Shareware Overload Trio 2/Shareware Overload Trio Volume 2 (Chestnut CD-ROM).ISO/dir33/effact21.zip/EFFACT.TX2

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 < SUMMARY 5 >       FORMING A GROUP:  DEVELOP CONSENSUS:

                  << FORMING A GROUP AROUND YOUR POSITION: >>
        The initial Strategy of taking the Concerned Position of raising your
concerns without framing the issue in terms of `sides' will be the source of
your power as a group and the basic foundation for your work towards effective
action.  This position is so important that you will want to consider choosing
this position first and then forming your group around this position.

                    << SMALL CORE GROUP NEEDED TO SETUP: >>
        Before trying to gather a number of people together on your issue, you
will need to set up to be ready for them.  Setup is a very important part of
group formation and is best accomplished by a small group of people.  This
small group (the Core Group) will establish the basic organization and
Strategy of your group and build a good foundation for including more people
later on.
        It is important to resist the temptation to gather together as many
people as possible to set up because large groups are difficult to work with,
especially when you are just starting out.  Working in a small group first
will give you valuable experience that will prepare you for working with more
people later on.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
PROBLEMS IN LARGER GROUPS:
        Bringing together a number of people with different backgrounds and
points of view in a large group makes it difficult to reach agreement and
focus action.  In addition, there are a number of tendencies that increase as
group size increases that have the effect of excluding some types of people
from participation while favoring others.
       Studies have shown that as group size increases many people become more
reluctant to talk in front of the larger group, and a few of the more forceful
people come to do more of the talking and decision making.  The others feel
less personally involved and less needed.  Their interest in the group
declines and many stop coming to meetings.  The result is that the more
forceful people dominate in a larger group at the expense of the less forceful
people.  This can then lead to a serious erosion of the group's grassroots
support.
  **
SMALL GROUPS: MANY ADVANTAGES:
        In contrast to large groups, small groups tend to encourage full
participation by all members.  People report high satisfaction with their
involvement in small groups.
        Studies have shown that people in small groups relate more personally
with each other, feel more free to talk, and have more time to talk.  In
addition, the feeling of friendly positive association with other members
allows the group to work together without needing a leader or formal
structure.

IDEAL SIZE OF WORKING GROUP: 2 TO 7 MEMBERS:
        When group size increases above 6 or 7 members then the
characteristics of a large group predominate.  Experience and studies have
shown that the ideal size of a group of people working on a project and making
decisions together is between 2 and 7 people (with an average of 4 or 5).
Small groups of this size are ideally suited to handle the setting up of a
group to get ready for more members later on.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
CREATING THE CORE GROUP:
        The Core Group of 2 to 7 members could be formed by inviting people
who are concerned with the issue and willing to make a commitment to put a
significant amount of time and energy into setting up the group to get off to
a good start. Once the group has been set up, Core Group members are then free
to decide to take a less active role.

DIVERSITY IN THE CORE GROUP: AN ASSET:
       While being careful to choose people who will be likely to work
together well, try to include people from as wide a range of backgrounds and
points of view as possible.

