Power and Self-Interest
A Deeper Understanding
If you want to use relational organising to revitalise the place you love, to do so you'll need to get to grips with two important, related concepts. Welcome to our exploration of power and self-interest. Two critical yet often misunderstood elements which we frequently rely on in the realm of community organising. Traditionally perceived with negative connotations, here we aim to unfold these concepts as tools for positive social transformation and empowerment.
Rethinking Power
In our exploration of power within the context of community organising, we aim to confront and dispel the prevalent misconceptions that often paint power in a negative light. The conventional narrative tends to associate power with abuse, coercion, and self-serving agendas, overshadowing its potential as a catalyst for positive change. In our experience of running leadership training sessions on power, where participants jot down word associations on a whiteboard, it's revealing that most of the associations tend to be quite negative, while only a few, possibly from the more affluent members of the group, tend to be positive. This exercise lays bare a common issue in perceptions of power.
Here's the thing: Power, in itself, isn't inherently good or bad. It's a tool, like a hammer, which can be used to build or to destroy. The negative associations likely stem from experiences or observations where power was abused or used oppressively. Conversely, the positive associations might come from experiences where power was used constructively, to lead, help, or improve. Yes: we do recognise that the authority wielded in your town hall or parliament might not be in your favour—and it might even be the source of your oppression. However, if your goal is to change or remove this dominating power, it's crucial for you to develop and harness some power of your own. Our objective here, then, is to shift this narrative and illuminate the constructive aspects of power.
Three Types of Power
In the realm of social dynamics and community organising, power can generally be categorised into three distinct types: the power of organised money, the power of organised people, and the power of the state. Each of these forms of power operates differently and holds a unique position in the landscape of influence and control.
Power of Organised Money: This form of power is held by those who control significant financial resources. In many societies, money equates to influence, granting those who possess it the ability to sway decisions, shape policies, and exert a considerable impact on various aspects of social and political life.
Power of the State: This is the power held by governmental bodies. It is the authority to create and enforce laws, regulate societal norms, and administer resources and services. The power of the state is often viewed as the most visible and formal form of power, backed by legal and institutional mechanisms.
Power of Organised People: Unlike the power of money or the state, this form of power is rooted in the collective strength of individuals, especially those who may not have significant financial resources or formal authority. Saul Alinsky, a prominent figure in community organising, referred to this as the power of the "have-nots." It is the power that emerges when individuals come together, organise, and mobilise around shared goals and interests. This form of power is built on relationships, solidarity, and collective action.
Relational Power
To constrain and not be contained by the power of the state, and often by the power of organised money, communities need to harness their own form of power. This is where the power of relationships, or the power of organised people, becomes crucial. It's about leveraging the collective strength that comes from unity, shared purpose, and the ability to mobilise en masse.
Alinsky emphasised the power of the "have-nots" as a counterbalance to the other forms of power. This power is not derived from wealth, legal mandates, or institutional authority, but from the ability to come together, to build strong networks of solidarity, and to advocate for change through grassroots organising. It’s about using the strength of numbers and the force of collective will to bring about social and political changes.
In conclusion, understanding these different forms of power is essential for effective community organising. While the power of organised money and the power of the state are formidable, the power of organised people – the power of relationships and grassroots mobilisation – holds immense potential to drive change. This is the power that community organisers tap into, harnessing the collective energy and voice of individuals to challenge existing power structures and advocate for a more equitable and just society.
Power As a Force for Good
To harness power as a force for good, it is essential to root it in ethical principles. This means prioritising integrity, fairness, and respect for individual rights and community values in all power-related actions. Ethical power is transparent, accountable, and driven by a commitment to justice and equality. By adhering to these principles, power transcends from being a tool for dominance to becoming a means of uplifting and empowering communities.
The key to transforming power into a positive force lies in aligning it with the welfare of the community. This approach views power not as an end in itself but as a means to serve the collective interests of the community. It involves listening to diverse voices, understanding community needs, and using power to advocate for policies and actions that benefit the broader society. When power is exercised in the interest of communal welfare, it becomes an instrument for bridging inequalities, addressing social injustices, and fostering a sense of solidarity and cooperation within the community.
Throughout history, there have been numerous instances where power, guided by ethical principles and the aim of communal welfare, has led to remarkable social transformations. These range from grassroots movements that have brought about policy changes to community-led initiatives that have improved local living conditions. By highlighting these examples, we demonstrate how power, when channeled appropriately, can indeed be a force for good, driving societal progress and nurturing a more just and equitable world. In our conception of the word, power is not just about wielding influence; it's about enabling voices to be heard and fostering collaborative action.
Self-Interest – A Driving Force
Self-interest, the motor that drives every person's engagement in the world, especially in community organising. It's not a dirty word but rather a foundational concept in understanding and harnessing the energy required for effective social change. Here's the lowdown, readers: people are naturally more motivated to act when they see a direct connection between their actions and their personal benefit. This isn't selfishness – it's just plain human nature. When organising a community, recognising and tapping into these self-interests is crucial.
