Current Shareware 1994 January/SHAR194.ISO/misc/effact14.zip/EFFACT.TX1

Text File | 1993-03-10 | 51KB | 811 lines

  SECTION 1: TRANSFORMING EMOTION INTO A COMMITMENT TO TAKE EFFECTIVE ACTION:

YOUR PRESENT SITUATION:
        You have somehow been drawn into an issue that concerns you.  You may
be considering taking some kind of action or hoping to join with others who
are planning action.  Perhaps, you're not quite sure what to do next.

YOU ARE NOT ALONE:
        In the past few years with many serious unresolved issues facing us as
a society, many people have found themselves in a situation similar to yours
where they have been forced to consider getting involved to resolve an issue.

WHAT HAVE OTHERS DONE?
        Different approaches have been tried by groups that have formed to
address the issues facing them.  Some groups have been very effective and
others have not.
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
WHAT HAVE WE LEARNED?
        A comparison of the most effective groups and those that have not been
effective reveals clear differences.  This program is based on the approach
used by the more effective groups and on observations and insights from people
with experience in grassroots work.  It has been designed to help you avoid
the most common mistakes and bring you, step by step, through the process of
setting up to be effective.

WHAT DO I DO NOW?
        First, it is very important to begin by understanding how you feel.

HOW DO YOU FEEL?
        Identify how you feel about what's happening to you.  A broad range of
feelings are reported.  Feelings range from helplessness and fear to anger and
outrage.
  **
YOUR FEELINGS ARE A NATURAL REACTION TO THREAT:
        A potentially threatening situation triggers the instinctive Fight or
Flight Reaction.  It's the body's natural response to threat.

SOMETHING VITAL TO YOU IS BEING THREATENED:
        It may be a direct threat, for example, a threat to your job, your
health, your children, your property, your neighborhood or your lifestyle.  It
may be an indirect threat, for example, a threat to your view of a sane and
healthy world, to your sense of a free and democratic society or a sustainable
environment.
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
SURVIVING THE THREAT: THE FIGHT OR FLIGHT RESPONSE:
        Where do your feelings in reaction to threat come from?  They come
from the basic instinctive reaction for self preservation.
        In a natural setting threat often comes in the form of a physical
attack and the Fight or Flight Response is triggered to prepare you both
physically and emotionally to meet the threat.  The intensity of the response
can range from mild (concern) to extreme (outrage).  You may feel fear (flight
reaction) or anger (fight reaction).  Often there is a combination of both.
If escape is unlikely then anger and outrage predominate as your body prepares
for a fight.
        This reaction is so intense that it involves the whole body.
Adrenaline is released into the blood increasing the heart rate and blood
pressure.  Blood circulation increases to the muscles (in preparation for
muscle activity) and decreases to the skin (to lessen the chance of bleeding
from surface wounds). There is also decreased sensitivity to pain.  All of
your body's resources are mobilized to prepare to survive the threat.
  **
THE SELF DEFENSE RESPONSE: WELL ADAPTED IN NATURE:
        When you are facing the threat of physical attack, the Self Defense
Response is well adapted.  It allows you to react automatically to a situation
where a few seconds delay could mean the difference between life and death.

IN PRESENT SITUATION THE RESPONSE NEEDS TO BE CHANNELED CONSTRUCTIVELY:
        In a modern setting in the context of resolving an issue, an automatic
reaction is not needed (you do have time to consider your options carefully)
and a physical response is not appropriate.  So special care is needed to
channel constructively the emotional and physical energy of this powerful
reaction.  Although the expression of this response needs to be modified in
the context of resolving an issue, the basic goal of the reaction is the same
as in a natural setting.  You are being motivated to prepare to take action to
address the situation threatening you.
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
CRITICAL CHOICE:
        The Self Defense Response is often the most important motivation in
people coming together on an issue and it is also a very important source of
energy to a group as it sets up.  How this energy is handled determines, to a
large degree, the success or failure of a group.

TWO PATHS AVAILABLE:
        Groups just starting out usually take one of 2 paths in the expression
of this reaction:
        One commonly observed reaction is where the group is `taken over' by
the Self Defense Response.  They are driven by feelings of fear and outrage
and are characterized by a scattered and unfocused expression of these
emotions.  They begin by acting out how they feel and spread their outrage
out into the community.  This approach is often associated with ineffective
groups.
        The more effective groups, on the other hand, are the ones that have
realized the dangers of acting out their emotions and instead have chosen ways
to channel this important energy constructively to meet their real goal of
getting ready to defend themselves from the threat.
  **
EXPRESSING OUTRAGE: OFTEN AN UNCONSCIOUS REACTION:
        Without actually making a decision many groups find themselves taking
action to express their outrage.  Having, in effect, taken the expression of
outrage as their goal, they take a confrontational approach in public and in
the press.
        This approach offends and alienates many potential supporters and
polarizes people by forcing them to choose sides before they fully understand
the issue.  Resistance develops in the community to the groups confrontational
approach at a time when the group needs to be reaching out for support.  As a
result they have difficulty making progress and this can lead to more
frustration and anger within the group.  Feeling forced to more extreme
behavior to have an effect, the group may eventually discredit itself with the
community.  The result is that the important and legitimate concerns raised by
the group are often largely ignored.
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
CHANNELING YOUR EMOTIONS CONSTRUCTIVELY: A CONSCIOUS DECISION:
        The more effective groups, in contrast, see the need to channel this
energy constructively.  They work through their emotions to realize that their
real goal is to be effective and that being effective is more important than
expressing their outrage.
        By carefully studying their situation they realize that raising their
concerns in such a way as to reach out and build a broad base of support in
their community is more in their interest than expressing how they feel.
Building a broad and solid base of support insures that their concerns will
have to be taken seriously and addressed. In addition, once they see that
effective action and progress are possible they have less need to be upset and
are less dependent on their outrage for motivation.
  **
FIRST STEP: WHAT ARE YOUR FEELINGS TELLING YOU TO DO?