  **
PEOPLE BEST SUITED TO CORE GROUP PARTICIPATION:
        Emotions are important in motivating people to take action on an
issue.  Core Group members need to be motivated to be willing to commit a
significant amount of time and energy into setting up the group.  At the same
time, they will need to develop the ability to be detached and objective to
see the situation clearly.
        The best candidates for the Core Group come from people who are
average to slightly above average in their emotional involvement in the issue.
People more emotionally involved than this are not well suited to participate
in the Core Group because they have difficulty in developing the necessary
detachment to rise above their emotional involvement in the issue. These
highly motivated but emotional people are better suited to participate in the
group after it is set up.  Their emotional energy can then be channelled into
specific projects where they can see the results of their work and feel that
their contribution is having an effect.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
IF THE NUMBER OF PEOPLE EXCEEDS 7:
        If there is no way to reduce the number of people who will be actively
involved in the Core Group then you need to set up the Expanded Group.  This
involves more work in organization and structure.  (See Expanded Group: in
this section groups are structured with different responsibilities in an
attempt to keep the advantages of small groups while allowing an active role
for more people.)
  **
DEVELOPING CONSENSUS IN YOUR GROUP: PROBLEMS WITH MAJORITY RULE IN SMALL GROUPS
        In large groups majority rule may be a practical method of making
decisions.  In small groups majority rule can be destructive to the sense of
unity within the group and lead to serious problems over time.
        EXAMPLE: A small Core Group of 5 people are deciding on an important
action.  There is a major difference of opinion within the group leading to a
vote of 3 members voting for the action and 2 voting against.  Majority rule
would allow the action to take place.  The result would be that 2 members
would feel very uncomfortable with the action and question the importance of
their input in the process.  This could lead to serious damage to the working
relationship in the group.  If this happened a number of times then the
members losing the vote would have a strong tendency to withdraw from the
group, resulting in a loss of valuable input.  In addition, the concerns
raised by the members voting against the action probably also represent
concerns that other members of the community may have.  These are concerns
that need to be addressed.  Majority rule would allow action to be taken while
serious concerns remain unresolved.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
CONSENSUS IS WORTH THE EFFORT:
        In Consensus decision making, no action is taken without the
acceptance of all members of the Core Group.  As different points of view come
up they are addressed to the satisfaction of each member before going on.
This method is practical in small groups.
        The key to Consensus is careful attention to the concerns of each
individual.  As each person senses their input is valued, they gradually
become more willing to reach a compromise for the good of the group. The time
spent in reaching Consensus is more than compensated for by the sense of
community and mutual respect that develops within the group. This high
motivation and personal involvement can help carry the group through even the
most trying times.
  **
CONSENSUS: DISTINCT ADVANTAGES:
   Small groups can benefit from using Consensus in a number of ways because:
-- People are less likely to leave the group when their input and concerns are
 valued.
-- By refraining from decisions that alienate individual members, Consensus
fosters mutual respect and a good working relationship within the group.
-- In developing Consensus, people within the group learn the skills of
negotiation and compromise that will prove valuable in the future.
-- Concerns raised by individual members may represent concerns that will
arise in the larger community. By addressing them before action is taken many
potential problems are avoided.
-- Consensus, by refraining from any action that does not have the support of
all the members, tends to minimize the dangers of overzealousness that
characterize many groups dealing with emotionally charged issues.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
HOW DOES CONSENSUS WORK:
        A proposal for a position or an action is presented.  Members raise
their concerns and suggest possible problems with the proposal.  Through
discussion the proposal is revised to address the problems raised.  Members
comment on the revised proposal and the process is repeated as long as there
is progress.

DO WE HAVE CONSENSUS ?
        The proposal is stated and the question is asked `Do we have consensus
on this proposal?'  Each member is individually asked what is their reaction
to the proposal in its present form.  A member can take any one of the
following positions:
-- I agree.
-- I agree but still have some concerns (state the concerns).
-- I disagree for the following reasons (state the reasons) but I don't feel
it is an important enough issue to block Consensus so I'll step aside and
allow it to pass.
-- I disagree and feel it is an important enough issue that I can not support
it in its present form. Block Consensus.
  **
IF CONSENSUS IS BLOCKED:
        If Consensus is blocked then the action or position can not be taken
in its present form.  An attempt is made to come up with a compromise that
will satisfy all the concerns or a new proposal is made.

ALTERNATIVE METHOD TO BREAK A DEADLOCK:
        In groups that are seriously and conscientiously trying to come to an
agreement, consensus works well.  Blocked consensus can often save the group
from serious mistakes and lead to alternative proposals that are more
beneficial to the group.
        Some groups decide there may be a need for a method of breaking a
deadlock.  Provisions can be made for a vote (usually some number above
majority) if a number of serious attempts are made and no consensus is
reached.  The decision to use this method must be made very carefully because
it has all the disadvantages of majority rule and, in addition, it often leads
to the resignation of members who have their votes over-ridden.  If used at
all, it should be used only to deal with a very serious situation.  Most small
groups are fully satisfied with consensus and never feel the need for such an
action.
  **  Mountain Vision Software   R # 1  Box  222   Colton,  N Y  13625  **
`WE HAVE CONSENSUS'
        Once Consensus has been reached, the proposal will go on to Role
Playing where it will be tested to make sure it will have the desired results.
@
 < SUMMARY 6 >   ROLE PLAYING: PUTTING YOURSELF IN THEIR SHOES:

