The way we do our politics

corbyn crowd

The way we do our politics is as important as that politics itself. Within the Labour Party, there are people who simply don’t get this. It’s not just a left-right divide: On the right, Progress, of course, are past masters at creating political power centred around small, self-serving cliques, but unfortunately there is self-defeating, top down strain within the Corbyn project too, which had absolutely nothing to do with the flowering of activism, creativity and organisation-building that happened during the summer of 2015.

It is a politics that trusts no one, which seeks to concentrate political power and control in fewer and fewer (mostly male) hands. It’s a methodology which has been employed in our unions too, and is totally counter to a real, genuine grassroots organising approach. Mainly, it’s borne out of fear: fear that if we spread power, it will result in chaos, uncontrollable outcomes. Real organising, real movement building is always risky, because it opens up debate – and at times conflict – but control freakery and undemocratic, apolitical careerism is always, always more damaging in the long term, because it will inevitably kill the movement. If you give people no stake in their structures, no means of challenging power, no voice, eventually they will walk away.

Other people will react and have reacted to this power grab: they will kick against it, at times in ways that do them no service. On occasions, it will be they who are behaving in an uncomradely way. They will defend themselves against the people taking away their voice, and in so doing show anger and intolerance of their own. To the untrained eye, it might seem like they are the villains of the piece. But there is no moral equivalence between reacting to an injustice, to being excluded – and the act itself.

If we want to stop this opportunity from slipping through our hands, we’re going to have to understand the big advantage we have. It’s not Jeremy Corbyn in Portcullis House, leading the party. It’s not policy advisors, left MPs, union general secretaries, political fixers, their mates or commentators. It’s the 400,000 plus supporters of this project, only a handful of which have truly been allowed to have a real stake in it. That’s what we need to fix.

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Square pegs and round holes, organisers and factionalists; why the Corbyn left has two projects on its hands

team-corbyn

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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

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Repeat after me: “I didn’t leave the Labour Party, the Labour Party left me”

dunningI write this, not as a response to Jack Monroe, who announced that she’d left the Labour Party to join the Greens this week, but as a response to the many hundreds of good, socialists activists who have left the Labour Party over the years. It’s not meant as a rebuke, but merely to ask some important questions about their reasoning and our strategy as socialists. Whilst it’s understandable that people who consider themselves socialists have constant battles with their conscience about leaving the Labour Party, we must be careful of the mantra:

“I didn’t leave the Labour Party, the Labour Party left me”

In the social media age, where most people know little about each other or their histories, it sounds good. It’s a nice soundbite that will no doubt have lots of other Facebookers nodding at their screens. But what does it say about us as actors, as activists in the Party which we chose to join? Nothing says “look what they did to us” more than that statement. It’s a victim mentality – one which has been the comfort blanket for the (dis)organised left in the party for too long. We’ve gone along with the myth, created by Blair, Mandelson, Campbell and co, that the Labour Party is a brand which we have no control over, but to which we pay a monthly fee as an act of weak solidarity. So that’s our allotted role, as socialists – to complain from the margins and when it gets too tough, to bail out. That’s boxed off then.

Let’s think about this for a second, though. What a gift that is for the right-wing of the party and their enforcers in the party machine. It implies a spectator’s view of the Party. Coincidentally, that’s exactly the relationship that the Blairites want and expect the membership to have with the party. Get out, leaflet, cheer, hold up placards, wave flags in a uniform fashion, but don’t expect to play a democratic part in the party of Labour.

Now, we’re socialists. We have a deeper sense of what history tells us and what the Labour Party means, so why do so many of us simply accept what the party apparatchiks tell us? In every aspect of our lives, we challenge the powerful and organise, so why is the Labour Party an exception? Did we think they’d roll over and give us power? Or, just like in wider society, does our activism and understanding mean that, for every knockback, we have to organise better, make new alliances and work together to build our alternative?

So to those who have left, those who are leaving, or those who are thinking of leaving, we just need you to answer this question very truthfully. Have you done everything you can to join with other socialists in the party, to seek them out and to plan together, to get organised within CLPs and as a counterweight to all the Blairite rubbish that comes from on high? If you’ve done all that and still feel the same, fair enough. If, being honest, you haven’t, then come join us. Use Red Labour as a base and a starting point for the building of a party which we can all be proud of and where no one can legitimately say that it “left” them.

This is not so much about the Labour Party. I’m no tribalist – and I’ve been in and out of the Labour Party myself over nearly 30 years of activism. But I do think it’s about our relationship as activists to the parties we join. If we’re interested in achieving real power (which can change society at a practical level) at some point we will all need to mobilise, build and organise. If we stand still, and expect power to be given to us, just because we selected that party (or that brand) over the other, we will continue to end up in the same, frustrating place. If it’s too hard to challenge elites in the Labour Party, the chances are that it will be in any other party too – and it’s a certainty that it will be too hard to challenge the power of organised money and capitalist structures in wider society. So, although it’s easy enough to repeat the myths, we should also look at ourselves and learn the lessons from three decades of wasted chances for the left. If we want to change anything, we’re going to have to do a lot more than raise our banners and wait for the flocking masses. Don’t mourn, organise.

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