Crafting Your Public Narrative

- from a Climate Change activism perspective

Public narrative is a practice of leadership Public narrative is the why of organisingthe art of translating values into action through stories. From stories we learn how to manage ourselves, how to face difficult choices, unfamiliar situations, and uncertain outcomes, because each of us is the protagonist in our own life story, facing everyday challenges, authoring our own choices, and learning from the outcomes. But stories not only teach us how to act they inspire us to act. tories communicate our values through the language of the heart, our emotions. !nd it is what we feel our hopes, our cares, our obligations not simply what we know that can inspire us with the courage to act. Public narrative is a leadership s"ill the s"ill of telling stories that motivate other people to get up and #oin us in action because we learn to tell stories that tap into people$s values %rather than #ust issues& and evo"e emotions that move people from inaction to action emotions of hope, anger, urgency, solidarity, and a sense that we can ma"e a difference. Each of us has compelling stories to tell 'ach of us has stories that can move others. !s you learn this s"ill of public narrative, you will be able to ta"e stories from your life, from your audience$s history and from what is currently facing us, and structure these into a compelling story . Why Use Public Narrative? Two Ways of Knowing or Interpreting Public leaders employ both the head and the heart in order to mobilise others to act effectively on behalf of shared values. (n other words, they engage people in interpreting why they should change their world their motivation and how they can act to change it their strategy. )any leaders are often good at the analysis side of public spea"ing and focus on presenting a good argument or strategy. !lternately, other leaders tell their personal story but it is often a tale of heartbrea" that educates us about the challenge but doesn*t highlight the choices and the potential for hopeful outcomes.

+his public narrative wor" is an effort to tell a story that involves the head AND the heart AND moves people to use their hands and feet in action. +he "ey to public narrative is understanding that values inspire action through emotion. 'motions inform us of what we value in ourselves, in others, and in the world, and enable us to e,press the motivational content of our values to others. (n other words, because we e,perience values emotionally, they are what actually move us to act- it is not #ust the idea that we ought to act. Because stories allow us to e,press our values not as abstract principles, but as lived e,perience, they have the power to move others too. ome emotions inhibit action, but other emotions facilitate action. !ction is inhibited by inertia, fear, self. doubt, isolation, and apathy.

/hereas action is facilitated by urgency, hope, 01)!2 %you can ma"e a difference&, solidarity, and anger. "illful storytelling mobilises emotions that urge us to ta"e action and help us overcome emotions that inhibit us from action.

Public narrative combines a story of self , a story of us, and a story of now . +he process of creating your public narrative is fluid and iterative and can start at any place. 3nce you develop your story of self, story of us, and story of now, you*ll want to go bac" to the beginning to clarify the lin"s between them. A story of self tells why we have been called to serve +he story of self e,presses the values or e,periences that call each person to ta"e leadership on climate change. +he "ey focus is on choice points moments in our lives when values are formed because of a need to choose in the face of great uncertainty when we believed in and put into action our ability to ma"e a difference. /hen did you first care about being heard, learn that you were concerned about climate change, wanted to protect the planet, wanted to ensure clean air, clean water for yourself and others, learn to love nature or feel inspired by social #ustice issues4 /hy4 /hen did you feel you had to do something about it4 /hy did you feel you could4 /hat were the circumstances4 /hat specific choice did you ma"e4 A story of us communicates the values and e!periences that a community" organisation" group or campaign shares" and what capacity or resources that community of us has to accomplish its goals 5ust as with a person, the "ey is choice points in the life of the community and6or those moments that e,press the values, e,periences, past challenges and resources of the community or us that will ta"e action. For e,ample, tying a current effort to win a campaign to a past campaign victory and describing the effort it too" to win, the people who wor"ed hard to ma"e it happen, their capabilities, their values, etc. is a story of us. A story of now communicates the urgent challenge we are called upon to face now and what action we are being called to ta#e +he story of now articulates the urgent challenge in specific detail. (t also includes a description of the path we can ta"e to achieve goals relative to the mission the uni7ue strategy or set of ideas that will help us to overcome the challenge we face and succeed. +he story of now includes an as" that summons the audience to a specific action they can do to

