NLT Participant Guide

8/9/2019 NLT Participant Guide

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MoveOn National Leadership Training2010, Washington DC

The National Leadership Training is for the leadership of theMoveOn Council Network to build a collective identity, a strongset of organizing skills, and a clear and bold 2010 Field visionand plan.

We are going to:o Reflect on the past year and set audacious 2010 Field

goals.

o Define and discuss organizing, power, building our base,leadership & councils.o Improve our organizing and make a plan to meet our

2010 Field goals.

The National Leadership Training is a priority, because theleadership of the MoveOn Council Network has been andcontinues to be critical to achieving progressive change.

That meanso Friday we will discuss what organizing is, debrief 2009,

and set a vision for 2010.o Saturday we will build the organizing skills we need to

meet our vision.o Sunday we will tell the story of now and make plans to

move forward.

On March 19th-21st 2010, we will come together in WashingtonDC, dig in, and catapult into an amazing year of organizing to

achieve the change we need.


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MoveOn National Leadership Training2010, Washington DC

Day/Time Training titleLocation/Room

Name Page #

FridayMarch19th:

What is Organizing,Debriefing 2009/Visioning2010 (Goal: Debrief 2009and Vision 2010) 7

9am Registration & Breakfast Shallenberger

10amWelcome, Goals of theweekend Shallenberger 9-11

11am What is Organizing? Shallenberger 13

12pm. Break

12:10pm.Organizing and Leadership inMoveOn Shallenberger

1pm Lunch Shallenberger

1:45.pm.

Iraq War anniversary

commemoration Shallenberger 2pm Energizer Shallenberger

2:05pm.Debriefing 2009 & Visioning2010

ShallenbergerHand outs insupplementarypacket

6.pm-6:30pm. Close Shallenberger


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Day/Time Training titleLocation/RoomName Page #

Saturday

March20th: Going Deep: Organizing Skills 15

8am Breakfast Shallenberger

9am-9:50am.

Opening & Intro to BaseBuilding and LeadershipDevelopment 17

10am-1pm.

Leadership Development

Round 1, Tracks: (TheseSections will include 1 break)

1. Camp MoveOn/PublicNarrative (for participants

who did not go to CampMoveOn in 2009)

Shallenbergernear

projector/screen 19-312. Core Members TBD 39-45

3. Council CoordinatorsClassrooms

G3194. Regional Coordinators Shallenberger 47

1pm. Big Group: Announcements Shallenberger1:15pm. Lunch

2pm.Skills ConcentrationTracks:

A. AdvancedRecruitment/Base-Building TBD

51-54 (&hand outs insupplementary packet)

B. Advanced Tech

Shallenberger

nearprojector/screenC. Advanced Media TBD 55-69

D. Advanced Facilitation TBD 71-79


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Day/Time Training title Location/Room

Name

Page #:

SaturdayMarch20th: Going Deep: Organizing Skills

3:30pm. Break

3:40pm.Leadership DevelopmentRound 2, Tracks:

1. Camp MoveOn/PublicNarrative (for participants

who did not go to CampMoveOn in 2009)

Shallenberger

near projector/screen 33-38

2. Core Members TBD 45

3. Council CoordinatorsClassrooms

G319 49-504. Regional Coordinators Shallenberger 49-50

5:30-5:45

Close (There will beannouncements aboutoptions for participantsbetween 5:45-7pm.) Shallenberger

7pm.Celebration Dinner andParty Shallenberger


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Appendix:

! Glossary of Terms 89

! Friday Evaluation 91

! Saturday Evaluation 93

! Sunday overall Evaluation 95-96

! Blank Pages for notes 97-107

Day/Time Training titleLocation/Ro

om Name Page #SundayMarch21st

The Story of Now: Planning,Catapult 81

8:30am. Breakfast Shallenberger 9:30am. Open & Review Shallenberger

10am.The Now: Campaign for2010 and Field Planning

Shallenberger

83-88 (&hand outs insupplementarypacket)

12pm. Lunch Shallenberger 12:40.pm. Energizer Shallenberger

12:45pm.Going Local: Base-Buildingand Council-Building

ShallenbergerHand outs insupplementarypacket

3pm-4pm.

Evaluation & ClosingCeremony Shallenberger


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Friday March 19th:What is Organizing, Debriefing

2009/Visioning 2010

9am Registration and Breakfast Shallenberger Hall

10amWelcome, Goals of theweekend Shallenberger Hall

11am What is Organizing?Shallenberger Hall

12pm. Break

12:10pm.Organizing and Leadership inMoveOn

Shallenberger Hall

1pm Lunch Shallenberger Hall

1:45.pm.Iraq War anniversarycommemoration Shallenberger Hall

2pm Energizer Shallenberger Hall

2:05pm.Debriefing 2009 & Visioning2010

Shallenberger Hall

6.pm-6:30pm. Close Shallenberger Hall


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National Leadership Training

GOALS:

The MoveOn Council leadership will:

1. Learn what is effective grassrootsorganizing and practiceorganizing skills.

2. Develop vision and plan forMoveOn field campaigning in

2010.

3. Build capacity for leading

effective trainings.


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Personal Goals:

What are your personal hopes for this training? What skills are youinterested in building?

What organizing skills do you already have? What do you think youcan teach others?

What is your commitment to working with MoveOn and organizing for

progressive change?


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GROUND RULES IN PRACTICE

Respect All Points of View

! Attentive listening. Focus on what is being said by others. Dont

talk over other people.! Intentional speaking. Contribute what has relevance, heart and

meaning.! Give your own opinion, in addition to listening.

! Provide constructive feedback, not criticism.

Take Personal Responsibility

! Be on time. MoveOn will not wait for you.! Turn off your cell phones during all trainings and presentations.

! Ask for support that you need, and offer the support you cangive.

! Be professional. We are here to work and learn as a team. Ifyou have a conflict with others in the group, communicate

directly, and ask for the support of the trainers.! Respect the space. Keep the training space clean and tidy.

Clean up your food and be aware of your noise level.

Step Up / Step Back

! Conscious self-monitoring. Consider the impact of your wordsand actions, and be aware of your role in the group. If you arenot participating, step up to join the group. If you are

dominating, step back to give others a chance to take the lead.

Practice Non-violence

! De-escalate conflict by being aware of your body language and

words.

! Be a responsible and peaceful representative of the MoveOnmessage and community.


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OrganizingProcess

Materials Adapted from SOUL:http://www.schoolofunityandliberation.org/


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Saturday March 20th:Going Deep: Organizing Skills

8am Breakfast Shallenerger Hall

9am-9:50am.

Opening & Intro to BaseBuilding and LeadershipDevelopment Shallenerger Hall

10am-1pm.Leadership DevelopmentRound 1, Tracks:

1. Camp MoveOn/PublicNarrative (for participants whodid not go to Camp MoveOn in

2009)Shallenberger hall near

projector/screen

2. Core Members TBD

3. Council Coordinators Classrooms G3194. Regional Coordinators Shallenberger hall

1:05pm. Big Group: Announcements Shallenberger hall

1:15pm. Lunch

2pm. Skills Concentration Tracks:

A. AdvancedRecruitment/Base-Building TBD

B. Advanced TechShallenberger hall near

projector/screen

C. Advanced Media TBD

D. Advanced Facilitation TBD

3:30pm. Break

3:40pm.Leadership DevelopmentRound 2, Tracks:

Shallenberger Hall(Break outs in Kendall Hall

1&2 and Gym)

1. Camp MoveOn/PublicNarrative (for participants whodid not go to Camp MoveOn in

2009)Shallenberger hall near

projector/screen

2. Core Members TBD

3. Council Coordinators Classrooms G319

4. Regional Coordinators Shallenberger hall

5:30-5:45 Close Shallenberger Hall

7pm. Celebration Dinner and Party Shallenberger Hall


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BASE BUILDING PROCESS:

Materials Adapted from SOUL:

http://www.schoolofunityandliberation.org/


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INTRODUCTION TO PUBLIC NARRATIVE

Each of us has a compelling story to tell.