         You're concerned and upset.  You may want to talk to your friends and
neighbors about the problem, but are you willing to do something about it?

        If you are willing to do something, you may want to take some action
to feel less threatened, but will that action have a positive effective on
your situation?

        If you really want to have a positive effect, are your willing to make
a commitment to learning how to take effective action?
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
MAKING THE COMMITMENT:
        1) DEVELOP THE DESIRE TO BE EFFECTIVE: (`I really want to.'):
Imagine yourself working with others taking effective action on your issue.
Imagine how it will feel to take effective action.  Imagine the sense of
empowerment you will feel as you begin to effectively raise your concerns and
appeal to a broad base of support in your community.  Visualize people coming
together in support of your concerns. I REALLY WANT TO LEARN TO BE EFFECTIVE.

        2) DEVELOP A CONFIDENCE: (`I can do it.'):
If you want to learn how to be effective and you're willing to work at it then
YOU CAN BE EFFECTIVE.  Why?  Because learning how to be effective is like any
other skill the more you work at it the better you get.  The basic methods and
techniques are here and they are based on experience and common sense.  If you
want to learn how to be effective and you are willing to work at it then:
 YOU WILL BE EFFECTIVE.

        3) MAKE THE COMMITMENT:  (`I will do it'):
This involves a decision on your part and a promise to yourself.
  **
THE COMMITMENT TO YOURSELF:
        Are you willing to take the energy that you could have wasted in being
upset and channel that energy into learning how to be effective?

                               YES,  I AM.

   Make the following commitment to yourself (out loud with strong feeling):


 #***************************************************************************#
 #  `I AM GOING TO STAND UP FOR MYSELF                                       #
 #                                                                           #
 #                           WORK WITH OTHERS                                #
 #                                                                           #
 #                                  AND LEARN HOW TO TAKE EFFECTIVE ACTION.' #
 #***************************************************************************#
  ** Mountain Vision Software   R # 1   Box  222  Colton,  N Y  13625  **
RENEW YOUR COMMITMENT AS NEEDED:
         Restate this commitment whenever you find yourself getting upset,
when your anger or frustration starts to get the best of you, when you find
yourself getting scattered, or when you feel you need reassurance.

MAKING A COMMITMENT CAN MAKE YOU FEEL BETTER:
        Once you've made the decision to make this commitment then there is no
longer the same need for being upset, no longer the same need for outrage
because you are preparing to take effective action to deal with the threat.
Why waste your valuable energy in being upset?  Gradually you'll begin to feel
empowered by learning to be effective and you will no longer need to be
motivated by threat and outrage, but instead you will be motivated by a
positive feeling of empowerment as working with others to raise your concerns
begins to have real effect.

YOU HAVE TAKEN THE 1ST STEP TOWARDS EFFECTIVE ACTION:
        By making the commitment to learn to take effective action you have
taken the 1st step and you have already avoided many of the most serious
problems associated with groups just starting out.  You are now on your way to
taking effective action on your issue.
@
   SECTION #2:  SEE YOUR SITUATION CLEARLY: RISE ABOVE PERSONAL INVOLVEMENT:

THE TASK OF SEEING:
        To see most clearly, you must look at the situation as though you were
not involved in it.  Be detached, objective, and careful not to allow your
emotions to distort the facts.  Rise above personal involvement.  Your strategy
and actions will be effective only to the extent that you have based them on
clear vision.