achieve our collective mission. Finally, the story lays out in detail a vision for the potential outcome we could achieve if our strategy succeeds. $in#ing %elf" &s" Now Finally, you integrate these three stories, loo"ing for the lin" between them the place where they overlap to help e,plain why you are called to this wor" of building a clean energy future, why we are called to act with you, and why we are called to act now. +his means being very selective about the story you tellfor e,ample not trying to tell your whole biography when you tell your story of self. The Three Key Elements of Public Narrative Structure: Challenge Choice Outcome ! plot begins with an une,pected challenge that confronts a character with an urgent need to pay attention, to ma"e a choice, a choice for which s6he is unprepared. +he choice yields an outcome .. and the outcome demonstrates the values underlying the choice and the inner resources available for dealing with challenges. Because we can empathetically identify with the character, we can feel the values. /e not only hear about someone*s courage- we can also be inspired by it. +he story of the character and their effort to engage around values engages the listener in their own challenge, choice, and outcome relative to the story. 'ach story should include the challenge, the choice and the outcome. (t*s not enough to say ( was scared. 0ou need to say ( was very scared, ( needed to decide, and when ( did, ( learned it was possible. A word about challenge. ometimes people see the word challenge and thin" that they need to describe the misfortunes of their lives. 8eep in mind that a struggle might be one of your own choosing a high mountain you decided to climb as much as a hole you managed to climb out of. !ny number of things may have been a challenge to you and be the source of a good story to inspire others. !lso, remember the art of story telling is in the telling, not in the writing. (n other words, story telling is interactive, a form of social transaction, and can therefore only be learned by telling, and listening, and telling, and listening.

'elling Your %tory of %elf(

A story of self tells why we have been called to serve By telling our personal stories of challenges we have faced, choices we have made, and what we learned from the outcomes, we can inspire others and share our own wisdom. Because stories allow us to e,press our values not as abstract principles, but as lived e,perience, they have the power to move others. tories are specific they evo"e a very particular time, place, setting, mood, colour, sound, te,ture, taste. +he more you can communicate this specificity, the more power your story will have to engage others. +his may seem li"e a parado,, but li"e a poem or a painting or a piece of music, it is the specificity of the e,perience that can give us access to the universal sentiment or insight they contain. 0ou may thin" that your story doesn*t matter, that people aren*t interested, that you shouldn*t be tal"ing about yourself. But when you do public wor", you have a responsibility to offer a public account of who you are, why you do what you do %insight into your values&, what they can e,pect from you, and where you hope to lead. ! good public story is drawn from the series of choice points that have structured the plot of your life the challenges you faced, choices you made, and outcomes you e,perienced. Incorporating Challenge, Choice, and Outcome in Your Own Story +here are some "ey 7uestions you need to answer as you consider the choices you have made in your life and the path you have ta"en that brought you to this point in time as a leader. 3nce you identify the specific relevant choice point, perhaps your decision to support a specific campaign, dig deeper by answering the following 7uestions. Challenge 9 /hy did you feel it was a challenge4 /hat was so challenging about it4 /hy was it your challenge4 Choice 9 /hy did you ma"e the choice you did4 /here did you get the courage4 /here did you get the hope4 :ow did it feel4 Outcome: :ow did the outcome feel4 /hy did it feel that way4 /hat did it teach you4 /hat do you want to teach us %your audience&4 :ow do you want us to feel4