Each of us has a story that can move others to action. As you learnthis skill, you will be learning to tell a compelling story about yourself,

the community you organize with, and your strategy that encouragesothers to join you in creating change. In addition, you will gain

practice in listening, and coaching others to tell a good story.

Public narrative as a practice of leadership

Leadership is about accepting responsibility for enabling others to

achieve purpose in the face of uncertainty. Narrative is how we learnto make choices and construct our identities as individuals, as

communities, as nations.

Why Use Public Narrative? Two Ways of Knowing

(And we need both!)

Public leaders employ both the head and the heart in order tomobilize others to act effectively on behalf of shared values. In otherwords, they engage people in interpreting why they should change

their world their motivation and how they can act to change it their strategy. Public narrative is the whythe art of translating

values into action through stories.


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The key to motivation is understanding that values inspire

action through emotion.

Emotions inform us of what we value in ourselves, in others, and inthe world, and enable us to express the motivational content of ourvalues to others. In other words, because we experience valuesemotionally, they are what actually move us to act, not only to the

idea that we ought to act. Because stories allow us to express ourvalues not as abstract principles, but as lived experience, they have

the power to move others.

Some emotions inhibit action, but other emotions facilitateaction.

Action is inhibited by inertia, fear, self-doubt, isolation, and apathy.Action is facilitated by urgency, hope, YCMAD (you can make a

difference), solidarity, and anger. Stories mobilize emotions of actionto overcome emotions that inhibit us from action.

Hearing the Call to Action

FEAR

SELF -DOUBT

INERTIA

ISOLATION

APATHY

HOPE

YCMAD

URGENCY

SOLIDARITY

ANGER

Inhibitors to Action Calls to Action


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Developing Your Own Personal Narrative

Public narrative combines a story of self, a story of us, and a

story of now.

A story of self tells why you have been called to serve.

Every one of us has a compelling story to tell. We all have heroes inour livesmaybe parents or grandparents or teachers or neighborswho modeled leadership for us in some way, and who shaped ourvalues and our ability to act on those values. We have also all made

unique choices that shaped our lifes pathwho to build relationshipswith, how to respond to injustices we saw as children, whether or not

to take leadership in our places of worship or our unions, or our

schools, etc.

The key focus is on choice points, moments in our lives when ourvalues are formed when we have to choose in the face of great

uncertainty. When did you first care about being heard, about concernwith others, about abuses of power, about poverty, about the natural

world? Why? When did you feel you had to do something about it?Why did you feel you could? What were the circumstances?

The power in your story of self is to reveal something of yourself and

your valuesnot your deepest secrets, but the key shaping momentsin your life.

A story of us communicates why our community in particular

is called to act, and why we in particular have the capacity to

lead.

Just as with your story of self, the key choice points in the life of the

community are those moments that express the values underlying thework your organization does. The key is to focus on telling a storyabout specific people and specific moments of choice or action that

shaped your organizing community and that invites others to join youin this community.

A story of now communicates the urgent challenge we are

called upon to face now


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The story includes a description of the path to take to achieve goalsrelative to the mission the unique strategy or set of ideas that help

us to overcome challenge and succeed. The story also invites yourlisteners to make a specific actionable commitment now to help build

your campaign and movement.

The SELF US NOW Structure

The Three Key Elements of Public Narrative Structure

Challenge Choice Outcome

A plot begins with an unexpected challenge that confronts a characterwith an urgent need to pay attention, to make a choice, a choice for

which s/he is unprepared. The choice yields an outcome -- and theoutcome teaches a moral.

Because we can empathetically identify with the character, we canfeel the moral. We not only hear about someones courage; wecan also be inspired by it.

The 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.

SELF

USNOW


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Incorporating Challenge, Choice, and Outcome in Your OwnStory

There are some key questions you need to answer as you consider thechoices you have made in your life and the path you have taken that

brought you to this point in time as a leader. Once you identify thespecific relevant choice point, perhaps your first true experience of

community in the face of challenge, or your choice to do somethingabout injustice for the first time, dig deeper by answering the following

questions.

Challenge: Why did you feel it was a challenge? What was so

challenging about it? Why was it your challenge?

Choice: Why did you make the choice you did? Where did you get

the courage (or not)? Where did you get the hope (or not)? Did yourparents or grandparents life stories teach you in any way how to actin that moment? How did it feel?

Outcome: How did the outcome feel? Why did it feel that way? Whatdid it teach you? What do you want to teach us? How do you want us

to feel?

A word about challenge. Sometimes people see the word challengeand think that they need to describe the misfortunes of their lives.

Keep in mind that a struggle might be one of your own choosing ahigh mountain you decided to climb as much as a hole you managed

to climb out of. Any number of things may have been a challenge toyou and be the source of a good story to inspire others.


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VIDEO REVIEW:

BARACK OBAMAs 2004 DNC SPEECH

We'll be watching the first seven minutes of Barack Obama's 2004DNC speech while you watch it, think about the elements of SELF

US NOW that you hear in his story.

SELF US NOW

What are hisexperiences and

values that call him to

the national stage?

Who is the usthat he identifies?

What images and

shared experiencesdoes he call on?What are the

common values heappeals to?

What challengeto those values

does he identify?

What is hisstrategy toovercome this

challenge? Whatis the first step

that each personcan take to be

part of thesolution?

1. Do you think he did a good job of telling his story?What worked? What could have been more clear?

2. What are some of the specific details in his story that youremember?

3. What values did he talk about in his story?


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TEAM BREAKOUT SESSION:

STORY OF SELF PRACTICE WORK

GOALS! Practice telling your Story of Self and get feedback

! Learn to coach others stories

AGENDATOTAL TIME: 40 min.

1. Gather in your team. Choose a timekeeper. Choose afacilitator for this breakout who will help keep your group

on agenda and make sure everyone participates.

3 min.

2. Take some time as individuals to silently develop yourStory of Self. Use the worksheet below.

5 min.

3. Choose a partner.

Practice telling your story of self.- 2 minutes each to tell your story* Focus on one experience where you have made a choice inyour life (see worksheet below for prompters)

* Be specific & give lots of details

- 3 minutes each for feedback:* What is the Challenge, Choice, Outcome in each story?Write them in the boxes below.

* Were there sections of the story that had especially gooddetails or images (e.g. sights, sounds, smells, or emotions of

the moment)? How did those details make you feel?* Could you identify this persons values from the story?

12 min

4. As a team go around the group and tell your story one by

one.

For each person:- 2 minutes to tell their story- 3 minutes to offer feedback from the group

NOTE: You have just 2 minutes to tell your story. Stick to

this limit. Make sure your timekeeper cuts you off. This

both encourages focus and makes sure everyone has a chance.

20 min


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WORKSHEET:DEVELOPING YOUR STORY OF SELF

Reflection

Take time to reflect on your own public story, beginning with your

story of self. You may go back as far as your parents orgrandparents, or you may start with your most recent organizing and

keep asking yourself why you in particular got involved when you did.Focus on challenges you had to face, the choices you made about how

to deal with them, and the satisfactions or frustrations - youexperienced. Why did you make those choices? Why did you do this

and not that? Keep asking yourself why.

What did you learn from reflecting on these moments of challenge,choice, and outcome? How do they feel? Do they teach you anything

about yourself, about your family, about your peers, your community,your nation, your world around you - about what really matters to you

matters? What about these stories was so intriguing? Which elements

offered real perspective into your own life?

What brings you to this campaign? When did you decide to work onenvironmental and economic justice? Why? When did you decide to

volunteer? Why? When did you decide to give up three days for thissession? Why?

Many of us active in public service have stories of both loss and hope.