SELF DEFENSE RESPONSE THE MOST INTENSE BUT NOT THE ONLY EMOTION:
        The problems associated with the Self Defense Response have been
addressed. (see Transforming Emotion Into Commitment: outline).  As the
situation changes, less intense and less defined feelings will come up.  These
feelings, if left unresolved, can influence how you react without your being
aware of it, and may distort your view of the situation.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
FEELINGS NEED TO BE CLARIFIED AND RESOLVED:
        It is important to address feelings as they come up because:

=> Your Feelings May Contain Valuable Information You May Not Be Aware Of <=

=> Unclarified Feelings Can Lead To Emotional Reasoning (unclear thinking) <=

=> Unclarified Feelings Can Give A Strategic Advantage To Your Adversary <=


=> YOUR FEELINGS MAY CONTAIN VALUABLE INFORMATION YOU MAY NOT BE AWARE OF <=
        Your feelings are often not conscious, they may be in the `background'
and unnoticed.  Until you look at them more closely you may be unaware of some
of what they are telling you.
        EXAMPLE:  Your group may be on the verge of taking an action, but you
feel very uncomfortable with it. This vague feeling is a reaction to some
specific parts of the plan that you don't feel right about.  Working to
clarify these feelings may, for example, reveal that you don't accept certain
details of the proposed action.  This important new information can then be
used in your decision making process.
  **
=> EMOTIONAL REASONING <=
        This occurs when your feelings are influencing your ability to see
clearly without you realizing it.  For example, you may not `want' to see some
strength in your Adversary's position, or your `fear' may cause you to see
strengths that aren't really there.  This subtle distortion in your view comes
about through a process that we will call Emotional Reasoning.

THE EMOTIONAL REASONING PROCESS:
        You decide emotionally and unconsciously what you `want to see' and
what you `don't want to see', then you find rational arguments to justify
these assumptions.  Your arguments appear reasonable but they are based on
an unreasonable (emotional) distortion of the facts.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
EXAMPLE EMOTIONAL REASONING:
        Emotional Reasoning may be involved in a statement like this: `Because
our Adversaries are outsiders, we don't have to worry about them having much
influence on the Town Board.'  This conclusion may have a reasonable
component: (ie: in general,`outsiders' may have less influence on the Town
Board than `locals').  However, it may be ignoring an important consideration.
For example, your Adversary's action may bring money into the community and
new tax revenues.  This clearly could have an influence on Town Board
decisions. Wanting to feel less threatened by your Adversary may have allowed
Emotional Reasoning to cloud your vision and lead to a distorted conclusion.

EMOTIONAL REASONING: A FORM OF BLINDNESS:
        This is a very serious form of blindness because it is selective.  You
see some parts clearly and other parts not at all.  As a result, your methods
and actions will be effective (when you see clearly) and ineffective (when you
don't).  A setback could cause you to doubt your methods and strategy when, in
fact, the problem really lies with blind spots in your vision caused by
Emotional Reasoning.
  **
SEEING CLEARLY: ALWAYS MOST EFFECTIVE METHOD:
        When your Adversary seems especially powerful it is easy for your
feelings to lead you into hiding from the facts by slipping into Emotional
Reasoning.  However, even when the odds against a group seemed overwhelming,
groups have been very effective by seeing their Adversary's real strengths and
weaknesses clearly and accurately.  They were then able to avoid wasting energy
on their Adversary's strengths and instead made progress by finding ways to
concentrate on weak points in their Adversary's position.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
=> UNRESOLVED FEELINGS CAN GIVE A STRATEGIC ADVANTAGE TO YOUR ADVERSARY <=
        If your feelings are unresolved and unclarified then you may not be
aware that they are influencing your behavior.  This presents a real problem
because, although you are not aware of it, your Adversary may not only be
aware of it but be prepared to use it to their advantage.
        For example, if there is an element of emotional reaction in your
position in certain `sensitive areas' then your Adversary can `bait' you into
reacting emotionally by making statements that `get you going'.  They can do
this often without being obvious to outside observers (ie: the press and the
public). This can then cause you to `overreact' and make statements and take
actions that you will later come to regret (but not be able to undo).  The
same method is often also used to divert your energies into side issues (areas
of your Adversary's choosing) and away from your real goals.
         Resolved and clarified feelings will not leave you open to this
danger.  Also your actions and strategy will be less predictable to your
Adversary because they are not based on emotion.
  **
TRANSLATING FEELINGS INTO INFORMATION: IDENTIFY HOW YOU FEEL:
        Sit down in a quiet place and write down how you feel.  Often how you
feel will not be clear.  Give yourself time, a few times during the day, ask
yourself how you feel regarding your situation.  Often after waiting until the
next morning, after `sleeping on it', your feelings will become clear.
  EXAMPLE: `I feel overwhelmed by this problem, I'll never be able to do
anything'