Reflection:
'a#e time to reflect on your story of self ;o bac" as far as you can, into your childhood or even the history of your family. Focus on the challenges you and they faced, the choices you and they made about how to deal with them, and the satisfactions or frustrations . you and they e,perienced. /hy did you ma"e those choices4 /hy did you do this and not that4 8eep as"ing yourself why. /hat did you learn from reflecting on these moments of challenge, choice, and outcome4 :ow do they feel4 2o they teach you anything about yourself, about your family, about your peers, your community, your nation, your world around you . about why what really matters to you matters4 /hat about these stories was so intriguing4 /hich elements offered real perspective into your own life4 /hat is your calling4 /hat factors were behind your decision to pursue the calling that brings you to your wor", when you had other, probably easier choices4 /as there pressure to ma"e different choices4 :ow did you deal with conflicting influences4 /ho in your life was the person who introduced you to your calling or who encouraged you to become active4 /hy do you thin" that they did this4 /hat did your parents model4 /hom did you admire4 /hom do you credit the most with your involvement now in wor" for your cause4 /hat about their involvement in your life made a difference4 /hy do you thin" it was important to them to do so4 )any of us active in public service have stories of both loss and hope. 3ur stories of loss connect us to the e,periences of failure, grief and frustration that are common to so many of us and they can ground us in the seriousness of the challenges. /hereas our stories of hope offer how we have learned from our difficulties, and the inner resources we have discovered and grown to help us be more successful. 'wo-minute structure( (t is recommended that you attempt to tell your story of self in < minutes only. 0es, this is a very little time, but you also have the story of us and the story of now to add too, and often all you have is a few minutes to spea" with people %particularly if you$re tal"ing on radio or +=&. (t is great discipline to learn to tell short stories they much more wor" than long ones> !nd if you$ve got the short version ready, it$s always easier to 7uic"ly lengthen it if you are given longer to spea", than to suddenly have to shorten your story>

Tips for Brainstorming your Story of Self:

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2etermine the challenge, the choice, the outcome you want to focus on for this story. Add specific details. :ow did it feel, what did it loo" li"e, what did it sound li"e, what did it smell li"e4 /hat still moves you4 +he more detail you provide, the more the audience will be able to connect with you.

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1onsider . who would you be telling this story to4 /hat about it would move them4 8eep it short you only have two minutes.

List Your Choices of Story of Self Here: @. <. A. B. C. Select one of your choices to develop a story from. Map the Challenge Choice and !utcome here:
Challenge /hat was the specific challenge you faced4 Choice /hat was the specific choice you made4 )utcome /hat happened as a result of your choice4 /hat hope can it give us4

'elling Your %tory of &s

Demember that an organiser doesn*t #ust tell his or her story, and tal"ing #ust about climate science and policy tends to ma"e peoples* eyes glaEe over. +hat*s why it*s important to tal" about the story of us so as to implicate and engage people in your activism. A story of us communicates the values and e!periences that a community" organisation" group or campaign shares" and what capacity or resources that community of us has to accomplish its goals 5ust as with a person, the "ey is choice points in the life of the community and6or those moments that e,press the values, e,periences, past challenges and resources of the community or us that will ta"e action. For e,ample, tying a current effort to win a campaign to a past campaign victory and describing the effort it too" to win, the people who wor"ed hard to ma"e it happen, their capabilities, their values, etc. is a story of us. Demember, the purpose of the story of us is to create a sense of community among individuals who may or may not yet see themselves as a community, and to give them hope that they can ma#e a difference. 0our goal here is to tell a story that evo"es our shared values as your audience, and shows why we in particular are called to ta"e responsibility for action now. 0our story of us may be a story of what we*ve already done together, challenges we*ve already faced and outcomes we*ve achieved. 3r it may be a story of some of our shared heroes, challenges they faced and outcomes they*ve achieved. :earing how we*ve met challenges in the past gives us hope that we can face new challenges together. Brainstorm all the stories you "now of about your audience and their collective story and e,perience. %Fote9 your story of us may change each time you are tal"ing to a different group of people.& Demember try "eep your story of us to #ust < minutes. (f you$ve got a short version prepared, then you$re ready for any spea"ing circumstance, because it$s not difficult to flesh out a short story if you are given more time to spea". /hereas suddenly shortening a long story into the essential nuts and bolts can be very trying.