If we did not have stories of loss, we would understand that loss is apart of the world, we would have no reason to try to fix it. But we also

have stories of hope. Otherwise we wouldnt be trying to fix it.

A good public story is drawn from the series of choice points that have

structure the plot of your life the challenges you faced, choicesyou made, and outcomes you experienced.

Challenge: Why did you feel it was a challenge? What was so

challenging about it? Why was it yourchallenge?


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Choice: Why did you make the choice you did? Where did you get thecourage or not? Where did you get the hope or not? How did it

feel?

Outcome: How did the outcome feel? Why did it feel that way? What

did it teach you? What do you want to teach us? How do you want usto feel?

What are the experiences and values that call you to takeleadership to win a clean energy economy?

Hopefully youve been thinking of your story in advance of theworkshop. If you didnt get a chance to do so we have listed some

key elements and types of experiences that may have contributed toyour current choice to take leadership on winning a clean energy

economy.

FAMILY &

CHILDHOOD

Parents/FamilyGrowing Up

ExperiencesYour

CommunityRole Models

School

LIFE CHOICES

School

CareerPartner/Family

Hobbies/Interests/TalentsExperiences Finding

Passion OvercomingChallenge

MOVEON

EXPERIENCE

Introduction tocivic work

First Experience oforganizing

Connection to keybooks or people

RoleModels/Community

Current Experienceof MoveOn


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Take some time to think about the elements of your story in the

context of the challenge, choice and outcome. In this case, theoutcome might also be the thing you learned, in addition to what

actually happened.

CHALLENGE: CHOICE: OUTCOME:


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FACILITATION NOTES:

STORY OF SELF

Your job as the facilitator is to help move your team through this

breakout session so that everyone practices their story of self(including you!) and everyone gets feedback. Work with your

groups timekeeper to stick to the agenda and be sure everyone getsto participate.

Asking the following questions will help you coach your small groups

through the telling of their stories of self.

Remember to balance both positive and constructively criticalfeedback. The purpose of coaching is not to judge or criticize eachothers stories; rather, you are listening to the way stories are toldand thinking of ways that the storytelling could be improved.

Story of Self Coaching Questions

! CHALLENGE: What were the specific challenges the

storyteller faced? How were those challenges made mostvivid? What details would help make the challenge even

more real?

! CHOICE: Was there a clear choice or choices that were madein response to the challenge? How do those choices make

you feel? (Hopeful? Angry? Etc.)

! OUTCOME: What was the specific outcome that resultedfrom those choices? What does that outcome teach us?

! Could you identify what this persons values are and where

they come from? How specifically?

! Were there sections of the story that had especially good

details or images (e.g. sights, sounds, smells, or emotions ofthe moment)? How did those details make you feel?


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WORKSHEET:COACHING YOUR TEAMMATES STORIES OF SELF

COACHING CHECKLIST

DO LISTEN FOR

! What works first in the story, focusing on specifics.

! How the story makes you feel, and what specifically

makes you feel that way.

! The CHALLENGE and the HOPE in the story.

! Clear choice points, the moment when one thing happened

and not another.

! The themes in the narrative.

DONT

Offer vague abstract "feel good" comments, unless youveestablished the context.What does the storyteller learn from you did a great job, as

opposed to, the way you described your moment of choice mademe feel very hopeful because. . . .

Make value judgments about the storytellers voice or the

validity of the point they want to make. The key here is that a

person find ways to express themselves in their own voice wordchoice, humor, metaphor, etc. Of course they need to know if

choices theyve made communicate what they want to communicate.


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Record Feedback/Comments from Your Team Members Here:

Coaching Your Team's Story of Self

As you hear each other's stories, keeping track of the details of

each persons story will help you to provide feedback andremember details about people on your team later. Use the grid

below to track your team's stories.

Name Challenge Choice Outcome Notes


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STORY OF US

Linking Story of Self and Story of Us

A story of self tells people who you are and why you are called to dothe work that you are doing. On its own, the story of self isinsufficient to set the stage for collective action. Since organizing is

about collective action, your public narrative needs to make aconnection to the us with whom you are engaged.

Our story of self is interwoven with stories we share with

others.

These include stories of our family, community, faith tradition,

school, profession, movements, organizations, nations and, perhapsworld. It is through shared stories that we establish the identitiesand express the values of the communities in which we participate

(family, faith, nation) and of emergent communities we are forming(new social movements, new organizations, new neighborhoods).

Telling a "story of us" requires learning how to put into narrativeform the experiences that the us in the room share with each

other. Telling a story of us is a way to engage a community inacting together, based on values that we share as a community.

For many years our progressive community has often been fractured in

issue silos, rather than uniting around shared values and commonvision. We face the challenge of defining ourselves as a community

and movement, articulating our values, and joining together with acommon vision for the future. Learning to tell a story of us is one

critical piece of building community around values rather than justissues or interests alone.


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GOALS

! Practice telling your communitys story of why your community inparticular has the capacity to help address climate change, build aclean energy future, and win better health care.

! Coach others stories by listening carefully, offering feedback, asking

questions.

AGENDA:

TOTAL TIME: 45min

Groups of 4

1. (5min) Gather in your team. Decide on a time-keeper and afacilitator.2. (6min) Take some time as individuals to silently develop yourStory of Us. Use the worksheet in the participant guide.

3. (12min) Pair UP: Practice telling your story of how your council is

taking action for progressive change! 2 minutes each to tell your story of us:

o Focus on a specific challenge the us has faced

o Be specific & give lots of details

! 3 minutes each for feedback:

o What is the Challenge, Choice, Outcome in each story?

o Write them in the boxes below.

o Did the story of self relate to the story of us? If so, what was

the common thread?

o Were there sections of the story that had especially good details

or images (e.g. sights, sounds, smells, or emotions of themoment)? How did those details make you feel?

4. (22min) As a team, go around the group and tell your story one

by one.! For each person:

o 2 minutes to tell their story of us

o 3 minutes to offer feedback from the group


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Your job as the facilitator in this session is to help move your teamthrough this team breakout so that everyone practices their story of

us (including you!) and everyone gets feedback.

Asking the following questions will help you coach your small groupsthrough the telling of their stories.

Remember to balance positive and constructively critical feedback.

The purpose of coaching is not to judge or criticize each othersstories; rather, you are listening to the way stories are told and

thinking of ways that the storytelling could be improved.

Story of Us Coaching Questions

! Who is the us in this story? Do you feel included in this

us? Why or why not?

! CHALLENGE: What were the specific challenges this us hasfaced? How were those challenges made most vivid? What

details would help make the challenge even more real?

! CHOICE: Was there a clear choice or choices that were madein response to the challenge? How do those choices make

you feel? (Hopeful? Angry? Etc.)

! OUTCOME: What was the specific outcome that resultedfrom those choices? What does that outcome teach us?

! Could you identify what this communitys values are and

how this community has acted on those values in the past?

How specifically?

! Were there sections of the story that had especially gooddetails or images (e.g. sights, sounds, smells, or emotions ofthe moment)? How did those details make you feel?

! INTERWEAVING SELF AND US: Did the story of self relate tothe story of us? If so, what was the common thread?


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DEVELOPING YOUR STORY OF US

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 givethem hope that they can make a difference. It builds on shared experiences andoutcomes of previous actions to establish the context in which to take future

action. Your goal here is to tell a story that evokes our shared values as youraudience, and shows why we in particular are called to take responsibility foraction now.

Your story of us may be a story of what weve already done together, challenges

weve already faced and outcomes weve achieved. Or it may be a story of someof our shared heroes, challenges they faced and outcomes theyve achieved.Hearing how weve met challenges in the past gives us hope that we can face

new challenges together.

Brainstorm all the stories you know of about your audience and their collective

story and experience. Your story of us may change each time you are talking toa different group of people.

What was your very fist MoveOn experience? What happened at thatevent? Afterwards?

If your story of us comes from your Council, what experiences have

people shared that describes why you are all here today?