THE CAUSES: WHY DO YOU FEEL THIS WAY ?
        After you identify how you feel ask yourself why you feel this way.
Often there are multiple causes. If the causes aren't clear, try taking a day
to clarify the causes, ask yourself again after `sleeping on it'.
  EXAMPLE: The causes: `I feel overwhelmed because our Adversary is so
powerful and I don't have the time in my life to deal with this problem now.'
 ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
WHAT YOUR FEELINGS ARE TELLING YOU: INFORMATION:
        The causes of your feelings are concerns that need to be addressed.
Once you identify the causes, you can use this information in your decision
making process.
  EXAMPLE:  To begin to address your feelings about being overwhelmed by a
powerful Adversary, consider that a powerful Adversary will not allow you many
mistakes, therefore before you take any actions, make sure you spend plenty of
time considering all your options carefully.
  EXAMPLE: To address your feelings about not having enough time in your life
to deal with your situation: decide how much time you can afford on your issue
and still keep your life in balance.  Perhaps, since working with a group is a
social event you could (temporarily) take time from other social events.
   Once your feelings are translated into information they become clear and
understandable, and will not be having a hidden influence on your decisions.
  **
CLEAR VISION:
        Renew your vision whenever you need to get your bearings.  Climb the
mountain and rise above personal involvement to get the detached overview.  If
your find you have unresolved feelings then take the time to translate your
feelings into information.  Besides giving you valuable information this will
avoid the dangers of Emotional Reasoning and will not give Strategic Advantage
to your Adversary.  Your most valuable insights will come from clear vision
and clear thinking.  See what's happening now and the possible alternative
paths in the future.  The goal is to see without reacting emotionally.  The
success or failure of your strategy and actions will depend to a large degree
on how clearly you see the situation.
@
                   SECTION #3: SEEING THE BALANCE OF POWER:

PEOPLE: THE SOURCE OF POWER:
        In the final analysis, people will be making the decisions that
determine the outcome of your situation.  Though a few key individuals will be
making the most important decisions, they will be influenced by a variety of
other people.  Keep in mind that public opinion can have a powerful (though
often indirect) effect in all stages of the process.

3 GROUPS OF PEOPLE INVOLVED:
        People who may influence your situation can be divided into 3 groups.
Two groups of people with clearly contrasting points of view are Your Group and
Your Adversary.  All other people who are not yet directly involved will
comprise the 3rd group, the Larger Community. The balance of Power will be
viewed in terms of these 3 groups.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
YOUR GROUP:
        At this point your group is just setting up and is made up of a few
actively involved people.  Don't be in a hurry to expand this group until
you're ready to deal with more people.  2 to 7 active people is a good size
for setting up a group because it is small enough to work together as a group
and yet still have some diversity of opinion.  This small group will be all
you need to set up to get things going.

EXAMPLE: YOUR GROUP:
       A number of people have talked to you about concerns they have with the
issue and given ideas, but only a handful of people are actually getting
together to make plans and decide what to do.  Consider the actively involved
people possible members of your initial Core Group.  All others interested,
but not actively involved, will be considered your Interest Group.  These 2
groups will form the basis of your organized group later on (see Expanded
Group: outline).
  **
YOUR ADVERSARY: A NARROW DEFINITION:
        Your Adversary:  those people actively and publicly supporting the
position that causes you concern, to the extent that they are unwilling to
consider alternatives.
        NOTE: It is important to use a very narrow definition to be careful
not to define people as your Adversary when they are not.  A narrow definition
would not automatically define a whole group as your Adversary.
        For example, a group may `support' a position (that causes you concern)
when a majority (1 more than half of the group) voted for the position.  A
large (though minority) part of the group could have serious reservations and
be willing to listen to reasonable alternatives.  These people, although part
of the group you that you `feel' is your Adversary, would not be considered
Adversaries merely because they were associated with that group. Instead, they
would be considered part of the Larger Community that is leaning strongly
towards your Adversary's position, but they might still be open to change.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
EXAMPLE: NARROW DEFINITION OF YOUR ADVERSARY:
        The County Legislature decides to site a landfill in your area.  Your
initial reaction might be to consider the County Legislature as your Adversary.
This could be a mistake.
       CONSIDER:  How did the legislature arrive at the decision?
       First it might set up a committee, appoint a commission, direct its
staff, or hire a company to draw up recommendations.  The recommending group
would then set forth a plan for the Legislature to act on. (Even within the
group drawing up recommendations, there may not be full agreement.)  When the
proposal passed the Legislature, some legislators may have voted against it or
abstained, even those who voted yes may have had reservations.  Only those
people (in any of these groups involved in the process) who actively and
publicly support the plan and are unwilling to consider any adjustments or
alternatives would be considered your Adversary. (Generally this would be
those with some vested interest in the plan `as is', ie: those who drew it
up). Most County Legislators would be sensitive to public opinion and would
not be considered your Adversaries unless they clearly demonstrated themselves
to be totally inflexible.
  **
WHEN DIFFICULT TO IDENTIFY AN ADVERSARY: WORK WITH YOUR GOVERNMENT:
        In some issues, where it may be difficult to identify an Adversary,
you can work with your government (Decision Makers) to raise your concerns.
        For example, during hard economic times (with many people unemployed)
taxpayers groups may form to address the problem of high local taxes (to
support those unemployed).  Although some people may initially feel that the
unemployed people are their Adversary, a careful look at the situation would
reveal that economic conditions lead to the unemployment problem.  Since
unemployed people are not in a position to change the economic conditions that
lead to their unemployment, taxpayers groups could begin by working to raise
their concerns with their government.  For example, could action be taken by
government to address the fundamental economic problems that cause both
unemployment and high taxes? (ie: Is unfair foreign competition undercutting
domestic jobs?)  Could those receiving extended unemployment benefits be
providing needed services to the community (through job programs)?  Both the
taxpayers and the unemployed have the same fundamental concerns (effective use
of public resources and improved work opportunities).  The taxpayers groups
and the unemployed could join together to work with their Government (Decision
Makers) to take action.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
THE LARGER COMMUNITY:
        The final group to be considered is by far the largest because it
includes everyone not in your group or your Adversary's.  The Larger
Community, in a democratic society, is also the most powerful both in terms of
resources and political power.  It has a potential to influence the situation
to a major degree.  Depending largely how you act, this group can move towards
Your Group, towards Your Adversary, or remain uninvolved.  It would be a
critical mistake to underestimate the potential impact of this group and their
ability to bring, even indirect, pressure to bear on the situation.  Be
mindful of your influence on the Larger Community because every move you make
has an effect. This is especially important in the beginning when you set up
and take a position.