'elling our story of us( *rainstorming +uestions Gin" audience and community. Brainstorm specific details9
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/ho are the people in this community4 /hat is uni7ue about them or the fact that they are together4 /hat are some stories of this audience that give you an indication of their shared purpose and the goals of this group4 /hat are their values4

:ow did you first encounter the community4 /hy were you called to be part of it4 :ow did your first interaction ma"e you feel4

/hat are some important events in the life of the community4 /ere you there4 :ow did you feel4 /hy4

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/ho isn*t here in this community who ought to be here4 /hat communities ought to e,ist, or ought to be more empowered, that don*t e,ist right now4

,dentify the community-s narrative( challenges" choices and outcomes(

@. <. A.

/hat is a challenge your community has faced4 3r currently faces4 /hat choice did the community ma"e4 /hat was the outcome of that choice4 /hat are the strengths and capacities of this group the resources it already has to rely on and build upon for future challenges4

Pic" one of this community*s stories and flesh it out in vivid detail9 Challenge /hat was the specific challenge we faced4 Choice /hat was the specific choice we made4 /hat action did we ta"e4 )utcome /hat happened as a result of our choice4 /hat hope can it give us4

'elling Your %tory of Now

A story of now communicates the urgent challenge we are called upon to face now and what action we are being called to ta#e +he third part of a public narrative has a similar yet slightly different structure to the tory of elf and of Hs. +here*s a challenge, but instead of being in the past, it*s in the present. +here*s hope, but instead of something that happened in the past, it*s in the future. !nd there*s a choice, but instead of being a choice we once made, it*s a choice we must ma"e now. !nd that*s why it*s a story of now. $in#ing Your %tory of Now to the %tory of %elf and the %tory of &s Fow we "now why you*ve been called to a particular mission, we "now something of who it is you want to call upon to #oin you in that mission, so what action does that mission re7uire of us right here, right now, in this place4 ! story of now is urgent, it re7uires dropping other things and paying attention, it is rooted in the values you celebrated in your story of self and us, and re7uires action. 'he .lements of a %tory of Now

+he strategy your plan to achieve your goal ! strategic hopeful choice that each person in your audience can ma"e ! specific as" for each person that involves a commitment of time, resources before they leave ! vivid description of what collectively can be achieved if we ta"e action together

/hy ,t 0atters +he choice we*re called on to ma"e is a choice to ta"e strategic action now. Geaders who only describe problems, but fail to identify action that their community can ta"e to address the problem aren*t very good leaders. (f you are called to address a real challenge, a challenge so urgent you have motivated us to face it as well, then you also have a responsibility to invite us to #oin you in action that has some chance of success. ! Istory of now is not simply a call to ma"e a choice to act it is a call to hopeful action. /hat is %trategy1 +he story of now is a story of strategyhow my action, added up with other people*s action could, with a reasonable amount of hope, be e,pected to achieve a clear outcome that would help us meet our goal. +he challenge of strategy is building toward "ey pea"s of collective

action that aren*t random, and don*t #ust happen and dissolve into nothingness afterwards. +he challenge is identifying actions that will help to build capacity and momentum that can launch your campaign toward the ne,t pea", and the ne,t pea", until you have enough power to win the change you see". 3ften when wor"ing on our story of now we realiEe we really don*t have a clear, actionable or motivating strategy. /or"ing on story of now can be a way to re.evaluate our strategy and to engage others in strategising with us. %trategy is motivated /e strategise in response to urgent challenges or unusual opportunities to turn our goals into specific outcomes. 1onsider ;andhi*s alt )arch %for a reminder of the story, go to http966en.wi"ipedia.org6wi"i6 altJsatyagraha& to what challenge did ;andhi respond4 /hat was his motivating goal4 /as his goal #ust to halt the British monopoly on salt production, or was it to ma"e progress toward the goal of achieving freedom from British rule4 :ow did he turn a large goal into an achievable but meaningful outcome4 %trategy is intentional trategy is a theory of how we can turn what we have %resources& into what we need %power& to get what we want %outcomes&. (t is a hypothesis that we can use certain tactics to achieve specific outcomes. /hat clear outcome was ;andhi trying to4 :ow could poor (ndians reasonably believe that the action they were being as"ed to ta"e could ma"e a difference4 /hat clear outcome were they trying to achieve4 :ow would they "now if they had met it4 %trategy is creative 1hallenging the status 7uo re7uires ma"ing up for our lac" of resources, with greater resourcefulness, li"e the story of 2avid and ;oliath. 1reative strategists don*t #ust fall bac" on the same old tactics to build their campaigns. +hey loo" for tactics that will build power by engaging as many people as possible, and they thin" creatively about how to turn the resources they have into what they need to win. For e,ample, during the alt )arch, the resignations of local leaders refusing to submit to British rule was a creative way to meet an urgent strategic needgathering more people to move the march ahead.