                     << ABILITY TO PREDICT THE FUTURE: >>
               What if you had the ability to predict the future?
                             Imagine if you could:
 -- know how key groups in your community could react to your position.
 -- anticipate your Adversary's reaction to your move.
 -- have a good idea on what angle the media would take on your action.
 -- have a sense of how the public could respond.
     With this information you could see and avoid many potential problems.

         << ROLE PLAYING: KEY TO VALUABLE INSIGHT INTO THE FUTURE: >>
        Through the use of Role Playing you can begin to anticipate the
reaction of key groups to your group's contemplated actions.  You can predict
to a surprising degree if your action or position will produce the desired
results.  How?  By carefully studying the influences and pressures on each of
the key groups involved in your issue and putting yourself `in their shoes',
you can begin to see how they think and feel.  By gathering more information
on how each of the key groups acted in the past you can come to know them
better and improve the accuracy of your predictions.
  **  Mountain Vision Software    R # 1  Box  222  Colton  N Y  13625  **
KEY QUESTION: IF I WAS IN THEIR SITUATION, WHAT WOULD I DO?
        This powerful technique is based on a simple principle: people react
to the pressures and influences of their situation in predictable ways.  In
any given situation there are only a limited number of options available.  To
the extent that you can accurately `put yourself in the shoes' of each of the
key groups and gain insight into how they think and feel, you can have a
pretty good idea what options are available to them and which ones they are
most likely to choose.  This is the key to success in Role Playing.  The more
you use the Role Playing technique the easier it will be to see things from
their point of view.