What stories from this audience have emerged to give you a sense of the

shared purpose, goals, and values of the people in this room?

What are some stories of your previous work or of the work of MoveOnthat give you the belief that together others could work to join you increating real tangible change in the world?


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Now choose one of the stories you brainstormed above to flesh out in

vivid detail.

CHALLENGEWhat was the

challenge we faced?

CHOICEWhat specific choice

did we make? Whataction did we take?

OUTCOMEWhat happened as a

result of our choice?What hope can it giveus?


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WORKSHEET:

Coaching Your Team's Story of UsAs you hear each other's stories, keeping track of the details of each

persons story will help you to provide feedback and remember detailsabout people on your team later. Use the grid below to track your

team's stories.

Name Challenge Choice Outcome Notes/Themes


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One-to-One Quotes

Forming Community

How is Community formed? The answer is simple: two lonely individualscreate community in the manner that G-d created the world. What was G-ds instrument in creation? The word. The word is also the instrumentwith which man creates his own community.- Rabbi Joseph Soloveitchik

Making Real ConnectionsWhen Gd made The Man, he made him out of stuff that sung all the timeand glittered all over. Then after that, some angels got jealous andchopped him into millions of pieces, but he still glittered and hummed.So they beat him down to nothing but sparks, but each little spark had a

shine and a song. So they covered each one over with mud. And thelonesomeness of each spark made them hunt for another, but the mud isdeaf and dumb. Like all other tumbling mud balls, Janie had tried to showher shine. - Zora Neal Hurston, Their Eyes Were Watching Gd

Changing the world by naming itTo exist humanly is to name the world, to change it. Once named, theworld in its turn reappears to the namers as a problem and requires ofthem a new naming. Human beings are not built in silence, but in word,in work, in action-reflection

- Paolo Freire

Transcending the daily grindWere in such a hurry most of the time we never get much of a chance totalk. The result is a kind of endless day-to-day shallowness, a monotonythat leaves a person wondering years later where all the time went andsorry its gone.- Robert Pirsig, Zen and the Art of Motorcycle Maintenance

One-to-Ones as a tool for building communityAlthough those who concern themselves with details are regarded as

folks of limited intelligence, it seems to me that this part is essential,because it is the foundation, and it is impossible to erect any building andestablish any method without understanding its principles. It is notenough to have a liking for architecture. One must also know stone-cutting.- Marshal de Saxe

- Document created Jews for Racial and Economic Justice


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40

One-to-One Basics:

Why do One-to-Ones?

o build relationshipo identify motivations/goals/ambition/struggles- organizing issueso self reflection/clarificationo obtain informationo find out how to work together

What is a One-to-One?

o Nuts and bolts" Approximately 20-40 minutes

" Ideally face to face" A 2 way conversation- talk 30% of the time / listen 70%

of the time

" Deep not broad - you won't learn everything aboutsomeone, but you will find out some key sparks.

o Tips:

" Remember: Listen 70% of the time. Talk 30% of thetime.

" Agitation through digging and strategic sharing ! Digging: Asking how and why questions to figure

out what motivates them, what they bring to thetable and how we can help find opportunities forthem/us to work together toward the goals weshare.

! Strategic sharing: Don't forget to share your ownstory- chose strategically what to share - it shouldreflect where you connect to the person you'remeeting with and help support them to share theirown story.

! Not every 1:1 will result in someone stepping up, it'simportant to truly listen and create a plan for involvement

that everyone feels good about. If it isn't the right timefor someone to step up, that's ok!

" FOLLOW UP: Every one-to-one is only as good as thefollow up. Make sure you have a plan for you or your CC

to follow up with this person and support them in staying

accountable to their commitments!


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Steps of a One-to-One

Identifying who to have 1:1s with

Be transparent about why you want to do a 1:1

In the one-to-one

Share/Find your/their story of self

! Why are they called to be involved with organizing? Dig fortheir stories and share yours - Where did they grow up? wastheir family political? what makes them angry and why, whatmoments/people in their life moved them to take action, whythem as opposed to so many others who are inactive, etcetc?"

Share/find your/their vision of how things could bedifferent

! What is their vision for how things should be different? Askabout their vision and share yours. What would the worldlook like if we "won"? What do you wish was different than itis now? What is challenging about getting there? How areyou feeling about the health care campaign in this moment?What is frustrating? What is hopeful?

Share the current plan

! MoveOn!o Discuss what have you/they done so far with MoveOn?

What work from 2009 was the most successful/meaningful/ powerful? The most frustrating? Why didyou initially get involved with the council? Why do youremain involved?

o Talk about MoveOn's current plan. What do you think?How do you see yourself fitting in? What could yourfirst/next action step be? (bring it back to why youwere called to organize to begin with!)

Share/find your/their commitment to taking action!

Commitments and Next steps! Ask: How will you commit tothe council / core beyond the health care fight? Make sureyour ask is strong "Can we count on you to....?" and youhave a plan to follow up "We will talk on X date to check in."


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Core Leadership Development

BREAKOUT SESSION:

AGENDA:

Total time: 35min

! (2min) First, choose a facilitator and time keeper

! (5) Individual writing: What are the strengths I bring to

organizing in a team (my council)? What are my biggest

challenges or in what areas do I have room to grow?

! (15) Group discussion:

o What are the biggest challenges we face in organizing our

council?

o How can we use 1:1s to face these challenges?

! (10) Pair and Share:o In the next month, what concretely, could you do to work

on the area of challenge/growth?

o What roles/responsibilities could you take in the council in

order to practice it?

o What support would you need from your CC?


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Core Development Role-Plays!

Before the Role Plays! Decide on a facilitator and time keeper

! Prepare for the role-plays by reflecting on the challenges AND bestpractices you have experienced. SHARE these experiences bypracticing them through the role-plays!

! Each person in the group should be able to practicedelegating/accountability

Role Plays:! Each Scenario should be allotted 10 minutes. The first 5 minutes are

for the actual role-play, the second 5 minutes are for the debrief.! When you role-playing, you should bring out realistic challenges that

come up in your council organizing. The purpose is to make this

practice as useful as possible.

Scenario #1:Roles: 1) the CC 2) a core member

Your council is planning a public-facing Main Street rally to keepcorporate influence out of Washington. The CC needs to delegate

tasks to core members in the council. The goal of this conversationis to delegate a specific task to the core member that connects to

that core members interests.

Scenario #2:Roles: 1) the CC 2) a core member

This conversation is carrying over from the previous scenario (but,with 2 different role playing). Now, it is some time later, and theCC is calling the core member back to see if they were able tocomplete the task that they were delegated to do.

Scenario #3:Roles: 1) the Media Coordinator 2) a member of the media team

The Media Coordinator delegated to a particular team member avery, very urgent press release which needed to be sent in by 9 am

this morning. The time is now 10 am, and the team member has

not sent in the release.

Scenario #4:

Roles: 1) the CC 2) a core memberYour council is planning a Capitalism: House Party, and the CC is

facilitating the organizing meeting. The CC is trying to get councilmembers to take on specific tasks, in particular, looking for onecore member to be the host/Event Coordinator for the event.


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RC Development:


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Leadership Development Planning, Page 1

1) What do you want to learn from your organizing? In what ways doyou want to grow?

2) What are your strengths as an organizer? (be as concrete as

possible. IE; if you are good communicator, what do you DO that isgood communication?)

3) What challenges do you have as an organizer? What skills do youneed to develop to meet those challenges? (Skills include: X, Y, Z)

4) What skills/leadership qualities have you been working on in the

past 3 months, how have you worked on them, and how have youimproved?