%trategy is a verb % omething we do&, not a noun %something we have&. /e can see this aspect repeatedly in the story of the alt )arch, and as we wor" toward our outcome, we need to build in time to learn from our successes and failures and to adapt our tactics to become more and more effective. /e need to constantly see" out new opportunities that could help us mobilise more people or resources for our effort, and to thin" creatively about how to turn challenges into opportunities. 2our %trategic +uestions @. Whats the Motivating Goal9 /hat threats to your common interests must you face4 /hat opportunities must you act upon4 <. Whats the Outcome9 specific, focused, measurable %how will the world be changed4&. 3n what outcome can you focus4 /hat outcomes are nested within that outcome4 :ow much time do you have to achieve these outcomes4 /hat is the scope %time& and scale %siEe& of this outcome4 A. Which Tactics will you use? /hy these and not others4 1riteria include9
? ? ? ?

/ill it influence the outcome you*re hoping to achieve4 :ow4 /ill it use your resources creatively4 :ow4 /ill it create organisational capacity4 :ow4 /ill it develop leadership4 :ow4

B. When will you use them? 1onsider the dynamics of campaigns, which tactics will you use when, what will be the se7uence, how can you ma"e the most of momentum, etc.4 !s you wor" on developing your strategy as part of figuring out your story of now, remember that strategy is not something done by an individual alone in a secretive dar" corner somewhere. trategy is best created in a strategic team. (t is very important to thin" about who serves on your strategy team, how it wor"s, and how well. 2oes your team have a clear common purpose4 2o you deliberate well together4 2o you operate with consistent norms4 (s it clear who*s on the team4 (s your team*s authority to strategise clear4 !s you continue to create your strategy in the face of new challenges and opportunities, your story of now will become clearer and more focused. More on leadershi! and teamwork from !age "# on.$

%eflection for &tory of 'ow(

+hin" about stories that convey the urgency of the challenge that*s staring us in the face. ! story about why we have to act now. +hin" about stories that offer hope, if we do act. ? ? ? ? ? /hat are the particular details of the challenge we face %smells, sounds, images&4 +his choice needs to be made now. o what*s the urgency4 /hat is your specific vision for who we can be and what we can achieve for our community if we choose to act together now in our efforts4 /here*s the hope in this story4 /ho would you be telling this story to4 /hat about it would resonate with them4

!s with the story of self, a good story of now is drawn from the same plot structure the challenges we face now, the choice we need to ma"e, and the outcome we could e,perience if we act together Challenge9 /hat challenges do we face as a community4 /hy is it our challenge4 /hy are we in particular called to face this challenge4 Choice9 /hat choice do we need to ma"e now to face our challenges4 /here will we get the courage4 /here will we get the hope4 !utcome: :ow will the outcome loo" or feel if we act together4 /hat specific realistic outcomes could we achieve if we act together4 !gain remember the < minutes rule for the length of your story of now. Brevity is an art> Challenge /hat is the challenge we face4 /hat images ma"e that challenge real4 Choice /hat specific choices are you as"ing the audience %we& to ma"e4 /hat specific action should we ta"e and when4 )utcome /hat specific outcome could happen as a result of our choice4 /hat hope can it give us4

