Chapter Building and Action Strategies
Starting Campus Coalitions
Why Coalitions on Campus? Practical Tips for Coalition Building An Organizing Scenario
I. Why Coalitions on Campus?
Since the emergence of the new social movements in the middle of the 20th century coalitions have become a critical form of organization. Coalitions are successful because they accomplish many complex functions.
1. Coalitions amplify political power
Coalitions amplify political power because they can mediate conflicts of interest among various constituencies. Coalitions can articulate a single voice on issues involving the whole community while preserving the distinctive qualities of the various member groups and constituencies. Coalitions give us the possibility of unity without uniformity. The power of coalitions flows from the age-old political logic tat rulers must divide to conquer and that we must unite and coordinate our fragmented and scattered forces to win.
2. Coalitions are learning and teaching opportunities
Coalition activity provides one of the best settings for real learning because it exposes activists to ideas, tactics, strategies, cultures and styles from other communities. By speaking in the name of community standards and high ideals, coalitions garner public notice and media attention and overcome the limitations of narrow interest group politics.
3. Coalitions promote innovations in organizing
The campus is uniquely positioned to be a crucible for new ways of confronting contingent employments and corporate power. In many regards the campus is the workplace of the future. Coalitions are based on grassroots organizing and move us away from dependency on staff and money. Coalitions are flexible and can be based on an issue such as contingent faculty, a sector of the economy such as education, or on a geographic location such as a metropolitan area or state.
4. Coalitions can help create real community
One vision of what a campus community should be based on is an ideal we call the “community of scholars.” The community of scholars places the teacher-student relationship and the pursuit and transmission of knowledge at the heart of the institution and everything else about that institution is inspired and connected to those people and their mission. Admittedly, that ideal was only an occasional reality in the history of higher education but one eminently worthy of reconsideration. Now that corporatization is threatening to fragment and unbundled teacher-student relationship and replace the pursuit of knowledge with the pursuit of profits as the motivation for campus life, alternative notions of the university have become a practical political need.
II. Practical tips for Coalition building
Keep in mind that coalitions take many different shapes and these are only some rules of thumb for starting out.
1. Have patience. This takes time.
2. In the early planning stages, focus on wide and inclusive representation. Make sure invitations go out to all concerned parties to attend early planning meetings. Completed agendas should not be presented prematurely. Extend the “founding” period. Use terms like we are a “working group” or “committee in formation.” Invite people in by saying, “We want to address the issue of contingent faculty in academe and need your suggestions and ideas to fashion a response.
3. Start small with actions or events you can assure will have a good outcome. Hold educational events. Focus on consciousness raising. Have a public meeting with a brief presentation and an experienced facilitator to involve the participants in agenda setting and decision-making. Be sensitive to proves as much as outcome. It will take time, experience working together, and some initial “victories” to build up trust and the willingness to act in concert.
4. Coalitions have a low level of unity. Do not overburden them with every problem or issue at once. It is hard enough to agree on what the problem is and what to do about it rather than why the problem exists. Focus on areas of common concern and on common action rather than on ideological or political explanations. Coalitions are action oriented not debating societies. At education events individuals can offer critiques of corporatization or whatever, but the coalitions itself must have low barriers to participation. For example a coalition may unite organizations and individuals that want to stop the overuse and abuse of part-time faculty regardless of how different actors account for the situation.
5. Move from your strengths to your weaknesses and from the administration’s weakness to their strengths. Like unions, coalitions use the resources of stronger citizens to help promote the organization of weaker ones because it is everyone’s long term interest to do so. Start acting where you are strong and mover gradually into areas where you are weak. For example, it is typical that the public sector is more highly unionized and can provide resources and lower the risk for private sector activists. Conversely, when plotting strategy and tactics do not rush to a frontal assault on the whole of administrative policy or high ranking individual administrators, but look for opportunities to isolate a particularly obvious weakness in policy to hone in on.
6. Coalitions are fragile—do not try to control them. Overzealous steering committees or forcing through agenda are the kiss of death because people will simply withdraw. Establish accountable and transparent leadership structures. Avoid “consensus” in meetings larger than a handful. Keep meetings short and task oriented. If people want to debate theory or vent anger, have pre- or post-meeting get-togethers for coffee or drinks.
7. Leaders should avoid expediency. Politics is the mobilization of people and ideas not the administration of tasks. The aim of coalitions is movement building and that means developing new leaders and passing on skills. The point is to stimulate and facilitate local organizing, so delegate tasks out to the widest possible range of people, even if it takes longer to get the job done and “efficiency” suffers. Commitment comes from contributions made not from having a few leaders do all the work. Pay attention to the process of organizing and the policy goals will be easier to achieve.
8. Focus on tactics and events that make people feel they are part of a growing movement. Adopt the “Campus Charter” or “Fair Labor Standards Code” or write your own version. Show “Degrees of Shame” and “A Simple Matter of Justice.” Participate in “Campus Equity Week (CEW).” Create pledge cards for people to sign declaring that “I will be there” for solidarity events. Encourage people to get in the loop. Join the adjunct listserve email@example.com and create your own local lists. Visit the websites http://www.cewaction.org/ Coalition of Contingent Academic Labor (COCAL), http://omega.cc.umb.edu/%7Ecocal/ and http://www.cupfa.org/COCALV/ and North American alliance for Fair Employment (NAFFE) http://www.fairjobs.org/
9. Know your audience. When starting out, a coalition’s primary audience is its prospective members and activists not the administration or media. Do not interpret this too narrowly but your first consideration should always be how any literature, event, or action will help to educate and recruit new people to your cause. Be attentive to the non-discursive aspects of organizing. Consider how events will look and feel to attendees or passersby. Just as in collective bargaining it is the solidarity of the union not the wit of the bargaining committee that produces victories. Do not fall into the seduction of becoming a “general staff” without and “army.” Our job is to convene the “army.”
III. An organizing scenario