5) Choose one skill to work on. What is it? How will improving in this

skill change your organizing/make you a stronger leader? (again try tobe concrete, if it is not immediately obvious take a few minutes with

the leader working with you on this plan, to think about what theconcrete skill is)


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Leadership Development Planning Page 2

Fill in this chart by answering the following questions:" Benchmark/Short-Term Goal: Concretely, in four weeks what is a

benchmark/short term goal you can meet on this skill that will helpyou move toward a longer term vision? How specifically will youimprove this skill in the next four weeks? (Example: run successfulgroup conference calls)

" Weekly practice: Concretely, in four weeks what is abenchmark/short term goal you can meet on this skill that will helpyou move toward a longer term vision? How specifically will youimprove this skill in the next four weeks? (Example: run successfulgroup conference calls)

" Support: Who can you work with on this skill? And what specificsupport (i.e. role playing, training, etc.) will you need? (Example: Joe,

the Regional Coordinator who I work with and Susan, the core memberwho will work with me on the agenda for the council check-in call)

Skill: Week 1 Week 2 Week 3 Week 4

Benchmark/short

term goal

Weekly Practice

Support

Record Your

Weekly Progress


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ELEMENTS OF BASE-BUILDING PLAN

We need to start with a clear vision for the scope and scale of power ourbase needs to win real change. Set clear goals, including both specific goals(for each month or each action) and broader goals in terms of building your

base. For example: How many people should we be able to turn out once a month to apublic action? How many council members do we need to ensure that base ofpeople who we can regularly turn out? How many active leaders/ core members do we need to build thatbase?

Then we need to develop a plan for how to build that power. A good base-building plan includes:

BASE-BUILDING CYCLE:

OUTREACH/RECRUITMENT:! CALLING MOVEON ONLINE MEMBERS: This is the number one resource

that we have at MoveOn. Unlike most grassroots organizations, wehave a list of over 5 million people who have already told us theyagree with our work. MoveOn's "online members" are our bestresource for building the base and leadership of our council.

! OTHER FORMS OF OUTREACH: We also need to be continuouslyworking to connect with new people from our community who haventbeen involved in our work before. Sample Activities: Flyering, tabling,presentations.

FOLLOW-UP:

! Once we make an initial connection with new people, we need to makesure to follow up with them to involve them in our work. SampleActivities: Follow-up calls, One-on-ones.

EVENTS:! As soon as we connect with people, we should have relevant and

interesting ways for people to get involved in the organization thatdon't require a high-level of commitment on the front end. SampleActivities: Actions, Meetings, Cultural events.

PLUG-INS:! Once people have been engaged in council events and activities, we

need to find a role for them to play in helping to move the councilswork forward and to develop their leadership. Sample Activities:Trainings, Planning Actions, Doing Outreach.

Then you need to timeline out those components, figuring out how they canwork together.

Some Tips for Developing Strong Base-Building Plans:

! Be consistent with your outreach. Make sure that people know whereto find you and that they expect to see you around.


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! Be consistent with your one-on-ones with everyone from newmembers to veteran leaders.

! Use the rule of multiples in your planning. You should plan backwardsfrom how many people you plan to turn out, and double that numberat every step of the outreach process (since organizers have foundthat about half the people drop off at each step).

o For example, if you want to turn out 100 people to an action,you should have 200 people who commit during remindercalls. If you are going to have 200 people commit duringreminder calls, you need 400 contacts to call If you want 400contacts to call, you need to get those contacts by doingoutreach with 800 people. (This turn out rate or "flake factor"ranges depending on the specific community)

Materials Adapted from SOUL: http://www.schoolofunityandliberation.org/


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COMMUNITY & CONSTITUENCY MAPPING

Small Group Instructions:

! Label the smiley faces with a constituency you represent and are

interested in building a base of; Lable the Triangles with your issuefocus; Label the blank house shapes with places you can find your

constituency; Lable he blank arrow shapes with ideas about waysyou can find/engage your constituency.

! Each group member should place their filled-in shapes onto theblank community map and discuss the following questions:

o Where do you reach your constituency? How do you reachthem? Why?

o Why does your constituency get involved with the council?What issues draw them in?

o What is it like for your council to do base building with theseconstituencies? Is base building difficult or easy (strength or

weakness) for your council? Why or why not?o Who does the base building in your council?

! Each group should pick a spokesperson to present their map to the

rest of the participants.



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Five Golden Rules forStrategic Media Planning

Golden Rule #1: Set media goals that are relevant, timely and

strategic. Create tailored scenarios 1) with media goals uninformed bycurrent political climate, media market facts etc, and 2) informed bythese realities

Golden Rule #2: Know your target audiences. Who can help youreach your goals?

Golden Rule #3: Tailor your messages for impact. What would you

rather buy, jeans that say one size fits all or fits that really fit YOU?

Golden Rule #4: Package your story for newsworthiness Paper ball -This is for you do you want to take it? Wrapped gift I heard its your

birthday and that you like pink boxes, well this box is special because Idesigned and made it myself theres no other box like it. Dont you

want to open it?

Golden Rule #5: Plan for Power. How can you show your power toyour media outlet?

-- Credit: Youth Media Council


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ELEMENTS OF A SUCCESSFUL MESSAGE! Adapted from: Youth Media Council

Frame for Institutional Responsibility: call out your enemy byhighlighting what institution or what official representing an institutionis responsible for making change.

Speak in Shared Values: Values are more powerful than facts

figure out what you and your audience both care about, andcommunicate based on this shared value

Evoke Pictures: Use words that paint pictures your audience canrelate to.

Be creative: Use rhymes, sharp phrases, metaphors and comparisonsto make your point. For example comparing an expensive, ineffectivepublic transportation system to a broken down bus shows audiences

that the system doesnt work.

Focus on solutions: Advocates spend too much time talking aboutproblems, instead make sure your message clearly communicates

solutions your audience can take part in.

Keep it simple: Use clear reasonable language.


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Media Planning Worksheet page 1! Credit: Youth Media Council

Goals and Targets:! Program/Campaign Goals:

! Whom do you want to reach:

Outlets! What are the best outlets for conveying your message to your

target audiences? List your targets and try to choose one ormore outlet that fit. Try not to focus on more than 3 outlets. Be

specific (ie. a specific newspaper)

o some ideas:

" academic publications" corporate media - print, tv, radio, online

" self-generated media youtube" online media

" alternative media" other

________________________________________________________

________________________________________________________


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________________________________________________________

Media Planning Worksheet page 2

Hooks and Opportunities! List any upcoming events or happenings. List the dates and if

there are any piggy backing opportunities to communicate yourmessage and advance your goals.

! Organize these events on a timeline and prioritize theopportunities that you'd like to follow up on.

! Tasks: Identify the tasks that need to be done, who and bywhen they will be followed up on.


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Media Planning Worksheet page 3

CRAFTING A MESSAGE:

Counter arguments:! List arguments of your opposition?

Your messages:! What are you trying to communicate? Try to distill your message

into a 25 word statement that will get your idea across.Remember a message is not the same thing as a sound bite. It's

the over all theme you are trying to communicate.

! What are good images to convey this message?

! Who are good spokespeople to convey this message?

! Create two sound bites that convey your message and addressthe messages brought by the opposition. Remember you are not

debating, you are delivering a message.


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TIPS for EARNED MEDIA page 1

! Building A Media Listo Step 1: we covered in the last section: picking a list of targeted

media outletso Step 2: Identify The Contact : Once you have picked out a list of

targeted media outlets you now have to identify who theappropriate contact person is. Most media outlets will have ageneral email address or phone number for you to contact witha new story idea. You should definitely add these to your listbut remember that everyone is making contact through thesegeneral addresses. Your message will be caught up with all theother stories and mountains of spam that the media outlet isreceiving on an hourly basis. There is a chance that yourmessage will be given some attention, however, so add these

general addresses to your list but do not bet on themdelivering.