Putting it all together Linking Self, Us and Now

Fow is the wor" of ensuring there is a clear lin" between these three stories to help e,plain why you are called to this wor" of tac"ling climate change, why we are called to act with you, and why we are called to act now. +he wor"sheet below allows you to add each of your three stories, ensuring that each time the challenge, choice and outcome has been identified. +hen you need to e,periment with the order of how you will present the whole story. 0ou may present the story of self first, then the story of us, then the story of now, or you may do the opposite order or a mi,. Play with the order until you find the rhythm and flow that wor"s best. (n addition, because there are usually overlaps between the stories, you may find that you can actually shorten the whole story into B C minutes total %or even shorter&. Reflection:
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/hat do you want your story to motivate people to do4 %/hat is the choice you are as"ing us to ma"e now4& /hat is the challenge we face4 /hat is the hope if we choose to act together and win the change we want to see4 /hy are you in particular as"ing us to ma"e this choice4 /hat e,periences in your life led you to feel called to your wor"4 /ho are you as"ing to ma"e this choice4 /hy are we called to ma"e this choice4 /hen have we faced similar challenges in the past4 /hat was the outcome4

%.$2
/hat are you e!periences and values that call you to ta#e leadership on tac#ling climate change1

&%
/hat is your reason for believing in the possibility of the people you will be spea#ing to1 /hat is their story1

N)/
/hy is it urgent to deal with climate change1 /hat is your strategy to overcome this challenge1 /hat is the first step that each person can ta#e to be part of your solution1

Outcome

Choice

Challenge

"oints to Remem#er:
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0a#e sure you can identify both the C3A$$.N4. and the 3)P. in the story For

e,ample, if your story involves an issue that distressed you, ma"e sure you spea" about how you handled itwhat was the 1:3(1' you made, and what does that demonstrate about your underlying =!GH' and (FF'D D' 3HD1' 4 +uestion your story from the perspective of the intended audience and the

desired action or response 3ur stories, in the conte,t of our wor", are always created in the conte,t of motivating action. /ho will this story be told to4 :ow will it resonate with them4 (s the as" clear4 Put yourself in the shoes of the intended audience to see whether this story would have moved you to act, and what specific pieces of the story accomplished that. +o push even further, consider how you might adapt the story to fit a very different audience. Connect the dots (f a story isn*t ma"ing sense to you, ma"es leaps you can*t follow,

assumptions that are hidden, gaps which are mysterious, loo" at it again. (f it doesn*t ma"e sense to you, chances are that it won*t ma"e sense to anyone else. $oo# for themes 2oes a similar "ind of choice, "ind of value, or "ind of challenge

recur over the course of the story4 (f so, this is useful to recognise and to see whether it is the theme you wish to focus on. Practice your story and see# out feedbac# !s" friends and colleagues to listen to

your story to give you feedbac". +ell them first what audience your story is intended for and what your goal is, then tell you story and afterwards find out whether they thin" you$ll achieve your goal with your intended audience.

Background: Organising and Leadership

;ood organising re7uires the investment of our hearts %motivation&, our heads %strategy& and our hands and feet %action&. +hese s"ills of motivation, strategising and structuring collective action can be taught and learned, and are critical leadership s"ills for campaign development and movement building.

Organising requires three things:

@. <. A.

Geaders who recruit and develop other leaders and coordinate them in leadership teams. Building relationships, community and commitment around that leadership. Building power from the resources of that community and using that power strategically to achieve clear goals and outcomes.

What is Leadership?
Leaders are those who do the work of helping others to achieve purpose in the face of uncertainty. 3ne of your #obs as an environmental organiser is to identify and recruit volunteer leaders to wor" with you to build a campaign to win a clean energy future. But what type of leader should you be, and what are you loo"ing for in others4 ometimes we thin" the leader is the person everyone goes to, li"e this %see left&9 But what does it feel li"e to be the leader in the middle4 /hat does it feel li"e to be the arrow that can*t get through4 /hat happens if the leader in the middle drops out4 ometimes we go to the other e,treme and thin" we don*t need a leader, because we can all lead which loo"s li"e this %see right&9

ometimes this wor"s. But who*s responsible for coordinating everyone4 !nd who*s responsible for pushing the whole group forward when you can*t reach a decision4 /ho ta"es ultimate responsibility for the outcome4