THE LARGER COMMUNITY: PEOPLE LEANING TOWARDS YOU OR YOUR ADVERSARY:
        There is a natural tendency for certain people to lean towards either
your position or your Adversary's.  These people, while part of the Larger
Community, may begin to move in the direction that they are leaning, early on,
and therefore require special consideration.
  **
PEOPLE LEANING TOWARDS YOUR GROUP:
        There are people with a natural tendency through background, past
experience, or common interest to move towards your group.  In general, people
leaning towards your group will move towards you on their own.  At this point,
before you're set up, you do not want to encourage this movement because you
are not yet organized to handle more people.  You can view these people as a
reserve waiting to be drawn into your group as they are needed.

PEOPLE LEANING TOWARDS YOUR ADVERSARY:
        Through circumstances, past association, or perceived common interest,
these people have a tendency to move towards your Adversary's position.  This
group will be the most sensitive to any of your actions. Because it won't take
much to push them towards your Adversary, this group needs to be studied in
more detail.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
PEOPLE LEANING TOWARDS YOUR ADVERSARY: KEY GROUP:
        The change in the balance of power will come as people from the Larger
Community begin to move to support your position or your Adversary's.  Under
no circumstances is it in your interest to add support to your Adversary.
        Unlike people leaning towards you, (that will tend to move towards you
almost no matter what you do), the group leaning towards your Adversary will
need a lot of special attention.  What they decide to do depends to a large
degree on what initial position you decide to take.  Since this group is very
sensitive and likely to move 1st, you would be wise to review all your
proposed actions so as not to give reason for these people to move towards
your Adversary.  If you act carefully, especially in forming an initial
position, many of these people may remain part of the Larger Community and not
take an active part in supporting your Adversary's position.  If you are
especially careful to be aware of their point of view, you may even succeed in
having them consider your position.
  **
EXAMPLE: PEOPLE LEANING TOWARDS YOUR ADVERSARY:
        A military low altitude flight path was proposed for a rural area.
The problem, from the point of view of group organization, was that, being a
rural area, many people found educational and training opportunities by
joining the military.  Almost every family had relatives who had been in the
military and many considered themselves strong military supporters.  The
overwhelming majority of the area was leaning strongly towards the military.
It was decided that the group would have to be very sensitive to this fact and
as a result they made it clear that the group was not against the military. In
fact, they did not even take a position against the flight path.  While making
it clear they were not against the military, they did expect their concerns
about the effects of the flights to be addressed.  The group raised concerns
and presented well documented evidence about the adverse effects of the
flights and after a year of effort the group succeeded in having the military
decide not to use the flight path.  Being sensitive to the people leaning
towards their Adversary made it possible to develop overwhelming local support
around concern for the effects of the flights.  This led to an eventual
solution to the problem.  Had this group concentrated on rallying people to
their cause and ignored people leaning towards their Adversary then the
results could have been very different.
  ** Mountain Vision Software   R # 1  Box  222  Colton,  N Y  13625  **
SEEING THE POTENTIAL FOR CHANGE IN THE BALANCE OF POWER:
       Many unsuccessful groups feel that it's a contest of numbers and they
start out trying to rally supporters, this leads to a polarization of sides
and a series of problems (see Choosing a Position: outline).
       For the more successful groups the focus has been, not on how many
people you can initially rally to your side, but on how few people you push
towards your Adversary. This is important because often radical initial
positions actually activate people leaning towards your Adversary who would
not have become active except in response to your position. (They did not move
towards your Adversary they were pushed by your action.) You can not afford to
be adding support to your Adversary.
       Keep in mind that people who are not alienated by your actions are
usually willing to listen to a reasonable presentation of your concerns.

