SMF - Just Installed!
Started by droqen, August 05, 2022, 03:02:28 PM
Quote from: p41Governance and innovation remain local, but knowledge, support, and solidarity are networked and shared.
Quote from: p60history is full of examples of mutual aid groups that, under pressure from law enforcement, funders, and culture, transformed into charity or social services groups and lost much of their transformative capacity.
Quote from: p59Characteristics of Mutual Aid vs. Charity[..]Mutual aid projects strive to include lots of people[..] If we want to provide survival support for as many people as possible, and mobilize as many people as possible for root-causes change, we need to let a lot of people do the work and make decisions together, rather than bottlenecking the process with hierarchies that let only a few people lead.
Quote from: p65No Masters, No Flakes
Quote from: p65[We can] dive right into the work, [..] but fail to create good internal practices for our group to be strong and sustainable. It makes sense that we are not good at creating [fair, participatory, transparent,] emancipatory group structures. [..] We do not have much practice imagining or being in groups where everyone can truly participate in decision-making.
Quote from: p66Capitalism makes us think about short-term gains, not building the long-term capacity for all of our well-being. This can make it easy to go for the quick fix and ignore the damage we might be doing to each other along the way. Many of us think "process is boring."
Quote from: p67Hierarchy = Horizontal decision-making structure based on consensus that prevents decision-making from being concentrated in one person or a small group, and that can help tasks and roles get distributed to many people Vague decision-making process = Clear decision-making process that everyone is trained in and that includes all membersLeadership held by people who have seniority or self-select = Training new people in how to participate fully in decisions and in new skills and roles; // Cultivating a culture of group participation, feminism, anti-racism
Quote from: p67Clear structures help us stick to our values under pressure
Quote from: p68-69This chapter will cover three organizational tendencies that often emerge in mutual aid groups that can cause problems, and provide ideas for how to avoid them:One. Secrecy, hierarchy, and lack of clarity. [..]- participants not knowing what is going on- participants not knowing who is making decisions- having all the decision-making concentrate in one person or clique (lack of delegation is a major cause of burnout)- risk the group being torn apart by conflict because of these dynamicscombat by:+ clear decision-making structures+ caring, emancipatory culturesTwo. Over-promising and under-delivering, non-responsiveness, and elitism. [..]- promising to help more people than they can help- making it seem like they have a community need covered when they don't actually have the capacity to address it- exacerbated when groups receive grants for specific projects, so there is money at stake in falsely claiming..- when people are not making decisions together, someone may make a promise for the whole group without consulting others about whether it is a priority or a possibilityThree. Scarcity, urgency, competition. [..]- culture of scarcity (money, time, attention, labour)- closely related to previous point (over-promising)may lead to...- getting competitive with other groups or within- not taking the necessary steps to do our task well, due to urgency/rush- forgetting to be kind to each other
Quote from: p103Rather than a fantasy of being rich and famous[..] we cultivate a fantasy of everyone having what they need and being able to creatively express the beauty of their lives.
Quote from: p104-105Handling Money[..] Because most people in our society have a tangled, painful relationship with money that includes feelings and behaviours of secrecy, shame, and desperation, a lot of otherwise awesome people will misbehave when money is around or get suspicious of others' behaviour.
Quote from: p106[A] pitfall of hiring paid staff is that when groups become staffed, unpaid volunteers in the group sometimes expect that staff person or few staff people to suddenly do all the work, and volunteers sometimes check out (especially if they felt overworked before the group started paying staff).
Quote from: p107-109Burnout[..] Burnout [causes us to / is when we] lose connection to pleasure and passion in the work and instead encounter difficult feelings like avoidance, compulsion, control, and anxiety. [..] people who feel burnt out often feel that they cannot return to the work, or that the group or work they were part of is toxic.[..] Burnout is created or worsened when we feel [disconnected from othersmistreatedmisunderstoodashamedoverburdenedobsessed with outcomesperfectionistcontrolling]. Burnout is prevented or lessened when [we feel connected to othersthere is transparency in how we work togetherwe can rest as neededwe feel appreciated by the groupwe have skills for giving and receiving feedback].
Quote from: p111-115, quotes snippedHow Mutual Aid Groups Can Preventand Address Overwork and Burnout1. Make internal problems a top priority"Training in meeting facilitation..""Collective planning of the group's work.. work plans..""..transparency in the group so that people know what each other are doing..""Regularly schedule conversations where people can hear from each other about what is going well and what needs work in the group's dynamics, or can discuss issues or concerns about their own role and ask for the group's assistance"2. Make sure that new people are welcomed and trained to co-lead3. Establish mechanisms to assess the workload and scale back"How many hours is each member working?" "Did they.. track their hours for a week to make sure they are aware of how much they are working? Assess the workload and scale back projects until the workload is under control."[ I know this might sound silly but this is radical to me -- that you would track hours in order to scale down the workload until it is under control. I love it. ]4. Build a culture of connection5. Make sure that the facilitation of meetings rotates, including agenda-making and other key leadership tasks.6. As a group, recognize the conditions creating a culture of overwork."It is not one person's fault,.." "Create a shared language for the pressures.. so they are easier to identify and address.."