3rganisers are those who can ultimately be held accountable for meeting campaign goals. :owever, organisers are also responsible for coordinating and empowering others to ta"e leadership, which re7uires delegating responsibility %rather than tas"s& and holding others accountable for carrying out that responsibility. Demember, we don*t yet have all the volunteers and leaders we need in order to achieve a viable, green future. ! good organiser*s #ob is to reach out and find leaders in your community who can help you recruit and coordinate others well. +hese leaders will be the bac"bone of your local campaign and you must be able to trust them to delegate responsibility to other dedicated reliable people, and to follow through on commitments. 0ou may be the leader in the middle, or part of a leadership team in the middle, guiding volunteer efforts and being held accountable for outcomes, but you will be deeply reliant on your relationships with others for success.

Key Organising and Leadership Practices:

D SO!"#N S#$ ON
Divided Confused Passive Reactive Inaction Drift
%hared 5alues Narrative(

L%#D%!S& P
Build Relationships Interpret Motivate Strategise Mobilise Accept Responsibility

O!"#N S#$ ON
Community Understanding Participation Initiative Action Purpose

3rganising is rooted in shared values e)!ressed as !ublic narrative. tories help to bring alive
motivation that is rooted in values, highlighting each person*s own calling, our calling as a people, and the urgent challenges to that calling we must face. =alues.based organising . in contrast to issue based organising . invites people to escape their issue silos and come together so that their diversity becomes an asset, rather than an obstacle. !nd because values are e,perienced emotionally, people can access the moral resources the courage, hope, and solidarity . that it ta"es to ris" learning new things and e,plore new ways. 'ach person who learns how to tell their own story, a practice that enhances their own efficacy, creates trust and solidarity within their campaign, e7uipping them to engage others far more effectively.

%hared 6elational Commitment( Organising is based on relationshi!s creating mutual commitments to work together. (t is the
process of association not simply aggregation . that ma"es a whole greater than the sum of its parts. +hough association we can learn to recast our individual interests as common interests, an ob#ective we can use our combined resources to achieve. !nd because we are more li"ely to act to assert those interests, relationship building goes far beyond delivering a message, e,tracting a contribution, or soliciting a vote. Delationships built as a result of one.on.one meetings and small group meetings create the foundation of local campaign teams, rooted in commitments people made to each other, not simply an idea, tas", or issue relationships create a source of new social capital.

%hared )rganisational %tructure A team leadershi! structure leads to effective local organising that integrates local action with national !ur!ose. =olunteer efforts often flounder due to a failure to develop reliable, consistent, and
creative individual local leaders. tructured leadership teams encourage stability, motivation, creativity, and accountability and use volunteer time, s"ills, and effort for effectively. +hey create the structure within which energiEed volunteers can actually accomplish real wor". +eams strive to achieve three criteria of effectiveness meeting the standards of those they serve, learning how to be more effective at meeting outcomes over time and enhancing the learning and growth of individuals on the team. +eam members wor" to put in place five conditions that will lead to effectiveness real team, %bounded, stable and interdependent&, engaging direction %clear, conse7uential and challenging&, enabling structure %wor" that is interdependent&, clear group norms, and a diverse team with the s"ills and talents needed to do the wor".

%hared %trategic )b7ectives Although based on broad values* effective organising cam!aigns learn to focus on a clear strategic ob+ective* a way to turn those values into action. Fational campaigns locate responsibility for national
strategy at the top %or at the centre&, but are able to chun" out* strategic ob#ectives in time %deadlines& and space %local areas& as a campaign, allowing significant local responsibility for figuring out how to achieve those ob#ectives. Desponsibility for strategising local ob#ectives empowers, motivates and invests local teams. +his dual structure allows the movement as a whole to be relentlessly well oriented and the personal motivation of volunteers to be fully engaged.

%hared 0easurable Action Organising outcomes must be clear* measurable* and s!ecific if !rogress is to be evaluated* accountability !racticed* and strategy ada!ted based on e)!erience. uch measures include
volunteers recruited, money raised, people at a meeting, voters contacted, pledge cards signed, laws passed, etc. !lthough electoral campaigns en#oy the advantage of very clear outcome measures, any effective organising drive must come up with the e7uivalent. Degular reporting of progress to goal creates opportunity for feedbac", learning, and adaptation. +raining is provided for all s"ills %e.g., holding house meetings, door "noc"ing, etc.& to carry out the program. Few media may help enable reporting, feedbac", coordination. +ransparency e,ists as to how individuals, groups, and the campaign as a whole are doing on progress to goal.