SEEING THE BALANCE OF POWER: INSIGHT TO CHANGE:
       Keep in mind the 3 groups involved.  Use a narrow definition of Your
Adversary and focus special attention on the Larger Community because it is
potentially the most powerful and influential of the groups.  If you are
looking to find ways to set up without alienating even those people in the
Larger Community who are leaning towards your Adversary then you have gained
valuable insight from seeing the balance of power.
@
SECTION #4: CHOOSING A POSITION: AVOID ALIENATING PEOPLE, KEEP ALL OPTIONS OPEN

BEGINNING: A CRITICAL PHASE: YOUR CHOICE OF SET UP HAS LONG TERM IMPACT:
        As The Twig Is Bent, So Grows The Tree.  Many of the basic
characteristics of your group are determined by your choice of set up.
Decisions made at this time will influence what options will be available to
you into the future.  Through your set up, you introduce yourselves to the
public and they get their 1st impression of you as a group.  Your reputation
and ability to influence people will depend on how you choose to set up.

SET UP DETERMINES TO A LARGE DEGREE YOUR EFFECTIVENESS:
        Surprisingly, the biggest differences between effective and
ineffective groups are found in how they set up.  Decisions made at the very
beginning can often be identified as the source of many later difficulties.
In fact, the choice of set up is the single most important decision that
distinguishes effective groups from ineffective ones.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
INEFFECTIVE GROUPS OFTEN SET UP SPONTANEOUSLY:
        Outrage is often the initial motivation for group formation (see
Transformation: outline).  It is very easy for groups to be `taken over' by
their outrage and organize around how they feel.  Most ineffective groups
follow this path, and fall into the strategy of spreading outrage out into the
world in hopes of gaining attention to their plight.  Conflict, confrontation
and polarization work against them to seriously lessen their effectiveness.

EFFECTIVE GROUPS DECIDE CAREFULLY HOW TO SET UP: YOU DO HAVE A CHOICE:
        The groups that have been most effective have realized (to one degree
or another) that they have a choice in set up and they considered their
options carefully.  In contrast, ineffective groups often don't realize they
are making a decision by setting up spontaneously.  (They feel this is the
natural way to set up and never even consider other options.)
  **
SET UP INVOLVES 2 AREAS: POSITION AND ORGANIZATION:
       By your choice of initial POSITION on the issue you will set up to
begin to influence the Larger Community.  Your choice of ORGANIZATION will
create the structure within your group.  Both areas are important because a
well organized group must work through a carefully chosen position to reach
the Larger Community and influence the balance of power.

CHOOSING YOUR POSITION: GUIDELINES FOR IDEAL INITIAL POSITION:
The ideal initial position is one that:

=> Appeals To The Widest Possible Audience: <=
  (Why risk excluding potential supporters?)

=> Does Not Offend Or Alienate People: <=
  (Why risk having conflict and confrontation push people away?)

=> Does Not Force People To Choose Sides: <=
  (Why risk polarizing people into working against you?)

=> Keeps All Your Options Open: <=
  (Why narrow your future choices ?)
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
=> IDEAL POSITION APPEALS TO THE WIDEST POSSIBLE AUDIENCE: <=
        To be effective you need a broad base of support and at this point you
can't really predict where all your support will come from.  Often groups have
found common interest with individuals and groups that don't normally work
together but are brought together by an issue.  Why risk excluding
unidentified potential supporters by your position ?

EXAMPLE: APPEALS TO WIDEST POSSIBLE AUDIENCE:
        Environmental groups are often at odds with hunters and loggers. On
the issue of forest management a common interest could be found.  Sustainable
yield forest management, on a county wide plan, could potentially benefit each
group. (Sustainable yields cuts at no more the rate of regrowth in an managed
area).  LOGGERS could benefit with long term job security (instead of the boom
and bust cycles of cutting all the trees and moving out of an area).  HUNTERS
could benefit from increased animal populations due to new growth habitat from
forest cutting.  ENVIRONMENTALISTS could benefit from the acceptance of
environmentally sound forest management with better control of soil erosion
and more wildlife diversity.  (Local activities like hunting and cutting
firewood can be consistent with Environmentalism).  This practice would also
favor small local logging operations and keep money in the local economy.
  **
=> IDEAL POSITION DOES NOT OFFEND OR ALIENATE PEOPLE <=
        Conflict by its very nature is irritating and makes many people very
uncomfortable.  They feel conflict and confrontation are things they would
like to avoid.  As a result, if conflict surrounds your issue, people
(especially those who are not directly involved) will tend to avoid dealing
with your issue.

