Public Narrative, Collective Action, and Power

Abstract

The authors of this volume ask how discontented, but compliant, publics can mobilize to demand political change. It is not obvious. Organized collective action to challenge the status quo, as opposed to the occasional outburst of resentment, does not "just happen." Nor does it occur as an automatic response to the availability of tools described elsewhere in this book-citizen report cards, public expenditure tracking, participatory budgeting, social audits, right-to-information acts, and so on. Nor does it arise as a result of a provi dential convergence of resources and opportunities, as often described by social movement theorists.Organized collectiveaction challenging the status quo-a social movementrequires leadership that goes far beyond a stereotypical charismatic public persona with whom it is often identified. Unable to rely on established bureau cratic structures for coordination, evaluation, and action, such action depends on voluntary participation, shared commitments, and ongoing motivation. Movements must mobilize under risky conditions not only because wellresourced oppositions often resist their efforts,but also because the undertaking itself is fraught with uncertainty about how-and whether-it can happen in the first place. The capacity of a social movement for effectiveaction depends largely on the depth, breadth, and quality of leadership able to turn opportu nity to purpose.Mobilizing others to achieve purpose under conditions of uncertaintywhat leaders do-challenges the hands, the head, and the heart. As shown in figure 18.1,the challengeof the "hands" is one of action, of learning, of adapt ing, and of mastering novelskills. The challengeof the head is one of strategy,

Building a Climate Movement Through Relational Organizing

“…It assumes that problems in society can be addressed by communities when communities become better or differently organized (Linthicum, 2003;Walter, 1997). According to Ganz (2012), social movements depend on shared commitments, voluntary participation, ongoing motivation, and quality leadership. The role of the community organizer is to act as a strategic leader, but also to identify and develop the leadership of others, building community and drawing power from that community (Ganz, 2002;Han, 2012).…”

“…Ganz (2009) Conversely, relational organizing is consensus-based rather than conflict-based, emphasizing the layperson's growth, with the organizer's role being to translate the values of participants into action through storytelling, relationship building, and strategy (Ganz, 2012;Minkler & Wallerstein, 1997;Miller 2010).…”

Leadership in Social Movements: The Case of Ojo Con Tu Ojo

“…In addition, the ability of leaders to tell moving stories has been emphasized. The connection between leadership and narratives has been deeply explored by several authors (Couto, 1993;Davis, 2002;Ganz, 2011;Soler, 2015). Couto (1993) emphasized that these narratives provide the group with historical precedents of individual and collective resistance.…”

“…In recent decades, the study of leadership has become a topic of interest in the literature on social movements and organizations, and it has become important to understand the influence of leadership on the outcomes of social movements and explore how it contributes to social change (Aminzade et al, 2001;Ganz, 2011;Melucci, 1996;Morris, 2000;Morris & Staggernborn, 2004). Mainly, these scholars support the idea that the traditional 20 th century social theory on social movements has not typically examined the role of leadership as a key element to the social movements' effectivity and success.…”

Leadership and community participation: a literature review

“…Although it is partially linked to the results discussed in this literature review, we provide a brief summary to include some of the most cited works in this domain at the international level. Ganz (2011) discusses the ways in which the public can mobilise to demand political change by enhancing "public narratives". The author (2010) argues for the need to enhance leadership effectiveness through a process of adaptation, learning and shared knowledge, thus providing effective responses to major challenges that should mobilise the whole community.…”