ROLE PLAYING GIVES POWERFUL ADVANTAGES.
        It allows you to:
     1) Avoid making critical (and often irreversible) mistakes in public.
     2) Be prepared for immediate reaction to the press or your Adversary by
     having prepared responses to questions and actions you anticipated
     through Role Playing.
     3) Develop better alternatives than your original planned actions.
     4) Anticipate and be prepared for the next round of moves and set the
     stage for long range plans by learning to see a few moves ahead.
  **  Mountain Vision Software    R # 1  Box  222  Colton  N Y  13625  **
ROLE PLAYING AN ENJOYABLE ACTIVITY
        Many people find Role Playing an enjoyable part of working with their
group.  By involvement in Role Playing, people often discover abilities that
they rarely use and then enjoy going on to develop new skills in this area.
The excitement and feeling of accomplishment in accurately predicting the
behavior of a key group is great incentive to continue working with this
technique.  People are often surprised to find that developing the Role
Playing technique can give valuable insight into other areas of their lives.
  **
SETUP FOR ROLE PLAYING: IDENTIFY KEY GROUPS
        What people and groups are likely to be effected by (or interested in)
this issue?  You will need to sit down in your Core Group and identify the key
groups likely to be involved and define their relationship to the issue and
to the other key groups.
  **  Mountain Vision Software    R # 1  Box  222  Colton  N Y  13625  **
KEY GROUPS LIKELY TO BE INVOLVED:
        Key groups are likely to come from the following categories:
 ADVERSARY: strongly committed to the point of view that causes you concern.
 PEOPLE LEANING TOWARDS YOUR ADVERSARY: people or groups with a strong motive
  to move towards your Adversary's position.
 AGENCIES INVOLVED: Often various government agencies are directly or
  indirectly involved in the process of resolving an issue. Define their roles.
  (ie: Town Boards, Planning Boards, County Legislatures, State agencies, etc.)
 INTERESTED PEOPLE AND GROUPS:  Who is likely to be effected by or interested
  in this issue? Groups of people may be involved by occupation, economic
  class, neighborhood, ethnic background, common interest, and other factors.
 THE PUBLIC:  The average person not directly involved in the issue. How would
  they view your involvement in the issue?  Anticipate public opinion.
 THE MEDIA:  Newspapers, radio, TV and local publications.  At first,
  concentrate your attention on your local and regional newspapers.
  After establishing yourself, you can begin to expand your focus as needed.
  (NOTE: Issues of public concern involve a number of aspects that need
  detailed explanation.  They are best presented initially through the written
  word.  Because newspapers are not limited by the `on-air' time constraints
  of radio and TV, they are well suited to present an in-depth coverage of the
  issue.)
  **
EXAMPLE: IDENTIFY THE KEY GROUPS INVOLVED:
        A citizens group, concerned with a military low altitude flight path
proposed for their rural area, initially identified the following Key Groups
to consider in their Role Playing Sessions:
 ADVERSARY: Branch of the military involved.
 PEOPLE LEANING TOWARDS YOUR ADVERSARY: Veterans' Groups.
 AGENCIES INVOLVED: The State Department of Environmental Conservation was
  involved because Environmental Review procedures applied. The flights
  crossed a number of towns in the County, so the County Planning Office was
  also involved.
 INTERESTED PEOPLE AND GROUPS FROM THE COMMUNITY: The people most impacted
  were those under the proposed flight path. It was a rural area, and it was
  decided that 2 groups of people were involved: Farmers (mostly dairy) and
  Rural Non-farm people.
 THE PUBLIC: Both rural and townspeople.
 MEDIA: There were a number of local and regional newspapers, one with strong
  leanings towards the military, that needed to be considered for Role
  Playing. A local radio station was also included because important deadlines
  for a comment period needed to be announced.
  **  Mountain Vision Software    R # 1  Box  222  Colton  N Y  13625  **
IMAGINE YOURSELF AS A MEMBER OF EACH KEY GROUP: WHAT MOTIVATES THEM?
        Once you've identified the groups involved, then decide what motivates
them to be involved in this issue.  Sit down in your Core Group and consider
each Key Group separately by putting yourself `in their shoes'.  Imagine the
pressures that the group is experiencing.  What would your concerns be
regarding this issue if you were a member of this group?
  **
EXAMPLE: KEY GROUP FARMERS:
        In the low altitude flight issue, dairy farmers were under a lot of
economic pressure at this time with low prices for milk and high input costs.
The general conditions were long hours at low pay with not much prospect for
improvement.  Many farmers were selling their family farms at low prices.
Under these conditions it would be unlikely that farmers would be involved in
an issue unless directly effected by it.  How would low altitude flights
effect farming?  Would the `startle effect' of the flights cause injury to
livestock or cause loss of milk production or cause dangers for those working
around machinery? Research was needed to determine how much of a problem this
would be.
  Conclusion: Under the present conditions, farmers were not likely to become
involved in this issue unless it could be demonstrated that they would be
directly impacted. If the potential for negative impact could be demonstrated
then the farmers most effected could be highly motivated to take action.
  **  Mountain Vision Software    R # 1  Box  222  Colton  N Y  13625  **
ROLE PLAYING BASED ON YOUR EXPERIENCE:
        The first step in Role Playing is based on putting yourself in the Key
Group's place.  Your understanding is based on your experience and your
ability to imagine the pressures they are under.  In addition, you may have
friends or relatives that come from that group and you can imagine how they
would react.  Often a surprising amount of information can be gained this way
by drawing on all the members of your Core Group for input.
        There are times when you will need to Role Play certain groups in more
depth and detail for a better understanding.  In that case you would then go
outside your Core Group to gather more information. (See next section)
@
 < SUMMARY 7 >  MORE INFORMATION FOR ROLE PLAYING: THE PRESS AS AN EXAMPLE:

 << ROLE PLAYING BY PUTTING YOURSELF IN THEIR POSITION: EXAMPLE: THE PRESS: >>
        Putting yourself in the position of a newspaper reporter, you could
imagine that you would be looking for an interesting story or an good angle on
an ordinary story.  As a reporter you would like to see your editor decide to
give your story good coverage, perhaps placement on the front page.  The
editor wants to sell papers and needs articles that attract readers.

