Organizing 101Organizing 101NEA Uniserv AcademyNEA Uniserv Academy

““Never do for others what they can do Never do for others what they can do for themselves.”for themselves.”

-Saul Alinsky, Founder, Industrial Areas Foundation-Saul Alinsky, Founder, Industrial Areas Foundation

ORGANIZINGORGANIZING• Moves people to actionMoves people to action

• Creates powerCreates power

• Appeals to self-Appeals to self-interestsinterests

• Discovers and Discovers and develops leadersdevelops leaders

• Is a science as well as Is a science as well as an artan art

• Builds organizational Builds organizational capacitycapacity

Benefits of Benefits of OrganizingOrganizing

Short TermShort Term• Addresses the Addresses the

members’ issues: members’ issues: pay, benefits, working pay, benefits, working conditions, etc.conditions, etc.

• Builds coalitionsBuilds coalitions• Provides a tool to Provides a tool to

address issues and address issues and problemsproblems

• Builds organizational Builds organizational capacitycapacity

Long TermLong Term• People learn about People learn about

themselvesthemselves• Individuals fully use Individuals fully use

their skills & abilitiestheir skills & abilities• An opportunity to An opportunity to

rediscover history rediscover history struggle & resistancestruggle & resistance

• Relearn cooperation, Relearn cooperation, collective action & collective action & support of one anothersupport of one another

Types of OrganizingTypes of Organizing•Scratch organizingScratch organizing

•Revitalization organizingRevitalization organizing

•Issue organizingIssue organizing

•Relational organizingRelational organizing

Issue OrganizingIssue OrganizingIssue organizing is Issue organizing is a strategy that identifies, validates & a strategy that identifies, validates &

clearly frames or state the issueclearly frames or state the issue by which the members by which the members will be motivated and mobilized.will be motivated and mobilized.

IdentificationIdentificationKnow the difference between problems & issues. Know the difference between problems & issues.

ProblemsProblemsare long-term conditions that give rise to issues. We areare long-term conditions that give rise to issues. We areconcerned about problems. We take on issues. Chronicconcerned about problems. We take on issues. Chronicunemployment is a problem. An announcement of a 50-unemployment is a problem. An announcement of a 50-

daydaylayoff is an issue.layoff is an issue.

Problems -vs- IssuesProblems -vs- Issues

PROBLEMSPROBLEMS• Global in natureGlobal in nature• Creates solutionsCreates solutions• Long-lastingLong-lasting• Source or cause is Source or cause is

distantdistant• IrritatingIrritating• Encourages studyEncourages study• Resolved only over a Resolved only over a

long period of timelong period of time

ISSUESISSUES• Specific in natureSpecific in nature• Emanate from Emanate from

situationssituations• Short-livedShort-lived• Source or cause is Source or cause is

near & identifiablenear & identifiable• InflamingInflaming• Encourages actionEncourages action• Resolved over a short Resolved over a short

period of timeperiod of time

Validating the IssueValidating the Issue

When an organizer thinks an issue has been identified, it can beWhen an organizer thinks an issue has been identified, it can bevalidated with “yes” answers to these questions:validated with “yes” answers to these questions:

• Is it immediate, recent, close at hand?Is it immediate, recent, close at hand?

• Is it specific, tangible, clearly understood?Is it specific, tangible, clearly understood?

• Is it controversial, positional, polarized?Is it controversial, positional, polarized?

• Is it the right size, can we manage it, control it?Is it the right size, can we manage it, control it?

• Is it winnable, a sure thing?Is it winnable, a sure thing?

Framing the IssueFraming the Issue

The organizer creates the organizing theme by stating the The organizer creates the organizing theme by stating the issue in such a way that it can be used to 1) focus the issue in such a way that it can be used to 1) focus the constituents’ energies and 2) mobilize people for action. constituents’ energies and 2) mobilize people for action. The statement becomes the consistent position of the The statement becomes the consistent position of the organizing campaign.organizing campaign.

Framing is accomplished by combining the following into a Framing is accomplished by combining the following into a statement:statement:

Clearly identify the issueClearly identify the issueDefine the issue in such a way that sides are clearly Define the issue in such a way that sides are clearly

identifiedidentifiedDevelop & refine the rationale for the issueDevelop & refine the rationale for the issue

Relational OrganizingRelational OrganizingA type of organizing whereby A type of organizing whereby direct direct

connections are made with the members connections are made with the members and potential membersand potential members. It focuses on . It focuses on stories, values, beliefs, and self-interests.stories, values, beliefs, and self-interests.

• Focuses on listening & respecting members’ Focuses on listening & respecting members’ experiences & storiesexperiences & stories

• Identifies & recruits leadersIdentifies & recruits leaders

• Creates an agenda that is driven by the issues, Creates an agenda that is driven by the issues, lives & experiences of our memberslives & experiences of our members

• Goes on all the time in a healthy organizationGoes on all the time in a healthy organization

• Provides the foundation for action and powerProvides the foundation for action and power

““OrganizingOrganizing

is a fancy word for is a fancy word for

relationship relationship building.”building.”

