Table of Contents
- Introduction: Why These Principles Matter
- Principle 1: People Power Before Technology
- Principle 2: Start Where People Are
- Principle 3: Power Analysis Guides Strategy
- Principle 4: Build Capacity While Winning
- Principle 5: Security Culture as Community Care
- How Principles Work Together
- Common Organizing Mistakes
- Your Next Steps
Introduction: Why These Principles Matter
These five organizing principles emerge from decades of successful social movements—from the labor organizing of the 1930s to the civil rights movement to contemporary climate justice campaigns. They're not abstract theory but practical wisdom earned through victories and defeats.
What makes these principles powerful is their universality. Whether you're fighting for tenant protections in Phoenix or organizing Amazon warehouse workers in Alabama, these fundamentals provide a foundation for building real power. They work because they're rooted in how humans actually build trust, take collective action, and create lasting change.
These principles aren't rules to follow blindly—they're tools to adapt to your specific context. The art of organizing lies in knowing when and how to apply each principle to your unique situation.
Principle 1: People Power Before Technology
The Principle
Effective organizing builds on relationships, not platforms. Technology can enhance human connection but never replace the trust and accountability that develop through working together on concrete campaigns.
Why This Matters
In an age of social media activism, it's tempting to believe that viral posts equal power. But real organizing power comes from deep relationships where people know they can count on each other. A thousand Facebook likes won't show up to a city council meeting, but ten committed neighbors who trust each other will—and they'll bring others.
Case Study: Chicago Teachers Union Strike (2012)
When the Chicago Teachers Union went on strike in 2012, their power didn't come from their Twitter following. It came from years of one-on-one conversations between teachers, parents, and students. Organizers held over 3,000 school-based meetings before the strike. When 26,000 teachers walked out, parents supported them because of relationships built through countless conversations about shared concerns.
How to Apply This Principle
Exercise: Relationship Mapping
- List 20 people you could call for help with a campaign
- Rate each relationship's depth (1-5 scale)
- Identify 5 relationships to deepen through one-on-one meetings
- Schedule those meetings within two weeks
Digital-First Approach | Relationship-First Approach |
---|---|
Launch Facebook group immediately | Host living room meetings first |
Success = likes and shares | Success = people taking action together |
Anonymous supporters | Known, accountable members |
Quick mobilization, shallow commitment | Slower build, deep commitment |
Don't abandon digital tools entirely—use them to enhance face-to-face organizing. A WhatsApp group works great for coordinating people who already know each other from in-person meetings.
Principle 2: Start Where People Are
The Principle
Successful campaigns address issues that community members already care about deeply, then connect local concerns to broader systems. Don't impose external priorities on communities.
Understanding This Principle
Every organizing failure starts the same way: outsiders arrive with solutions to problems the community hasn't identified. Real organizing begins by listening to what keeps people up at night, then building campaigns around those genuine concerns. The path from "my rent is too high" to "we need tenant protections" must be walked together, not prescribed.
Case Study: Dudley Street Neighborhood Initiative
In the 1980s, Boston's Dudley Street neighborhood faced multiple crises. Outside groups wanted to focus on affordable housing development. But when organizers actually asked residents, illegal trash dumping emerged as the top concern. The campaign to "Don't Dump on Us" mobilized hundreds of residents who'd never attended a meeting before. That victory built the trust and power to tackle housing, creating the first community land trust controlled by residents.
Practical Application
Exercise: Community Listening Campaign
- Design 5 open-ended questions about community concerns
- Conduct 20 one-on-one conversations with neighbors
- Document themes without imposing your interpretation
- Share findings back with participants before planning action
Sample questions: "What would make this neighborhood better for your family?" "What problem, if solved, would most improve your daily life?"
The issue you organize around matters less than whether community members truly care about it. A campaign about stop signs can build more power than one about climate change if stop signs are what your neighbors discuss at the dinner table.
Connecting Local to Systemic
Starting where people are doesn't mean staying there. Good organizers help communities see connections between immediate problems and larger systems. But this education happens through action, not lectures.
Immediate Concern | Systemic Connection | Bridge Strategy |
---|---|---|
Eviction notice | Housing commodification | Form tenant union while fighting eviction |
Wage theft | Labor exploitation | Recover wages while building worker committee |
Flooded streets | Climate change/infrastructure | Fix drainage while demanding climate planning |
School closures | Privatization agenda | Save school while exposing charter lobby |
Principle 3: Power Analysis Guides Strategy
The Principle
Identify who has the authority to grant your demands, what motivates them, and where they're vulnerable to organized pressure. Target decision-makers, not symbolic figures.
The Strategic Foundation
Power analysis prevents the most common organizing mistake: protesting at the wrong target. Successful campaigns map power carefully—who makes the real decision, what they care about, and what leverage you can build. This isn't about moral appeals to conscience; it's about understanding interests and pressure points.
Case Study: Justice for Janitors Los Angeles (1990)
When janitors tried organizing in Los Angeles, targeting building owners failed—they'd outsourced cleaning to avoid responsibility. Organizers mapped the real power: building owners hired cleaning contractors, but investment firms and pension funds owned the buildings. The campaign shifted to target Century City's business district, disrupting commerce until real estate investment trusts pressed contractors to settle. Victory came from following power to its source.
Conducting Power Analysis
Exercise: Power Mapping Template
For your campaign target, answer:
- Decision Authority: Can they actually grant your demand?
- Self-Interest: What do they care about most? (votes, profits, reputation)
- Vulnerabilities: Where can organized people create leverage?
- Influencers: Who do they listen to?