CONFRONTATION CAN LEAD TO PUBLIC FRUSTRATION:
         As the level of conflict rises to confrontation, it begins to demand
public attention.  Although this can increase public awareness of your group,
it comes at a high price.  With confrontation people begin to expect some sort
of resolution.  If the conflict is extended (which is the most common case)
and no resolution is in sight, then people get frustrated and begin to feel
that no resolution will ever take place and the problem is unsolvable. This
can lead to a public frustration with your case and a feeling that it is a
`lost cause'.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
CONFRONTATION CAN LEAD TO THE PUBLIC IGNORING OR EVEN RESISTING YOUR CASE:
        People may begin to feel your group is bringing up unsolvable problems
and adding to the burdens of the day.  After a period of extended conflict,
people begin to filter out news related to your issue. (ie: avoid reading news
articles, etc.)  If you persist, they tend to feel you are somehow responsible
for the conflict and their frustration with it.  Public resistance to your
position and your group can develop to the point where some people get so
tired of your confrontation that they may actually begin to support your
Adversary.
        Confrontation may have a place at certain times and situations (see
Resolution: outline), but it has no place in your initial position.
Confrontation in a starting position alienates people, narrows your base of
support and can actually generate active resistance to your position.
  **
=> IDEAL POSITION DOES NOT FORCE PEOPLE TO CHOOSE SIDES: <=
PUBLIC RESISTANCE TO CHOOSING SIDES:
        Taking a position on one side of an issue (for or against) makes people
in the Larger Community feel they must decide if they are for or against your
group.  They often don't have the time or interest to research and evaluate
all the facts in a short period of time, as a result they feel you are forcing
them to decide before they have time to hear both sides.  They may have
initially been willing to listen but now may resent being forced to take a
position.

PUBLIC RESISTANCE TO ONE SIDED VIEW:
        The fact that you have already taken a position raises the question of
your reliability as a source of unbiased information.  This generates natural
resistance and suspicion.  In addition, if conflict also surrounds the issue,
then public resistance could grow into a real hostility to your group.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
=> IDEAL POSITION: KEEPS ALL YOUR OPTIONS OPEN <=
        Conditions may change. Often at the setup stage you have no idea what
situations you'll be facing later on.  Don't start out with a narrow position
that limits your future choices.  Often narrow positions are irreversible.
        For example, if you start out as a moderate group concerned about the
issue but not taking a side (for or against) then in the future you may decide
that you need to take a stronger position.  This option is always available.
A moderate group that has gained public support and later decides to take a
stronger position often brings a lot of their broad based support with them.
On the other hand, a group starting out taking a strong initial stand on one
side of the issue can never change its position to a moderate one (not taking
sides) because no one would ever believe such a reversal.
       Keeping all your options open means you always delay as long as
possible decisions that are irreversible.
  **
-----------------------------------------------------------------------------
MODERATE CONCERNED POSITION: PROPOSAL FOR IDEAL INITIAL POSITION:
  Your goal in forming your group is to raise concerns about the issue and to
reach out to build a broad base of support in your community for having those
concerns addressed. You have decided the best way to do this is to avoid
framing the issue in terms of sides (ie: for and against) because you are
trying to avoid polarizing people and alienating potential supporters by
forcing them to choose sides. Instead you want to bring together everyone who
has any concern with the issue into a powerful base of support to insure that
your concerns will be addressed. If a stronger position on the issue is needed
(ie: a yes or no decision), you will wait until it is necessary to take that
position and it will be based on how well your concerns have been addressed.
-----------------------------------------------------------------------------
MODERATE CONCERNED POSITION MEETS ALL GUIDELINES FOR IDEAL POSITION:
   => Appeals To The Widest Possible Audience: <=  You are appealing to those
concerned for any reason.
   => Does Not Offend Or Alienate People: <=  Your position does not alienate
people because it is reasonable and nonconfrontational.
   => Does Not Force People To Choose Sides: <=  You have made it clear that
your group is not choosing sides and you are not asking others to do so.
   => Keeps All Your Options Open: <=  A moderate position keeps options open.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
MODERATE CONCERNED POSITION: BEST CHANCE OF SUCCESS
        Even if you feel strongly that you want to come out supporting one
side of the issue, you will want to consider very carefully the benefits of
the Moderate Concerned Position.  It allows you to raise your concerns without
setting people against each other and it gathers together and unites all
people with any concerns with the issue.  As a result, it has the potential
for building the widest possible base of support and therefore has the best
chance of success.
  **
MAKE THE MODERATE CONCERNED POSITION PUBLIC:
        The main reason for making your position public as soon as possible is
to establish the Concerned Position as the focus of group formation and
organization.  If you delay in publicly presenting this position, one or more
other groups may form based on a more limited view of the issue and with a
much narrower base of support.
        For example, a group may form that takes a strong stand that defines
`sides' (for or against).  It may become the rallying point for some
individuals, while alienating many others who are concerned but feel they need
more information before making a decision.  This kind of group formation will
lead to a fragmentation of your potential base of support into small
polarizing groups.  It's easier to have people move to the concerned position
in the very beginning than it is to try and show groups, that have already
taken a strong position, the advantage of the strategy behind a concerned
position.  In addition, once polarization has begun around an issue, it is
very difficult to reverse.  (However, even if polarization has begun, a
Moderate Concerned Position is often a welcomed alternative to groups already
formed.)
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
IF NECESSARY CONSIDER REDEFINING YOUR POSITION TO BE MORE EFFECTIVE:
        Even if your group has already taken a strong position on one side of
the issue (`for or against'), you can still take advantage of many of the
benefits of the Moderate Concerned Position by deciding to redefine your
group's position.  Instead of continuing to present the issue in terms of
sides, you can refocus on raising specific concerns.  If your group's name
frames the issue in terms of sides (Citizens Against .., etc.) then consider
renaming your group to stress your concerns.  Remember, the Moderate Concerned
Position allows you to reach out to include more people, it does not prevent
your group from taking a stronger position (`for or against') at some time in
the future (if it becomes necessary).
        Carefully consider the very important benefits of this strategy.
Would it be worth redefining your position if it gave you a broader base of
support and put you in a much stronger position to resolve your issue?
  **
ROLE OF PUBLIC POSITION:
        Publicly announcing your position establishes your group as the
contact point for people interested and concerned with the issue.

