a-political-strategy"></span>
==== Personalised Problem Solving as a Political Strategy ====

'''Theory''':
* '''Human Needs Theory''': People are motivated by their basic needs (e.g., food, shelter, security). Politicians who address these needs can secure loyalty and support.
* '''Social Exchange Theory''': Relationships are built on reciprocal exchanges. Providing tangible benefits creates a sense of obligation and loyalty among recipients.
* '''Network Theory''': Strong, face-to-face relationships create robust networks that can be mobilized for political support.

'''Justification''':
* '''Trust and Loyalty''': Personalised problem-solving builds trust and loyalty, essential for sustained political support.
* '''Visibility and Accessibility''': Politicians who are visible and accessible to their constituents are more likely to be seen as effective and caring.
* '''Immediate Impact''': Addressing immediate needs creates a direct and noticeable impact, reinforcing the politician’s value to the community.

<span id="step-by-step-instructions-to-set-up-and-run-an-efficient-nation-wide-political-machine"></span>
=== Step-by-Step Instructions to Set Up and Run an Efficient Nation-Wide Political Machine ===

<span id="establish-a-clear-organizational-structure"></span>
==== 1. Establish a Clear Organizational Structure ====

'''Theory''': Organizational theory emphasizes the importance of a clear hierarchy and defined roles for efficiency and accountability. '''Justification''': A well-defined structure ensures that responsibilities are clear and that the organization can scale effectively.

'''Steps''':
* '''National Committee''': Establish a central committee responsible for overall strategy and coordination.
* '''Regional Committees''': Create regional committees to manage operations in different geographic areas.
* '''Local Committees''': Set up local committees (e.g., city, district) to handle grassroots activities.
* '''Precinct Captains''': Appoint precinct captains to manage the smallest units, ensuring direct contact with voters.

<span id="recruit-and-train-key-personnel"></span>
==== 2. Recruit and Train Key Personnel ====

'''Theory''': Human capital theory highlights the importance of skilled and motivated personnel for organizational success. '''Justification''': Well-trained personnel are essential for effective operations and voter engagement.

'''Steps''':
* '''Identify Leaders''': Recruit individuals with strong leadership skills and a commitment to the organization’s goals.
* '''Training Programs''': Implement training programs to develop skills in organizing, communication, and problem-solving.
* '''Mentorship''': Pair new recruits with experienced mentors to provide guidance and support.

<span id="develop-a-network-of-brokers-and-clients"></span>
==== 3. Develop a Network of Brokers and Clients ====

'''Theory''': Network theory emphasizes the importance of building strong, interconnected relationships. '''Justification''': A network of brokers and clients ensures that resources are distributed effectively and that political support is mobilized.

'''Steps''':
* '''Identify Brokers''': Select individuals who have strong connections within their communities.
* '''Build Relationships''': Encourage brokers to build personal relationships with potential clients.
* '''Resource Distribution''': Ensure that brokers have access to resources (e.g., food, healthcare) to distribute to clients.

<span id="implement-personalized-problem-solving"></span>
==== 4. Implement Personalized Problem-Solving ====

'''Theory''': Social exchange theory suggests that reciprocal relationships build loyalty and support. '''Justification''': Addressing individual needs creates a sense of obligation and loyalty among recipients.

'''Steps''':
* '''Needs Assessment''': Conduct assessments to identify the needs of constituents.
* '''Direct Assistance''': Provide direct assistance to address these needs (e.g., job placement, legal help).
* '''Follow-Up''': Maintain regular contact to ensure that needs are met and to build ongoing relationships.

<span id="foster-community-engagement"></span>
==== 5. Foster Community Engagement ====

'''Theory''': Community engagement theory emphasizes the importance of involving community members in decision-making processes. '''Justification''': Engaged communities are more likely to support and participate in political activities.

'''Steps''':
* '''Town Hall Meetings''': Organize regular town hall meetings to discuss issues and gather feedback.
* '''Community Projects''': Initiate community projects (e.g., clean-ups, health camps) to build goodwill and visibility.
* '''Volunteer Programs''': Encourage community members to volunteer and participate in campaign activities.

<span id="utilize-data-and-analytics"></span>
==== 6. Utilize Data and Analytics ====

'''Theory''': Data-driven decision-making improves efficiency and effectiveness. '''Justification''': Analyzing data helps identify trends, measure performance, and optimize strategies.

'''Steps''':
* '''Data Collection''': Implement systems to collect data on voter preferences, needs, and engagement.
* '''Analytics Tools''': Use analytics tools to analyze data and generate insights.
* '''Strategy Adjustment''': Adjust strategies based on data insights to improve effectiveness.

<span id="maintain-flexibility-and-adaptability"></span>
==== 7. Maintain Flexibility and Adaptability ====

'''Theory''': Adaptive management theory emphasizes the importance of flexibility in response to changing conditions. '''Justification''': A flexible organization can respond quickly to new challenges and opportunities.

'''Steps''':
* '''Regular Reviews''': Conduct regular reviews of strategies and operations.
* '''Feedback Mechanisms''': Implement feedback mechanisms to gather input from all levels of the organization.
* '''Continuous Improvement''': Encourage a culture of continuous improvement and innovation.

<span id="ensure-financial-sustainability"></span>
==== 8. Ensure Financial Sustainability ====

'''Theory''': Financial management theory highlights the importance of sustainable funding for long-term success. '''Justification''': Reliable funding ensures that the organization can maintain operations and support its activities.

'''Steps''':
* '''Fundraising Campaigns''': Organize fundraising campaigns to secure donations and support.
* '''Membership Fees''': Implement membership fees for party members to generate steady income.
* '''Grants and Sponsorships''': Seek grants and sponsorships from supportive organizations and individuals.