" TIP: The best bet to get featured in the media is tocontact the reporter / writer / editor who deals specificallywith what your press release talks about. Reading yourlocal newspaper can help identify reporters who writestories about your issue

o Step 3: Create a Database" Set up a database in Excel or a shared Google Doc. Key

fields that you want to include are name, the publication /station, contact email and phone number, what type ofstories they cover, and how warm they are towards you(have they published you before?). Make sure to keepyour list up to date as you hear back from reporters andadd new ones to the list.

! Cultivate Reporter Relationshipso In his book, Making the News: A Guide for Nonprofits &

Activists, Jason Salzman quotes a reporter from a major daily:"A lot of what gets covered depends on personal relationships atthe paper." The key to cultivating strong relationships withindividual reporters is understanding that news is a two-waystreet. You have to be a resource for reporters & think like areporter. Develop a reputation as someone who has accurate

information, meets deadlines, and is always good for a cleverquote or much- needed fact.

o BONUS POINTS!! If you really want to start a greatrelationship...


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TIPS for EARNED MEDIA page 2

" Take a reporter to coffee/a meal" Contact a reporter who writes about your issue & comment

positively about a recent article"

Tour a newsroom or make other personal contacts" Go to City Hall, or other places media are already gathering" Capture essential information about reporters from ther

staff/colleagues

! Tips for Pitching Your Storyo Make it local. A local angle on a national news story is news to

media in our own community. Play up the stakes. Media lovestories with protagonists. The battle between the two sidescreates drama and emotion, elevating a, perhaps, ho-hum issueto an appealing story. Be part of the solution. The media hear alot about the negative impact of the issues we seek to address.

If we can position our cause as a rare "good news" story, it willbe an attention getter. If your organization has come up with asolution, let it be known. Provide pictures. Newspapers andmagazines love photos, and television reporters have to bring invisuals to get a story on the air. Let the media outlet know thatphoto opportunities are available.

o Hints for Making Pitch Calls" REMEMBER: The purpose of a pitch call is to have the

media come and cover your event. You accomplish this bymaking it clear that your event is of interest to theiraudience, and by making a follow- up phone call.

" Have the same person who sends the press release dothe pitch calling.

" Make calls before lunchtime. Reporters on deadline after3 p.m. will not be very willing to talk to you. Determinethe deadline for each media source that you arecontacting.

" If you do not have a contact name, call the assignmenteditor.

" Ask what the reporter needs to make a story out of yourevent. Perhaps something visual (photo/videoopportunity) would increase the chance of your eventbeing covered.

" Thank the person with whom you speak. Such courtesy isnoticed.

! Follow-up: The Key to Success!o There are three times to follow-up with the media:

1. After you send the press release/media advisory2. The day of your event3. After your event


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Making Your Own Media

It is getting easier and easier to document your actions and spread theword yourself.

Video

Its really useful to have video footage of your actions, even if theimage quality isnt the greatest. Get interviews with good, concise

sound bites from participants and edit together your own mini-documentary if possible. Upload your video footage to YouTube and

any other free video hosting sites to share your work.

Photos

Still images are also great to have, so have at least one designated

photographer if possible. Upload whatever youre comfortable sharing

to a free image hosting service like Photobucket or Flickr.

Note: Be sure to utilize tags with photos, video, and any other

materials you post online that allow them. Tags are keywords that youassign to your material that help other people find it. Use as many

tags as are allowed, and be as broad as possiblelikely keywords youllwant to use are your city, state, location of action, words associated

with your campaign, as well as any thing particular to your action(were puppets used? tag it puppets.)

Indymedia

If theres an indymedia center in your area, you can post your ownstories to their newswire announcements before the fact, your own

reports (with photos) after. You also might want to let them know

about your action and see if theyll send someone to cover it.


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Creating Media Opportunities: Op- Eds & LTEsPage 1

Opinion-Editorials (Op-Eds) and Letters to the Editors (LTEs) can be

effective tools to generate growing coverage in your issue withouthaving to hold an event!

Tips for Op-Eds:! Make it Timely: Op-eds should relate to a current event and

have a definite point of view, but they should not be reactions toa published article (use LTEs for that purpose).

! Research Guidelines: Most papers have a length limit on op- eds.It is usually around 700 words, but be sure to find out before

you begin writing.! Focus on One Idea: Concentrate on one theme or issue and

organize your thoughts in a clear and logical order. Present theissue in the first paragraph and offer suggestions in the second

or third paragraphs. Limit your paragraphs to two or threesentences, avoid technical terms and insider jargon, and back up

assertions with facts.! Get a Signatory: Most papers prefer printing op-eds written by a

local authority or community leader. Having your organizationsoffice holder or coalition member with expertise on the topic sign

your op-ed will make it more likely to be chosen.! Follow-up: If you do not hear anything from the paper within a

few days of submitting your op-ed, call to make sure it was

received.

LTEs: Your Secret Media Weapon! Writing letters to the editor of your local paper is a great way to

energize coalition members, promote your visibility in thecommunity, and spread the word about important issues.

! Letters to the editor (LTEs) can be used to correct and clarifyfacts in a previous news story, oppose or support the actions of

an elected official or agency, direct attention to a problem, spurnews editors to cover an issue that is being overlooked, or urge

readers to support your cause. LTEs are especially effective inlocal, community papers. You can send letters by fax, e-mail, or

through the mail.! Tips for Effective LTEs:

o Find a local angle: Readers are more interested in an issue

when they see how it affects their lives and communities.Show how your issue will affect this particular readership.


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Creating Media Opportunities: Op- Eds & LTEsPage 2

o

Assume nothing: Do not assume that your readers areinformed on your topic. Give a concise but informativebackground before plunging into the main issue. Refer to

any newspaper article or editorial to which you areresponding by date and title. Also include any relevant

credentials that prove you are informed about your topic.

o Be Brief: State your position as succinctly as possible

without eliminating necessary detail. Most papers limitLTEs to around 250 words.

o Avoid form letters: Do not send the same letter to twocompeting papers in the same circulation area, or many

copies of an identical letter to a single paper.


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Other Media Resources

Broad Strokes Resources

! Media Strategy overview (ie. why do it, helpful hints)(http://codepinkalert.org/article.php?id=3115) (CODEPINK)

! Menu of resources

(http://www.spinproject.org/article.php?list=type&type=9) (SpinProject)

Practical Media Resources

! Tips on getting TV/Radio/Newspaper coverage(http://codepinkalert.org/article.php?id=787) (CODEPINK)

!

Tips on writing Press Releases and Advisories(http://www.spinproject.org/downloads/PressReleases.pdf) (Spin

Project)! A tool for finding local media sources (TV, Radio, Newspapers,

Magazines, some online)

(http://capwiz.com/pdamerica/dbq/media/) (ProgressiveDemocrats of America)

! Helpful tips for spokespeople(http://codepinkalert.org/article.php?id=3116) (CODEPINK)


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Principles of Good Facilitation

1. Prepare beforehand

o Materials readyo Room set-up

o Know agendao Understand goals of the meeting and the organization

2. Set groundrules/norms

o Keeps the group focused on task and process.o Remains as objective as possible

o Is an informed guide helping the group to chart its courseand accomplish its goals;

o Post on the wallo Post butcher paper pg on wall for non-agenda items (parking

lot) so they don't get lost

3. Share and delegate roles

o A facilitator is neither a content expert nor a lecturer- thefacilitator should be a flexible resource to be utilized by the

group.o A facilitator helps participants in the discussion to interact

with each other, gain new information, and build upon theirexperience.

o Share responsibilities: delegate a note-taker, time keeper,etc.

o Listens more than talkso Encourages everyone to participate while remembering that

individuals participate in different ways. Some may talk onlyin small groups, but they are still participating. Others may

wish to talk constantly and may be contributing little.