  << ROLE PLAYING: REVISED VIEW AFTER GAINING MORE INFORMATION: THE PRESS: >>
        After contacting people who had more experience in dealing with the
press, it was learned that advertisers are often a more important source of
income to a newspaper than the readers.  Editors may de-emphasize some
articles that might offend their advertisers.  For example, the newspaper
serving the area around a military base in a low altitude flight issue could
be expected to give ample opportunity for presentation of the military side of
the issue, since many of its advertisers depend on the base for income.
  **
GET MORE DETAILED INFORMATION FROM YOUR INTEREST GROUP:
        To get a better understanding for Role Playing go out to members of
your Interest Group (people interested in the issue but not yet actively
involved) or people you know who may have closer contact with the groups that
you've decided to Role Play.  If possible talk with members of the Key Group.
You are looking for 2 types of information:

    1) What pressures and influences are members of this group under?
    2) What have they done in the past?
  **
CORE GROUP MEMBER RESPONSIBLE FOR MORE INFORMATION:
        One or more members of the Core Group could volunteer to be
responsible for gathering, or contacting others to gather, more information on
each of the Key Groups.  The Interest Group would be a good place to start.
Maybe a member of the Interest Group would volunteer to gather information for
the Core Group on a specific Key Group.  For example, people who follow local
issues in the press would be a good source of information on the news media
and individual reporters. (Many are aware of a general fondness of the press
and the public for the `little guy vs the Big Bureaucracy' angle on a story.)

ROLE PLAYING LIMITED TO CORE GROUP:
        Remember, Interest Group members are gathering information for the
Core Group to use in Role Playing.  It is usually not appropriate to involve
people outside the Core Group in the actual Role Playing of a proposed action
because with more people knowing about a proposed action the possibliliy of an
inadvertent release of information increases.  Interest Group members can be
involved after Role Playing has come up with a proposal that looks good.
Interest Group members could then be asked for their reaction to the proposal
before taking action to make sure you have a good base of support in your
Interest Group.
  **  Mountain Vision Software  R # 1    Box   222   Colton   N Y   13625  **
SPECIAL NEED FOR PRESS COMMITTEE:
        Most information to be used in Role Playing can come informally from
the Interest Group (and others) to the Core Group member responsible for
gathering information on that group.  However, a detailed understanding of the
local media is essential and it would be a good idea to consider gathering
people from the Interest Group into a Press Committee.  Initially their job
would be to gather information on each of the local and regional newspapers
for use by the Core Group in Role Playing (radio and TV might be included as
needed). After a proposal for action has passed Role Playing in the Core Group
then the Press Committee could help the Core Group in dealing with the press.
Working with the Core Group member responsible for the media, the Press
Committee could help in preparing press releases and serve in an advisory role
on press related matters.
  **
GUIDELINES FOR PRESS COMMITTEE:
 CREDIBILITY IS HARD WON AND EASILY LOST: Double check everything you plan to
  say for accuracy and have documentation ready for statements that may be
  challenged. Avoid the temptation to overstate the facts. Role Play all
  actions in regards to the media.
 SPEAK WITH ONE VOICE: After your group has decided to take a position or
  action, then your spokesperson will make any statements and answer questions
  from the press. (Have plenty of extra copies of the statement for the press
  and others)  Make it clear that only the spokesperson speaks for your group
  and that individual members speak for themselves but do not represent the
  group's position.
 FOCUS COMMENTS: Limit the information you supply to the press to the aspects
  of the issue at hand. Supplying too much unrelated information may tempt
  reporters to take an interesting angle on the story that changes the
  emphasis of your position.
 DEVELOP A WORKING RELATIONSHIP: Develop a personal working relationship with
  members of the media. Show by your actions that you are reliable, honest,
  and ready to stand by what you say.
  **  Mountain Vision Software  R # 1    Box   222   Colton   N Y   13625  **
IS YOUR ROLE PLAYING CONSISTENT WITH OTHER INFORMATION?
        After gaining more information from your Interest Group and others,
decide if you have a good grasp of the group you are Role Playing.  Are the
Key Group's actions consistent with your understanding of the group?
     For example, are you getting the coverage in the press you expected?

