Man must be provided with an opportunity for a healthy, consistent reconciliation of morals and behavior or he will be forced into a pathology of rationalization. (Reville for Radicals 94)Evidence of a culture of community disorganization exists in every community lacking the infrastructure for public exchange (community centers, public parks, sidewalks, etc.). Due to this disorganization there is little opportunity to reconcile an interest in a public life with a completely private behavior.
The rationality of organizers are often hypocritical or counterproductive especially when the organization is marginalized or counter-cultural. This tendency exists because many organizers see the tools used to make the masters house as being oppressive in themselves. I argue the contrary. These tools of organization should not be chosen or discarded on account of their prior use. Instead, the organizers rationality should be to use the tools for the sake of a dignified movement. Do not put down the axe because it can be used to destroy and kill but instead put the axe down at the root of the problem: evil rationality.
The evil rationality is easily seen in the corporate structure. Like a crushing human pyramid building upon itself by recruiting more to it's foundation through promises of trickle down wealth, the workers suffer under the weight in order to survive. With the Keynesian dream motivating the cubicle nation, this process of organization changes the rationality of leadership and work to an evil bend. With such a pervasive mentality regarding our system of capitalism it is hard not to see the conflict between big-business and it's pursuit of profit at all costs and community organizers' pursuit of solutions to community problems, one of which is that same mentality. The maniacal psychology of corporate profiteers puts our communities at risk of alienation from natural resources, personal wellness, and a complimentary psychology of submission.
Thus, every community organizer is faced with the difficult decision of choosing the tools with which to start an organization. Do I build an effective organization through a rigid hierarchical structure placing a high premium on self-interest? Or do I reject that structure entirely and invest in a philosophy of anti-authority? The process of running to the opposite side of the spectrum in order to avoid the pitfalls of hierarchical (corporate) organizing can be just as fruitless as the prior. The key to networking and organizing those networks is finding ways to assign people to tasks that power the engine of organizing to it's greatest potential and then empowering them to determine their ascendancy. Structure, organization, leadership, and authority must be used and used wisely if the organization is to succeed in producing critical thinking members, who mature into personal leaders who render the original structure obselete. If this is done well, then hierarchy will prove to be the illusion it always has been.
If we strip away all the chromium trimmings of high-sounding metaphor and idealism which conceal the motor and gears of a democratic society, one basic element is revealed--the people are the motor, the organizations of the people are the gears. The power of the people is transmitted through the gears of their own organizations, and democracy moves forward. (Reveille for Radicals 46)Thus, when organizing the recognized leadership must be ready to incorporate new people with new talents to the established organization. Providing structure for those new members gives a strong supportive base. The established leadership then must be able to provide opportunity for leadership to arise out of a supported followership. As the member matures and grows into their role, they will inevitably grow too large and impressive for their role and must be given the ability to grow in whatever direction they choose. Offering room for development is key. Such freedom of hierarchy allows for a balance between an industrial and organic rationality of organizing.
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