4. Stick to the agenda

o The facilitator guides a process which will help participants toreach their stated goals and objectives within the time

allotted.o Recaps, occasionally, what has happened in the discussion

and helps group to make connections between issues.o Is sensitive to the societal dynamics that play out within the

room regarding class, gender, race, sexuality, and any othersocialization

o Refers to the agenda to bring folks on task or reign them ino Ask if anything else that needs to be on the agenda


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Facilitation: Tips/Things to keep in mind

o Be alert to signs of confusion (puzzled or frustrated

looks, people asking neighbors questions, resistance, etc.)--read non-verbal behavior

o Review pieces of information or issues which are

causing confusion if several individuals are havingdifficulty.

o When you ask a question, allow group members timeto think before answering. You might slowly count to

10. This may seem like a long time and silence may feeluncomfortable, but allowing participants time to think is

essential if you want thoughtful answers; it will also givethose who dont always immediately raise their hands time

to do so.o Be intentional about setting an initial mood or climate

of the group.

o The facilitator accepts both the intellectual content and theemotionalized attitudes within the group and tries to

balance emphasis on these aspects.

o The facilitator may share opinions with the group, once the

acceptable climate has been established, but must do so inways which do not demand nor impose but represent

simply a personal sharing which group members may take

or leave. The facilitator has been empowered to facilitatethe discussion, however, so it is best to refrain fromtaking up too much space in the discussion.

o Throughout the group experience, the facilitator remainsalert to expressions that indicate deep or strong feelings.

o The facilitator should recognize and accept personal

limitations- if you arent sure what to do next, ask thegroup


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Facilitation:Techniques for structuring discussions:

!

Taking stack:

" Establish that everyone should raise their hands if

they want to speak and keep a list of these people inthe order that they indicated their desire to speak.

Nod to people to let them know that you have themon stack and that they should put their hands down.

" Progressive stack" When taking stack, prioritize those who have not

spoken as much and move them forward in thestack. Establish this at the beginning of the

discussion so that people are clear on what is goingon.

" Write down the names on the stack.

! Changing format for different kinds of communicators -People do not engage within group conversations the same way-there are those who will not speak up and those who will

dominate the conversation-

o Pair-and-shares or Small group break outs"

Some people like to share in smaller groups. a smallgroup break out or pair and share is a great way toget more voices in the mix.

o Go-around:

! A cycle around the room during which eachperson gets to address a specific question or

issue and share their thoughts/feelings on itwithin a set amount of time (i.e. 2 minutes).

! a go-around is a good way to create a little

space within the discussion during which

everyone can share. You can do a non-circular go-around- this means that everyonein the room speaks once, but not necessarily in

a pre-determined order. This way, people canspeak when something has stimulated them.


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Handling Challenging Dynamics:

Challenge #1: Domination by a Highly Verbal Member

Ineffective Response Effective Response

Controlling the Person.Inexperienced facilitators often tryto control this person.

Excuse me, John, do you mind if I

let someone else take a turn?

Excuse me, Peg, youre taking upa lot of the groups time

Focus your efforts on thepassive majority. Encouragethese participants to participate

more.

Trying to change the dominantperson merely gives that person all

the attention.

Change the ParticipationFormat. Try a go-round or break

up into small groups to encourageothers to participate.

Challenge #2: Goofing Around in the Midst of a Discussion


Engage in a Power Struggle. It

is tempting to try to organizepeople by getting into a power

struggle with them.

Okay, everybody, lets re-focus.

Aim for a break as soon as

possible.People have become undisciplined

when overloaded or tired. After abreather, they will be much better

able to focus.

Challenge #3: Low Participation by the Entire Group


Assume that Silence Means

Consent. Low participation cancreate the impression that there isgroup consensus or a lack of

disagreement. This leads to one ofthe worst errors of a facilitator can

Change the Participation

Format Immediately. If thegroup is in a large-group opendiscussion, switch to a different

format that demands individualparticipation. Often small-groups,


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make: assuming that silence

means consent and do nothing.

individual writing, or a structured

go-round is a perfect remedy. Thefacilitator can also test for

agreement by using listening skillslike encouraging, balancing or

drawing people out.

Challenge #4: Two People Locking Horns


Focus Solely on Individuals andTry to Resolve the Conflict. A

lot of time can be wasted trying toresolve a conflict between two

people who do not intend to reach

agreement. People often use oneanother as sparring partners, in

order to clarify their own ideas.

Reach out the other membersof the group. Encourage others

to participate by asking:

Who else has an opinion on this

issue?

Lets step back for a minute andsee if there are any other issues

that also need to be discussed.

Remember: do not focus yourattention on the dominantminority or focus on thepassive minority.

Challenge #5: One or Two Silent Members in a Groupwhose other Members Participate Actively


Call on the Individual toParticipate. This may work when

a shy member has non-verbally

indicated a wish to speak.However, all to often, the quietperson feels put on the spot and

withdraws further.

Sam, you havent talked muchtoday. Is there anything youd like

to add?

Break into Small Groups. Smallgroups allow shy members to

speak up without having to

compete for air time.

Use Facilitative Listening

Skills. Pose questions that willencourage participation fromeveryone.

Id like to get opinions from those


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you havent talked for a while.

Challenge #6: Minimal participation - people do not seeminvested in the topic.


Ignore the Problem. Act as

through silence signifies agreementwith what is being said.

Ignore them and be thankful they

are not making trouble.

Address the Challenge Directly.

Look for an opportunity to have adiscussion on Whats important to

me about this topic. Have peoplebreak into small groups to discuss.

This gives everyone time toexplore his or her own stake in the

outcome.

Challenge #7: Whispering and side jokes.


Ignoring the Behavior.Facilitators commonly ignore thisbehavior in the hope that it will go

away. Sometimes it does but alltoo often, it will just get worse.

With warmth and humor, makean appeal for decorum.

As you know, those who donthear the joke often wonder if

someone is laughing at them.

If the problem persists, assume

there is a reason. Has the topicbecome boring or stale? Do people

need a break? Maybe everyoneneeds time for small group

discussions.

Challenge #8: Poor follow-through on assignments.


Given an ineffective pep talk.

Ignore it. We didnt really need

Break into Teams. Have peopledo assignments in teams.


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that information anyway.

Delegate Future

Responsibilities to Peoplewhom Follow-Through. Put

most of the responsibility on one ortwo people.

Check-in to Ensure that

Instructions are Clear. Ask thegroup if the expected outcomes

were clear. Build in a report-backprocess at a midpoint before the

assignment is due. This givesanyone having trouble a chance toget help.

Challenge #9: Failure to start and end on time.


Wait to Start. Wait for the arrivalof all the people who count. This

obviously means starting late, but

what else can you do?

When it is time to end, goovertime without asking. If

anyone has to leave, they shouldtiptoe out.

Start when you you are goingto start. Waiting encourages

lateness.

If you must go into overtime,

call a break so people canphone home.

If going overtime is recurrent,

improve your agenda planning.

Challenge #10: Quibbling about trivial matters.


Lecture the group aboutwasting time and spinning

wheels.

Abdicate responsibility. Space

out, doodle, and think to yourself,Its their fault were not gettinganything done.

Directly address the issue.Have the group step back from the

content of the issue and talk aboutthe process. Ask the group, What

is really going on here?

Challenge #11: Someone becomes loud and repetitive.



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Ignore the problem.

Abrasively confront the person

during a break.

Summarize and validate the

participants comments. Peoplerepeat themselves because they do

not feel heard. Summarize thepersons point of view until he/she

feels understood.

Talk with the person at abreak. During a break, pull the

person aside and use yourfacilitative listening skills to

address the participants behavior.

Challenge #12: Someone discovers a completely newproblem that no one has previously noted.


Dispute the validity of theproblem. Try to come up with

reasons why the group would notneed to focus on the issue.

Pretend not to hear thepersons comment.

Wake up and address theproblem. This may be what you

have been waiting for. This couldbe a doorway into a new way of

thinking about the whole situation.