- Timeline: When do they make relevant decisions?
Power Holder | What They Care About | Effective Pressure Points |
---|---|---|
City Council Member | Re-election, donor relationships | Voter mobilization, public forums in their district |
Corporate CEO | Stock price, board approval | Shareholder resolutions, consumer boycotts |
University President | Reputation, alumni donations | Student strikes, alumni organizing |
Landlord/Property Manager | Rental income, property value | Rent strikes, code enforcement, media exposure |
Never confuse visibility with power. The mayor who shows up for photo ops might have less actual authority than the city manager who controls implementation. Follow the power, not the publicity.
Principle 4: Build Capacity While Winning
The Principle
Good campaigns achieve concrete victories that improve people's lives while developing leadership skills and organizational strength for future battles.
Beyond Single Victories
The best organizers think like architects—every campaign builds infrastructure for the next fight. A victory that doesn't develop new leaders is only half-won. This principle transforms organizing from a series of isolated battles into a sustained building of community power.
Case Study: Montgomery Bus Boycott Infrastructure
The Montgomery Bus Boycott succeeded not just because of Rosa Parks' courage but because organizers built capacity while fighting. They created an alternative transportation system with 300 vehicles, developed communication networks through churches, and trained dozens of new leaders through necessity. When the boycott ended, Montgomery had infrastructure for the next phase of struggle.
Implementing Dual Purpose Strategy
Exercise: Leadership Development Ladder
Create roles that progressively build skills:
- Observer: Attend meetings, listen, learn
- Supporter: Sign petitions, share information
- Participant: Phone bank, door knock with partner
- Team Member: Lead a piece of work
- Leader: Train others, strategize, represent group
For each level, identify specific skills taught and responsibilities given.
After each campaign action, ask:
- Who took on a new role?
- What skills were transferred?
- Which relationships deepened?
- What infrastructure was created?
Principle 5: Security Culture as Community Care
The Principle
Protect participants through collective security practices that build trust rather than paranoia. Everyone contributes to community safety according to their capacity.
Reframing Security
Security culture isn't about secrecy—it's about creating conditions where everyone can participate sustainably. This means protecting undocumented members, supporting those risking jobs, and maintaining practices that keep the door open for new people while protecting existing members.
Case Study: Immigrant Rights Networks
Successful immigrant rights organizations balance openness with protection. They create concentric circles of participation—public events welcome all, planning meetings require vetting, sensitive actions involve only trusted members. Phone trees replace digital lists for rapid response. Know Your Rights trainings protect the whole community, not just activists.
Good security practices enable more people to participate, not fewer. A parent who knows their immigration status is protected will join. A worker who trusts you won't expose them to their employer will organize.
Practical Security Measures
Risk Level | Appropriate Security | Overkill to Avoid |
---|---|---|
Public education event | Sign-in optional, no photos without consent | Requiring ID, secret location |
Planning meeting | Vouching system, phones in basket | Background checks, paranoid atmosphere |
Direct action | Need-to-know info, legal support ready | Excluding supporters from solidarity roles |
Digital organizing | Signal for sensitive discussion, clear data policies | Refusing to use any digital tools |
How Principles Work Together
These principles reinforce each other in practice. Real campaigns weave them together:
The Reinforcement Cycle
Relationships (P1) create trust needed to → hear real concerns (P2) which inform → power analysis (P3) that shapes winnable campaigns → building skills (P4) while maintaining → security practices (P5) that enable deeper relationships.
Example: Tenant Organizing Campaign
Watch how principles interconnect in practice:
- People Power: Start with one-on-ones in the building, not flyers
- Start Where People Are: Discover broken heating is the shared anger
- Power Analysis: Research reveals property manager reports to investment firm
- Build Capacity: Tenants learn to document violations and speak to media
- Security Culture: Protect undocumented tenants while building unity
Related Resources
Ready to apply these principles? Check out:
- Campaign Planning Tools - Templates for power mapping and strategy
- Meeting Security Practices - Detailed security protocols
- One-on-One Conversation Guide - Build those crucial relationships
Common Organizing Mistakes
Learning from failure accelerates growth. Here are the most common errors and how to avoid them:
- Mobilizing without organizing: Getting bodies to an event without building lasting relationships
- Choosing tactics before strategy: "Let's do a march!" before analyzing power
- Burnout culture: Celebrating overwork instead of sustainable participation
- Meeting for meeting's sake: Gatherings without clear purpose or outcome
- Ignoring internal conflict: Hoping disagreements disappear instead of addressing them
From Mistakes to Mastery
Common Mistake | Why It Happens | Better Approach |
---|---|---|
Over-relying on social media | Seems easier than face-to-face | Use digital to enhance, not replace, personal organizing |
Vague demands | Trying to please everyone | Specific, winnable demands that build toward vision |
Insider language | Forgetting who we're organizing | Plain language that your neighbor understands |
Hero worship | Easier than developing many leaders | Rotate roles, share skills, celebrate collective wins |
Your Next Steps
Knowledge without action is just theory. Here's how to start applying these principles:
- Schedule 3 one-on-one conversations with potential organizing partners
- Write down 5 issues you hear people complain about repeatedly
- Research one decision-maker relevant to those issues
- Host a small gathering to discuss shared concerns (5-10 people)
- Complete a power analysis for one specific issue
- Identify 3 people willing to take on leadership roles
- Establish basic security practices for your group
- After every action: What capacity did we build?
- Monthly check: Are we starting where people actually are?
- Before tactics: Have we analyzed power correctly?
- Regular assessment: Do our security practices enable participation?