Think of it like this: If you're trying to get people rallied around a cause, say, improving local education, you need to show them how this cause directly impacts them or their loved ones. A parent will be more motivated to join your cause if they see how better schools will directly benefit their children. A local business owner might get on board when they understand how educated graduates strengthen the local workforce and economy, benefiting their business.
In the world of organising, ignoring self-interest is like trying to start a fire without a spark. You can have all the fuel in the world – people, resources, ideas – but without that initial spark that connects to people's self-interests, you won't get a flame going.
Power and Self-Interest in Action
Here's the strategy: Start your organising efforts with one-on-one conversations. During these chats, focus on listening, really understanding what drives each individual. This is where you discover their self-interest. Once you know what makes them tick, you can align your cause with their motivations, showing them how joining your campaign is not just good for the community, but good for them personally. Remember, in community organising, you're not just addressing issues; you're building power through relationships. And people move towards what benefits them. It's not about manipulating – it's about connecting the dots between individual and collective well-being. That's the art of turning self-interest into a powerful tool for social change.
In the gritty reality of community organising, you don't waltz up to someone struggling with basic needs and start pontificating about grandiose concepts like neoliberalism or utopian societies. That's not just tone-deaf; it's downright ineffective. When you're on the ground, dealing with real people and their immediate needs, your approach has to be grounded in that reality. You're meeting people where they are, both literally and metaphorically. For a rough sleeper out on the streets, their immediate self-interest probably isn't in abstract political theories; it's in tangible, pressing needs like food, shelter, and warmth. For a family living in a damp home infested with rats, their primary concerns aren't about lofty political theories or distant societal issues. Their immediate self-interests are grounded in the urgent and tangible needs of a safe, healthy living environment. They're focused on the basics: getting rid of the rats, fixing the dampness, and ensuring their home is a secure and healthy place for their family.
Our approach is all about building relationships and generating some power through addressing these immediate self-interests. When you offer a hot drink, a meal, or a place to stay, you're speaking directly to a person’s current situation. When you show someone how to stand up for themself, they’ll never forget how to stand up for themself ever again. Once you've established a relationship and trust, you can gradually start to engage in deeper conversations. This is where you can begin to explore how broader issues might be impacting them and how joining a collective effort could lead to changes that benefit not just them but others in similar situations. Start with the immediate and personal, then slowly connect it to the larger picture. But always remember: the key to effective organising is recognising and addressing people's immediate self-interests first. That's the foundation upon which broader movements are built
Conclusion
In organising, we say that self-interest is a combination of two elements. On the one hand, it’s all the things you need for self-preservation, such as water, shelter, food, clothing, healthcare, etc.; and on the other hand, it’s all the things that give your life meaning. This can be religion or some belief system or spiritual practice. For some people, it's a club, for others, it's art classes, or a football team. We distinguish self-interest from selfishness. Self-interest is a natural and healthy motivation that, when aligned with collective interests, can be a powerful catalyst for engagement and activism.
Community organising is like a symphony where individual instruments play their unique parts, but together create a harmonious and powerful whole. The trick lies in aligning individual self-interests with the broader goals of the community. This alignment is the secret recipe for creating sustainable and impactful movements. It all starts here. In any community, individuals have their own needs, desires, and motivations. This could be anything from wanting safer streets for their kids to seeking better local job opportunities. The first step in organising is to listen and understand these personal interests. Next, we show people the bigger picture. How do personal desires fit into the community's needs? For example, if someone is concerned about their child's safety, we connect this to the broader issue of community safety and crime prevention.
Let's say a community faces a lack of green spaces. Residents might have different reasons for wanting these spaces – some for recreation, others for environmental reasons, and yet others might see it as a way to increase property values. By organising a campaign for more green spaces, we address these diverse self-interests, weaving them into a collective goal. From a theoretical standpoint, this approach is rooted in the understanding that collective action is strongest when it resonates personally with individuals. It's about tapping into Saul Alinsky’s definition of 'self-interest' – the realisation that people are most motivated to act when they see a direct benefit to themselves. When people see how their participation in a community effort directly benefits them, they're more likely to stay engaged. This leads to sustainability. A community that works together for its’ common good, recognising the individual benefits within it, creates a strong, resilient civic society.
Harnessing the concepts of power and self-interest in community organising involves a blend of practical tools and strategies. Key techniques include conducting one-on-one meetings to understand and tap into individual self-interests. Empowering local leaders through leadership training programs that emphasise empathy, understanding, and the effective use of power dynamics is also vital. These leaders become adept at aligning personal motivations with broader community goals, thereby strengthening the campaign's base. Additionally, employing tactics like house meetings and targeted community events helps in mobilising individuals around common issues. Organisers can also leverage social media and other modern communication tools to amplify their message and engage a wider audience. By understanding and strategically employing these tools, organisers can create powerful movements that effectively influence policy and bring about tangible change in communities.
In conclusion, effective community organising isn’t about persuading people to care about something new: it’s about showing them how what they already care about aligns with larger community goals. This approach creates a powerful coalition of individuals who are personally invested in the outcome, driving sustainable and impactful change.