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Sunday March 21st:The Story of Now, Planning, Catapult

8:30am. Breakfast Shallenberger

9:30am. Open & Review Shallenberger Hall

10am.The Now: Campaign for 2010and Field Planning

Shallenberger Hall(Break outs Possible in

Gym)

12pm. Lunch Shallenberger Hall12:40.pm. Energizer Shallenberger Hall

12:45pm.Going Local: Base-Buildingand Council-Building

Shallenberger Hall(Break outs Possible in

Gym)

3pm-4pm.Evaluation & ClosingCeremony Shallenberger Hall


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The Elements of a Story of Now

" The strategy your plan to achieve your goal.

" A strategic hopeful choice that each person in your audiencecan make

" A specific ask for each person that involves a commitment of

time, resources before they leave.

" A description of what collectively can be achieved.

Storytelling is a dynamic, non-linear process.

Each time you tell your story you will adapt it to make yourselfclearer, to adjust to a different audience, to locate yourself in a

different context. As you develop a story of us, you may find you wantto alter your story of self, especially as you begin to see the

relationship between the two more clearly. Similarly, as you develop astory of now, you may find it affects what went before. And, as you go

back to reconsider what went before, you may find it alters your storyof now.

Storytelling takes practice.

Our goal this weekend is not to leave with a final script of your public

narrative that you will use over and over again during your campaign.The goal is to help you learn a process by which you can generate yournarrative over and over and over again, when, where, and how you

need to in order to motivate yourself and others to specific, strategicaction.


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GOAL! Develop a story of NOW

NOTE: Its more than an ask. Its a choice about whether someones

going to stay on the sidelines or dive into the campaign. Its anopportunity for them to join WITH you, not just work FOR you.

AGENDA

40min

Groups of 4

1. (3min) Decide on a facilitator and time keeper

2. (10min) Personal writing: Develop: (10min)! What is our Challenge right now?

! What is our Choice right now?: "will you join me"

o NOTE: Its more than an ask. Its a choice about whether

someones going to stay on the sidelines or dive into the

campaign. Its an opportunity for them to join WITH you,

not just work FOR you.

! What will the Outcome be if we make that choice?

! What stories can you tell for each part? What vivid details can

you use?

3. (25min) Practice / Feedback

! Each person

o 2min practiceo 3min feedback:

" What details / emotions stand out?

" What could be developed further?

" What was the challenge, choice, outcome?

" What was the theme that threaded the story

together?


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Use these questions to help you to put together your story of now.

You should draw on the work your team has been doing in the earlierstrategy sessions to fill in the answers to the questions below.

Why is it urgent to work for progressive change right now? Whatmakes it urgent? Who are you serving in your community and theworld by being involved?

What is your strategy to address the current problems at hand? Howwill you know that you are part of a solution? What will the outcomelook like if you are successful?

What is the single most important first step(s) can people take to joinyou in this strategy? What form will their commitment take? Is itclear what they should do? Is it clear when they should do it?


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DO

* What was the theme that threaded the story together?

DONT

Offer vague abstract "feel good" comments, unless youve

established the context.What does the story teller learn from you did a great job, as

opposed to, the way you described your moment of choice made

me feel very hopeful because. . . .

Make value judgments about the story tellers voice or thevalidity of the point they want to make. The key here is that a

person find ways to express themselves in their own voice wordchoice, humor, metaphor, etc. Of course they need to know ifchoices theyve made communicate what they want to communicate.

* What details / emotions stand out? (Be specific)* What could be developed further?* What was the challenge, choice, outcome?


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Coaching Your Team's Public Narrative

As you hear each other's stories, keeping track of the details ofeach persons story will help you to provide feedback and

remember details about people on your team later. Use the gridbelow to track your team's stories.

Name Challenge Choice Outcome Notes


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Record Feedback/Comments from Your Team Members Here:


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MoveOn GlossaryGeneral Member- all MoveOn members who receive MoveOn emails andparticipate in MoveOn's online actions. (cut the rest of the line-- not necessary)

Council- MoveOn Councils are local teams or organizations of committedmembers who organize MoveOn campaigns in their communities.

Council Member- local MoveOn members who participate in council events.

Council Core Member- Members of the core group of the Council who organizetogether to grow the Council and run the campaigns.

Council Coordinator (CC)- the main local organizer for the Council. TheCouncil Coordinator has three main responsibilities: Council development,recruitment, and event organizing. The number one CC responsibility is council

development, which has two main components: building community anddeveloping leaders.

Recruitment Coordinator- The core member who is responsible for makingsure that s/he and her/his council are actively recruiting new members. TheRecruitment Coordinator should build and coordinate a team of core group

members focused on recruitment.

Media Coordinator- The core member who is responsible for making sure that

s/he and her/his council are actively building and maintaining a media list,developing relationships with media representatives, pursuing media coverage,prepping spokespeople and tracking media hits. The Media Coordinator should

build and coordinate a team of core group members focused on media work.

Regional Coordinator- The Regional Coordinator is the member leader whohelps build and strengthen all the Councils in the region, and develops othermembers as local organizers. The main focus is to support Council Coordinatorsin their local organizing.

Lead Regional Coordinator- The Lead Regional Coordinator role is the leadorganizer role for a team of RCs, to train, develop, and strengthen their RCteam. The LRC will work with the Field Organizer to support the RC team'sprogress as organizers. The Lead Regional Coordinator is an advisory role toboth other RCs as well as the Field Organizer, and gives overall input aboutwhere the team is going.

BOB- MoveOn's online event tool. This is where we keep track of all theinformation about the hundreds or thousands of events at any given moment.This tool allows MoveOn to distribute event materials to local organizers and totarget recruitment emails.

Council Pages- Moveon's online tool through which each council has a place to

keep track of their events and organizing tools, as well as to manage memberlists and communicate with each other.


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Evaluation Form * Friday, March 19th

Name, Council Name, Council Role: _____________________________

Overall, how would you rate the effectiveness of today's Training?1 2 3 4 5 6 7 8 9 10

Please explain why you gave this rating. Give us as much detail as possible.

What are the highlights from todays training?

What are three ways that today's trainings could have been improved?

Training Session: Welcome/IntroRate from 1-10:

Comments:

Training Session: What is Organizing

Rate from 1-10:Comments:

Training Session: Organizing and Leadership in MoveOn

Rate from 1-10:

Comments:

Training Session: Debriefing 2009/Visioning 2010



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Evaluation Form * Saturday, March 20th

Name, Council Name, Council Role: ____________________________

Overall, how would you rate the effectiveness of today's Training?1 2 3 4 5 6 7 8 9 10

Please explain why you gave this rating. Give us as much detail as possible.

What are the highlights from todays training?

What are three ways that today's trainings could have been improved?

Training Session:Intro to Base BuildingRate from 1-10:Comments:

Training Session:Leadership Development Tracks (one-to-ones, etc)Rate from 1-10:Comments:

Training Session:Skills Concentrations: base-building, media, tech, facilitation



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Final Evaluation Form * Sunday, March 21st

Name, Council Name, Council Role: _________________________

Overall, how would you rate the effectiveness of ALL threeDAYS of the National Leadership Training?

1 2 3 4 5 6 7 8 9 10

Please explain why you gave this rating. Give us as much detail as

possible.

What are the highlights from ALL three DAYS of the NationalLeadership Training?

What are three ways that the National Leadership Training could have

been improved?

Sunday's Training Session:

Story of Now and Field PlanningRate from 1-10:

Comments:

Training Session:Going Local: Base building & Council building

Rate from 1-10:

Comments:

PLEASE TURN OVER


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LOGISTICS: Please rate the over all logistics:

1 2 3 4 5 6 7 8 9 10

Comments:

SKILLS-BUILDING:

What were your key lessons learned?

Were the instructions, materials and agenda clear? How can we

improve them for future trainings?

What skills do you still need to improve upon?

Next Steps

Do you feel comfortable using the skills we worked on?

What is your next step for putting these skills into practice?

Are there additional trainings you would like to participate in?


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