CONTACT PERSON: KEY POSITION
        Your contact person is a key position in your initial setup. The
choice of contact person is very important as he or she will be the 1st
contact that people will have with your group.  The ideal contact person needs
to be friendly and enjoy working with people.  This person MUST be fully
committed to the value of maintaining a Moderate Concerned Position.  Any
person with a tendency to see the issue in terms of `sides' will be very
likely to slip into that attitude with the public.  The person will need ready
access to a phone (or answering machine) and have a contact address to give
out (perhaps a post office box number).
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
CONTACT PERSON: JOB DESCRIPTION
        The contact person for your group will be expected to:
  -- Get the name and address and phone number of interested people who reach
     your contact number or address.  This list will form the basis of your
     Interest Group.
  -- Find out their areas of concern.
  -- State that your group has decided to develop a broad base of support by
     raising concerns about the issue without taking a side (for or against).
     Your strategy is to make the focus of public attention the specific
     concerns that you think need to be addressed.  (You feel this will get
     more people involved than a `for or against' position.)
  -- Give out what information you have on the issue: keep this information
     factual, unemotional and consistent with a concerned position.
  -- Inform them how you'll be getting in contact with them (by phone or mail)
     to let them know when you'll be meeting to discuss the issue.
  -- (optional) Would they like to be actively involved in the group? What are
     their areas of interest? What skills and time do they have?
  -- (optional) What information do they have on the issue?
  **
THE NAME OF YOUR GROUP:
        Going public requires at least some informal definition of your group.
If you are not ready to choose a name at this time then identify yourselves as
a group of people concerned with the issue (defined in general and
nonpolarizing terms) and then state your position (see Moderate Concerned
Position).
        If you choose a name make sure it reflects a group that is not taking
sides.  A formal name could, for example, contain the word `concerned', but
using the word `against' in your name would not be advisable.  The word `For'
could be used only if it redefined the issue to include both sides.  Make sure
that the 1st letters of each word in your name makes a phrase you can live
with (ie: not be offensive) or perhaps even use to advantage.  Also avoid
defining your group too narrowly and thus excluding some people.

EXAMPLE:
        The Coalition On Low Altitude Flights was known as COLAF.  This was an
easy to remember and pronounce name.  A name that abbreviated to UPSET would
not be consistent with a concerned position because it would be too strong.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
MAKING YOUR POSITION PUBLIC:
        The best way to get the word out depends on where you live and what is
available in your area.
        COMMON METHODS: A one page notice posted at various locations: (as
permitted): laundry mats, local stores, supermarket bulletin boards,
libraries, etc.  Tell your friends and give them notices to hand out to
others.  Public service announcements with local newspapers and on radio are
useful.  Your local newspaper may be interested in an article on people
forming a group concerned about the issue (resist the temptation to say any
more than the Moderate Concerned Position - see next screen).  Note: US Postal
Service regulations prohibit putting unstamped notices in mailboxes.  (It is
common in many areas to see notices wedged between the flag and the box.)
  **
LIMIT YOUR POSITION TO:
        Your group has decided to raise concerns about the issue and build a
broad base of support in your community for having those concerns addressed.
You feel this will get more people involved than a `for or against' position.
You are gathering more information and anyone interested in or concerned with
the issue can contact you (telephone number of contact person or persons and a
mailing address). You may want to include a clear map of the areas effected or
a nonpolarizing drawing related to the issue to catch attention.

MODERATE CONCERNED POSITION (STAGE 2): THE WORKING POSITION:
        There is no need to give up the overwhelming advantages of the
Concerned Position (stage 1), when you move to the next stage.  The Working
Position will be a restatement of the initial Concerned Position while adding
a focus on specific detailed concerns.
  **  Mountain Vision Software   R # 1  Box  222  Colton,  N Y   13625  **
FINAL POSITION (STAGE 3)
        The Working Position can serve many groups for the whole life of their
group. However, there may be a need for a final position (stage 3) if the
issue ultimately comes down to a yes or no decision (ie: a vote, ruling,
etc.).  The decision to take your final position is always delayed as long as
possible. This will be covered in the Resolution Phase (see outline).

THE IMPORTANCE OF THE CONCERNED POSITION:
        The Moderate Concerned Position is the cornerstone of your strategy for
effective action.  It allows you to gather a broad base of support without
creating opposition to your group.  You become a credible group in the eyes of
the public and people expect your concerns to be addressed.  You have kept all
your options open and are in a good position to continue to change the balance
of power by appealing to the Larger Community.
@