IF YOUR ROLE PLAYING IS NOT CONSISTENT WITH A GROUP'S RECORD: TAKE NEW VIEW:
        What influences and pressures are members of the group under that you
may not be aware of?  Would subdividing the group into 2 separate groups give
you a better understanding of their behavior?  If it is a formal group, what
people actually make the decisions in this group?  Are these individuals under
different pressures than the group?  (For example, are decisions influenced by
personal involvement, outstanding character traits, or long term personal
goals like: public office, promotion, personal ideology, etc.?)
        Groups and Organizations don't make decisions, people in those groups
make the decisions.  In a formal group, find out who makes the decisions.
        For example, you expected good coverage in the local paper because the
reporter was very interested in your position, but no article appeared. Take a
new view of the newpaper by Role Playing separately the reporter and the
editor.  In the end it is the editor who decides what appears in print.
  **
EXAMPLE: NEW VIEW OF KEY GROUP:
        The initial identification of Key Groups involved in a low altitude
flight path issue divided the rural people under the flight path into 2
groups: Farmers and Rural Non-farmers.  After going out to their Interest
Group and other people in the flight path, it was observed that the Rural
Non-farm group was actually made up of 2 very distinct groups.  The `Locals',
(people from families that lived in the area for a long time) and the
`Outsiders', (people who moved into the area usually from urban areas to be in
a rural setting). `Locals', in general, had a strongly pro military attitude
based, to a large degree, on the fact that rural areas have traditionally seen
the military as an educational and economic opportunity.  In addition,
`Locals' often viewed opposition to the flight path as opposition to the
military.  In sharp contrast, many `Outsiders' showed a tendency towards an
anti military position and commonly expressed opposition to the flights as
part of a larger opposition to the role of the military in society. The
`Outsiders' comprised a very small percentage of the people in the flight
path.  This strong difference in attitude in the 2 groups made it necessary to
Role Play the groups separately.
  **  Mountain Vision Software  R # 1    Box   222   Colton   N Y   13625  **
READY FOR STRATEGY:
        If the information you've gathered from your Interest Group and others
is consistent with your Role Playing then you are ready to move on to a
consideration of Strategy.
@
 < SUMMARY 8 >            STRATEGY: A PLAN OF ACTION:

                          << WHAT IS A STRATEGY ? >>
        A Strategy is a plan of action that looks beyond the next move.
Rather than expecting immediate results, Strategy depends on a series of
actions to reach a goal.  Because a Strategy is a general plan of action,
various methods can be used to accomplish a given strategy.