Ernesto CortesErnesto Cortes

Relational Meeting ConceptsRelational Meeting Concepts• Give & takeGive & take

• The meeting is The meeting is selective & sensitiveselective & sensitive

• Strong sense of self Strong sense of self provides basis for provides basis for taking risks in taking risks in relationship buildingrelationship building

• Self-actualization Self-actualization comes from comes from understanding feelings understanding feelings in ourselves & othersin ourselves & others

• Meetings like this Meetings like this prove an essential prove an essential human connection that human connection that is necessary to build an is necessary to build an enduring relationshipenduring relationship

• You don’t just discuss You don’t just discuss what people do or their what people do or their philosophy or their philosophy or their actions. Ultimately, actions. Ultimately, you must get to the you must get to the level of how people level of how people feel about what they feel about what they do.do.

Relational MeetingRelational MeetingBest PracticesBest Practices

• Engage with curiosityEngage with curiosity• Think about your own storyThink about your own story• Focus on the other personFocus on the other person• Draw out & share your storiesDraw out & share your stories• Probe for their interestsProbe for their interests• Ask direct, engaging questionsAsk direct, engaging questions• Listen more than you talkListen more than you talk• Stick to your time limitStick to your time limit• Reflect & evaluate (and take notes)Reflect & evaluate (and take notes)

““When you are When you are tempted to make a tempted to make a

statement,statement,ask a question.”ask a question.”

Fred Ross, Sr.Fred Ross, Sr.

The OrganizerThe OrganizerThe duty of the organizer is to The duty of the organizer is to

provide people with the opportunity provide people with the opportunity to work for what they believe in.to work for what they believe in.

A good organizer is a “social A good organizer is a “social arsonist” who goes around setting arsonist” who goes around setting people on fire!people on fire!

Skills of an OrganizerSkills of an Organizer

• Ability to ID an Ability to ID an issueissue

• Ability to evaluate Ability to evaluate human behaviorhuman behavior

• Concern for peopleConcern for people

• Ability to “affirm” Ability to “affirm” othersothers

• Ability to recognize Ability to recognize powerpower

• Ability to delegateAbility to delegate

• Ability to Ability to determine needsdetermine needs

• Ability to navigate Ability to navigate tense situationstense situations

• Ability to planAbility to plan

• Ability to work from Ability to work from the general to the the general to the specificspecific

• Ability to monitor & Ability to monitor & evaluateevaluate

Three Attributes of an Effective Three Attributes of an Effective OrganizerOrganizer

PASSIONPASSIONTo have passion you must create a vision To have passion you must create a vision of where you want to goof where you want to go

PATIENCEPATIENCEPatience requires a commitment to your Patience requires a commitment to your own vision in the face of “naysayers”own vision in the face of “naysayers”

PERSEVERANCEPERSEVERANCETo accomplish your vision you must have To accomplish your vision you must have the courage to perseverethe courage to persevere

“Cre8tive” Organizers

• Believe that there’s always Believe that there’s always more than one right answermore than one right answer

• Have the ability to look at Have the ability to look at the ordinary & see the the ordinary & see the extraordinaryextraordinary

• Are not afraid of making Are not afraid of making mistakesmistakes

• Reframe problems into Reframe problems into opportunitiesopportunities

From From Everyday CreativityEveryday Creativity

Dewitt JonesDewitt Jones

The Organizing PlanThe Organizing Plan

• WHAT: define the issue/situationWHAT: define the issue/situation• WHY: identify the organizing goalsWHY: identify the organizing goals• HOW: define the organizing strategy to HOW: define the organizing strategy to

employ & the resources that are neededemploy & the resources that are needed• WHO: determine the leaders & members WHO: determine the leaders & members

needed to accomplish the goalsneeded to accomplish the goals• WHEN: organize a sequential timeline of WHEN: organize a sequential timeline of

activities & communications that reflect activities & communications that reflect the goals & strategy & that help the goals & strategy & that help mobilize the membersmobilize the members

Keeping the plan on track . . Keeping the plan on track . . ..• Encourage leaders to monitor Encourage leaders to monitor without without

micromanagingmicromanaging – model that, too! – model that, too!

• Provide feedback to leaders & members, Provide feedback to leaders & members, highlighting the accomplishment of key goals, highlighting the accomplishment of key goals, activities, etc., throughoutactivities, etc., throughout

• Offer assistanceOffer assistance

• If problems are occurring, get involved without If problems are occurring, get involved without taking over the leadership roletaking over the leadership role

Take time toTake time toEvaluate & Celebrate!Evaluate & Celebrate!

• Be sure that members are involved in the Be sure that members are involved in the evaluation of the organizing effortsevaluation of the organizing efforts

• Identify 1) what worked well, 2) what didn’t Identify 1) what worked well, 2) what didn’t go so well, 3) what to continue doing, 4) the go so well, 3) what to continue doing, 4) the surprises that occurred, & 5) what surprises that occurred, & 5) what materials/records to archive.materials/records to archive.

• Celebrate & publicize the collective & Celebrate & publicize the collective & individual contributions & accomplishments, individual contributions & accomplishments, giving credit & thanks to all involved.giving credit & thanks to all involved.