Campaign %tructure( $eadership and $earning 'eams

/hy do organising teams matter1 +he most effective leaders have always created teams to wor" with them and to lead with them. +a"e for e,ample )oses, !aron and )iriam in the story of ',odus, or 5esus and the twelve disciples in the Few +estament, or )ahatma ;andhi, 5awaharlal Fehru, aro#ini Faidu, and the (ndian Fational 1ongress /or"ing 1ommittee of the alt atyagraha. Geadership teams offer a structural model for wor"ing together that fosters interdependent leadership, where individuals can wor" toward an outcome together, with each person ta"ing leadership on part of the team*s activity. !t their best leadership teams recognise and put to productive use the uni7ue talents of the individuals who ma"e up the team. +eam structures also help increase strategic capacitythe ability to strategise creatively together in ways that produce more vibrant, engaging strategy than any individual could create alone. 2uring the alt )arch, the field structure created multiple layers of leadership teams to engage people creatively and strategically at all levels of the campaign. 'ach town they passed through had a leadership team that coordinated local neighbourhood leadership teams of volunteer leaders. !t every level the people on leadership teams had a clear mission and the ability to strategise creatively together about how to carry out their mission. +his structure created multiple points of entry for volunteers, and multiple opportunities to learn and e,ercise leadership. %o why don-t people always wor# in teams1 /e have all been part of volunteer teams that have not wor"ed well. +hey fall into factions, they alienate each other, or all the wor" falls on one person. ome aim to "eep the pond small so they can feel li"e big fish. o many of us come to the conclusion9 (*ll #ust do it on my own- ( hate meetings, #ust tell me what to do- ( don*t want any responsibility- #ust give me stamps to lic". +here*s #ust one problem9 we can-t become powerful enough to do what we need to do if we can-t even wor# together to build campaigns we can ta"e action on. +he challenge is to create conditions for our leadership teams that are more li"ely to generate successful collaboration and strategic action.

'he criteria for team effectiveness( ! great deal of research on teams has shown that three things help to ma"e a team more effective9 +he output of your team matches the goals you need to meet to win on your campaign. +he team is learning over time how to wor" together better. +eamwor" supports individual growth and learning.

(n short, the team is meeting the campaign*s interests by meeting goals, while at the same time meeting each participant*s interests by giving them room to learn and grow.

'he conditions than can get your team off to a good start( ,our team is stable* with clear boundaries. 0ou can name the people on it and they meet regularly. (t*s not a different, random group of people every time. ,our mission !oints you in an engaging direction. +he wor" you have to do is clear, it*s challenging, it matters to the campaign you*re wor"ing on and you "now why it matters. ,our team works interde!endently. 'veryone should have a roughly e7ual share of the wor", understanding that each part is necessary to ade7uately reach the ultimate goal. +hus, the success or failure of one will have an effect on all. 3ne way to encourage interdependence is to have clear roles based on the wor" that the team needs to do to succeed. ;ood teams will coordinate and help each other. ;ood team members will communicate well when they need assistance. Fo one is carrying out activity in a silo that*s secretive to others. ! good team will have a diversity of identities, e,periences and opinions, ensuring that everyone is bringing the most possible to the table. ,ou have clear norms -ways of doing things$. 0our team sets clear e,pectations for how you will respect and empower each other during your wor" together, and how you will hold each other accountable to the goals and values of the team %this includes learning to give each other constructive feedbac"&.

.om!iled by &amantha /ailey* 012.org

The bulk of this material has been drawn from Marshall Gan3 and his 4ublic 'arrative !rocess
Marshall Gan3* 5arvard 6ennedy &chool of Government htt!(77www.hks.harvard.edu7about7faculty8staff8directory7marshall8gan3