                     << STRATEGY USED IN EVERYDAY LIFE: >>
        People use Strategy in everyday life, often without realizing it.  For
example, you have made a list to go shopping, and one of the stores you plan
to visit closes earlier than the other stores.  One Strategy is to hurry all
your shopping in hopes of reaching the last store before it closes.  This
Strategy is often chosen without a conscious decision.  Another Strategy would
be to visit the store most likely to close first before going to the other
stores to avoid the need to rush.
       People often make decisions without being aware that they are choosing
between different Strategies.  To become an effective group, you will need to
become aware of the fact that you are using a Strategy and make conscious
decisions as to the advantages and disadvantages of alternate Strategies.
  ** Mountain Vision Software   R # 1   Box  222   Colton,  N Y 13625 **
DO YOU HAVE TO BE AN EXPERT TO COME UP WITH GOOD STRATEGY ?
         No, people from all walks of life use Strategy every day.
      People trying to stay within their food budget often use Strategies in
shopping.  For example, one method is to buy commonly used items when they are
on sale and plan meals around them.
      Parents often use Strategies in dealing with the behavior of their
children.  For example, they might try to reason with their children to show
them the effects of their actions or they might choose a system of reward and
punishment (or a combination of both methods might be used).
     People who play (or watch) sports or play video games (or games like
chess) are aware of the value of Strategy to increase the chances of winning.
For example, if your opponent plays an aggressive game and is willing to take
many risks then you may decide to play a defensive game and watch for your
opponents mistakes.
     Farmers, hunters, auto mechanics, businessmen, lawyers, union people, and
many others all use Strategies in their work and in their lives.
  **
1ST STEP: RECOGNIZE THE UNSTATED STRATEGY:
        Many actions involve an unstated and often unconscious strategy. Start
by learning to see the unstated Strategy in an action.  Look carefully both at
your own proposals for action and the actions of your Adversary.  Ask
yourself: Why is this action being taken?  What is the short term goal?  What
is the long term goal?  In this way you can recognize the unstated Strategy
behind an action.  Often merely recognizing the Strategy implied by your
action will cause you to reconsider your proposed action.
  ** Mountain Vision Software   R # 1   Box  222   Colton,  N Y 13625 **
EXAMPLE: UNSTATED STRATEGY:
        After hearing your Adversary's position on the issue, your group may
want to respond by venting their outrage and frustration with the situation by
attacking your Adversary in the press in strong emotional language.  The
unstated Strategy here is a variation of the biological Fight or Flight
Reaction (when you feel threatened and there is no escape then fight).
Inherent in this Strategy is the belief that the more you express your anger
and frustration by lashing out at your Adversary in public, the more people
will turn against your Adversary and join your side.  This has been the basic
Strategy of many groups just starting out.  Although venting your anger
initially feels good (because it is a `natural' reaction), it has not been an
effective Strategy for groups because it alienates people.
  **
IS THIS STRATEGY REALLY IN YOUR BEST INTEREST ?
        Stating an unstated Strategy allows you to see what you are doing more
clearly. You can then decide if this is really what you want to do.
        For example, the Strategy of venting outrage does get attention in the
press (controversy is a good angle for a news story) but it comes at a high
price. People who are not directly involved in your issue often pay more
attention to your extreme method of delivering information than to the
information itself.  Many feel they are being forced to choose sides and
resist such a decision without more time and information.  The end result is
that the Strategy of venting anger alienates many of your potential supporters
and polarizes some people into supporting your Adversary's position who
otherwise might not have become involved.  Clearly a Strategy that risks
losing potential supporters and pushes people to your Adversary's position
has to be seriously questioned: Is it really in your best interest to do this?
  ** Mountain Vision Software   R # 1   Box  222   Colton,  N Y 13625 **
BASIC STRATEGY FOR GROUPS STARTING OUT:
        The common Strategy of venting anger is not recommended because it is
rarely effective.  Wouldn't it be wiser to have a Strategy of building a broad
base of support by appealing to the widest possible audience in your
community?  With a broad base of support you become a credible group and you
can put your Adversary in a position where they must deal with your concerns.
The Strategy of building a broad base of support and appealing to the widest
possible audience (see outline: Choosing A Position) has been shown to be very
effective and is a good overall Strategy for groups starting out.
  **
ANOTHER IMPORTANT OVERALL STRATEGY: INCREMENTAL GAINS:
        Many groups in search of immediate results ignore the Strategy of
incremental gains.  This Strategy is based on the advantages of working for
small incremental gains in the process of moving towards your goals of having
your concerns addressed.  It is in sharp contrast to the `all or nothing'
approach commonly employed by many groups of going for big gains by dramatic
and risky moves with no concern for what happens if they don't succeed.
        In the incremental gains Strategy you build on numerous small gains to
a position where larger gains are possible.  Besides being more effective, by
accomplishing small gains you have something to show for your work each step
of the way and you aren't risking a complete loss as you would with the `all
or nothing' approach.
       The Strategies of building a broad base of support and building on
incremental gains will allow you to move towards becoming an effective group
and avoid the serious mistakes that most commonly characterize ineffective
groups.
  ** Mountain Vision Software   R # 1   Box  222   Colton,  N Y 13625 **
READY FOR ROLE PLAYING STRATEGY SESSION:
        With a sense of the importance of Strategy and the ability to Role
Play the groups you're identified as being involved in your issue, you're now
ready for the Role Playing Strategy Session where your Core Group will test
your proposals for action.
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