Ten things you need to be a good organiser:
Organising is an entirely different concept to factionalising: it’s a much more risk-based enterprise. Organising is outward facing, ambitious and democratic by nature. With organising, you don’t necessarily know the outcome – and you may have to adapt your strategy as you go along. True organising welcomes that uncertainty as the building block of creativity.
- You have to like people:
The starting point for any good organiser is that you like people. You want to be amongst people. You enjoy conversation, debate and challenge. This is the lifeblood of the movement and shouldn’t be seen as a threat.
- In turn, you have to be liked by other people:
It’s important that you are liked and trusted by your fellow activists. That relationship must be developed over time by a consistent approach and a constant engagement with people, whether you agree with them or not. Simple likeability is a key strength in organising.
- You need to give power away:
A good organiser will not suck up power, but seek to give it away. That means looking for succession plans, delegating properly and setting up structures that will eventually ‘do you out of a job’. That is a sad fact of life for an effective organiser: the better you do your job, the more likely you are to be redundant.
- You need to work inclusively:
It sounds a bit woolly, but in order to build organisation, you need to work inclusively. This means being open about your decision-making process, bringing more people into that process and making sure that barriers are broken down for easy participation across the board – even if that makes the job of organising temporarily more difficult.
- You need to be able to listen:
Trade union organisers are taught that in conversations with potential activists or members, they should be talking 30% of the time, and listening 70% of the time. It might make you feel important to be dominating a conversation, but it’s ultimately self-defeating, because those doing the ‘listening’ are slowly switching off.
- You must believe in collectives:
‘There’s no I in team’ is a bit of a cliché, but in terms of movement building, it’s absolutely bang on. The work should be collectively organised, but the rewards doled out collectively too. It’s important to keep an eye on this constantly, and safeguard against empire building, because there will be the temptation for one organiser or more to think ‘I deserve more than this’ and break the collective ethos. Once this has happened, it’s hard to go back.
- You need to trust people:
One of the key principles of democratic organising is a deep trust in people. Without being naïve, it’s crucial for good movement building that organisers trust their fellow activists and seek to bring them into positions of real power. This is how we build.
- You need to have good people skills:
It’s an absolute rule that a good organiser must have good people skills. This can be at the micro level – i.e being able to support people personally in difficult circumstances; but also at a macro level – in being able to command the support of collectives because you have proved yourself to be trustworthy and supportive.
- You should be able to identify good leaders:
Movement building and organising is all about developing structures, but importantly this is about people, not bureaucracy. A decent organiser will have a good instinct, be a good judge of character and be able to identify people they can rely on. Once they’ve identified them, a good organiser will also hand over power and responsibility, safe in the knowledge that they’ve spotted a good leader.
- You must see the big picture:
An organiser will not become too bogged down in the detail of personal antagonisms or sectarian conflicts. They will keep their eye on the big prize – which is building the coalition that will deliver victories. Anything that gets in the way of that isn’t worth sweating the small stuff on.
Ten things you need to be a good factionalist:
Factionalism isn’t necessarily organising’s poor relation, though it’s inevitably seen as the ‘dark arts’ in comparison. It’s just a very different thing. It tends to be hidden, taking place below the surface, and by definition, not so focused on ‘democracy’. Its results may be “grassroots” but it’s not primarily concerned with big movements, but small wins, incrementally winning the war.
- You must have authority:
A factionalist must have ultimate authority over the group. This can be won by charisma or by instilling a system of favours and fear. Either way, people must respect your authority.
- People should be willing to do as you say:
You don’t want to get bogged down in debate as a rule. The group that you’ve constructed should accept the tasks that you’ve decided as priorities and get on with them. Anything else is wasted time.
- You need to keep power close, and confined to a small group:
Because of your mode of operation, it’s necessary to keep your group small and close. You can’t afford to be ‘done over’ so it’s best to confine the power you dole out to a small group. The larger the unit, the more danger there is of betrayal.
- You need to work exclusively:
Operating a faction is all about developing a close group, keeping them loyal and close. Conversely, this involves identifying your enemies and excluding them through several methods – whatever it takes. In most cases, the ends can used to justify the means.
- You need to be able to give orders to a team:
As a faction leader, you need a team, that is without doubt. But there should be a strict hierarchy to the team. A factionalist can’t be doing with a ‘flatarchy’. Ultimately, the leader must be able to hand out orders, without too much dissent. That’s how factions get things done.
- You must develop a loyal band:
Ideally, the power that a factionalist wields shouldn’t be imposed, but should be generated by the loyalty that they inspire. Conflict within the group should be minimised and loyalty can and should be generated by favours and patronage. Get the followers to do your work.
- You should never trust people beyond a small circle:
Trust is a major issue for a proper factionalist. It’s given out very sparingly and with an awful lot of caution. Once someone has proven themselves to be trusted, then they are part of the ‘inner circle’ and we are rolling, but until then, keep a watching brief – with everyone.
- You must be single-minded:
The organisation is everything. Created in a tight, disciplined way, it can be used to gain influence in ways unimaginable in a more democratic operation. A good factionalist needs to keep their eye on the prize, which isn’t a principled politics, but influence. Sometimes, that equates to manoeuvres which people will wail about, but the focus is always on power.
- You need to know your friends:
To run a faction, you can forget about ‘mass politics’. That’s a fantasy: this is about a select band of friends, people who would go over the top for you. It’s important to know your friends and keep them close, even if that means forgoing a bigger, more chaotic movement.
- You must keep an eye on the detail:
With factionalising, the devil is in the detail. It’s about close, small level organising – punching above your weight by understanding the micro politics. If you don’t understand this, there is a chance you will lose your focus and become an organiser.
So, what is the purpose of pointing out these distinctions? Well, it’s a matter of square pegs in round holes. If you have a factionalist in the position of an organiser, you have a problem. They simply can’t do that job. So much so, that they are likely to ruin the organising project through their factionalist practice. Similarly, if you place an organiser in a factionalist’s place, you are likely to get a fudge – because they won’t understand the necessity to build closely. But there are two definite projects here. If we, as a left, mistake the two things, if we fail to see the distinction, we are in big trouble – and unlikely to be able to move beyond the present confusion and chaos. We must be strategic and clever: stop trying to force square pegs into round holes.