Social Movements
The Spirit of Creation moving through
common grace in the secular structures
of society to bring about paradigmatic
changes. Viv Grigg
Wannabe social activist
Nov 2014
Patchworks of Dissonance
Passionate
Dissonance
Lazy
Dissonance
Underlying
Malaise
We need
to do
something
From Dissonance to Flashpoint
The Tipping Points (Read Spirit of Christ chapter on
Grief/Anger)
D
F
GRRA
CA
• Underlying dissonance and malaise
• Flashpoint: Public ACTION by the oppressors that
focuses the Dissonance
• Godly Rage and Righteous Anger
• Channelling the Anger to Concerted Action
Building Quiet Rage, Building
Momentum
Issue 3
Issue 2
Issue 1
Movement
Response 1
Cadre Forms
Cadre leads
response
Cadre has
respect to move
to larger issues.
Three Movement Leadership Roles
Eric Hoffer, the True Believer
Man of Words
The Fanatic
The
Institutionalizer
• The Philosopher (Rizal, Marx,
Martin Luther, Martin Luther King)
• The Organizer
• The Administrator
1. The role of the thinker, the man of
words, the writer, the passionate
journalist (Charismatic Leadership)
Writer, renaissance man, Rizal, Mangalwadi
• An important person,
achievement or event
that catalyzes one into
passionate
communication
• A paradigm shift for its
time
• Understand the issues
of the times
Principle: Information Flow
The Break: “Here is Your Centre of Communication”
Into A Place of Influence
• A scholarship, then became a University Professor (Wangaari
Mathai)
• A place of communication
• A place of conversation
• A place of dissemination
• A paradigmatic breakthrough in 30’s
• and a second in 50’s/60’s
• Information Flow from a Base: Publish, publish much
• (Luther video)
2. The Role of the Fanatic
Get the army working
Not the Philosopher
• Doesn’t think of the philosophic nuances
• Simply thinks of how to make it work
• Not loyal to the man of words, and his/her strategy - only the
bigger vision
• Does not write
Structurer of Momentum (administrator but not of institutions)
• Creates patterns of work for the common (wo)man –
everyone knows what to do
• Creates progressions of leadership/statuses
The Movement Tipping Point
Usually an
external
opposition, that
brings public
consensus
around the
movement goals
National Movement
The Tipping Point,
Tragedy, Opposition
Early Leadership
3. The Role of the Institutionalizer
After the movement has acceptance
Institutionalizes the new paradigm into the structures of society.
The Personal Turning Point
Events in the mid-40’s
National Movement
The Turning Point, Event,
Global Conference, Tragedy
Early Leadership
From the Outside to the Inside
Movements start on the edges, and move to the center (one of
Pierson’s 8 movement theories in his History of Missions)
Engaging the pain of the periphery
Evolve a clear vision for a life to heal that pain
Symbolic acts (Gideon) (lead by Lord?)
Imprisonment
Forced into
conflict with
authorities
Information flow (Pierson)
Build your army
Work plan for
common
people (Assissi)
Why do the
Marxist’s sell
newspapers on
street corner?
From the Outside to the Inside
Movements start on the edges, and move to the center (one of
Pierson’s 8 movement theories in his History of Missions)
Keep your balance, your health, your marriage
Find your allies/ movements
Access those next to the King (Tongan
sacred turtle)
Movement Leader Timeline
• in family
• The season of
opposition
• The season of
Tragedy
The
season of
character
formation
The
season of
study
The main
season
The season
of
experimenta
l leadership
• deep level
reflection in
context of
global
dialogue
• (the first
Paradigm)
Character & Competency
Networking
Alliance-building
Opposition winning
High Production of Writing
Multiplying ideas
Confrontational when Need be
Being a hero (How do you handle it?)
Handling Suffering (Ma Teresa)
Respectful and submissive (Ma Teresa)
Character & Competency
8 Principles from Wangari’s Maathai
PRINCIPLE
BOOK QUOTE
MAATHAI’S ACTIONS
Local Ownership
“I learned that if you do not have local people
who are committed to the process and willing to
work with their communities, the projects will not
survive” (p. 132)
Bridging the Gap
“The Green Belt Movement had provided a
laboratory of sorts to experiment with a holistic
approach to development that dealt with
problems on the ground but also examined and
addressed their individual and systematic
causes.” (p. 255)
 Addressed urgent needs of poor
communities as well as systematic injustices
against the poor
 Knew how to ‘speak the language’
of the poor and the powerful
 Utilized networks to access powers
Commitment to
Nonviolence
“We began to organize the victims of the
violence. We held seminars, usually in local
churches, where we would appeal to people not
to engage in retaliatory attacks.” (p. 238)
 Believed change was possible without
violent retaliation
 Remained non-violent, even when beaten
and jailed
 Held public, non-violent events (i.e. candle
light vigil)
Cultural Sensitivity
“Aspects of people’s lives such as culture are
very important: You may think you are doing the
right thing, but in the local context, you are
completely off track.” (p. 133)
 Learned and listened before action
 Utilized local leaders
 Adapted to cultural traditions and
indigenous feedback
 Learned from mistakes and initial failures
 Required local investment and
leadership
Wangari’s Maathai (contd)
Willingness to
Risk
Motivated by
Opposition
Evaluation
Train the Trainer
“The fear of political violence or death,
whether through direct assassinations or
targeted ‘accidents’ is constant.” (p 206)
“We risk our relationships with friends
and family. They may not like the
direction we have taken.” (p. 139)
“When pressure is applied to me unfairly, I
tend to dig my heels and stand my ground –
precisely the opposite of what those applying
the pressure hope or expect.” (p. 158)
Followed laws and rules as
much as possible, but
realized that injury and
death were a possibility
when challenging powers

Accepted that others may
not understand her
calling
•Utilized time in jail to refocus
and strategize
•Remained perseverant and
persistent through all
challenges
“As we went along, we constantly examined •Created a 10-step process for
what we were doing, looking to change what
her programs that allowed for
didn’t work as well as it could and refine what
regular evaluation and a
did and make it even more effective.” (p. 136)
method by which to detect
corruption
“After the women had planted seedlings on •Trained poor village women to
their own farms, I suggested that they go to
train other poor village
surrounding areas and convince others to
women to
plant trees... In this way, step by step, the
improve livelihood and
process replicated itself several thousand
the community
times.” (p. 137)
•Result - multiplying groups
Dobson on Social Movements
According to Dobson there are 3 factors critical to social
movements:
Political Opportunity,
Organization Capacity,
Framing Ability
Let’s look at some principles to establish a social movement
Dobson on Social Movements
1. An educated leader or spokesperson for
the movement. Someone who can unite 7. the people need to be available
people (Dobson points out that most
(Dobson)
leaders MLK Jr, Ghandi, etc. have been
well educated)
8. Often a sudden imposed grievance
(Dobson). This could be a nuclear
2. Access to money. Support from people accident, serious government misconduct,
with money? (Funds will be necessary to or violence against dissenters.
support the social movement)
9. Focused on obtaining one goal
3.Proximity (Dobson points out that the (Dobson) _Civil Rights, Women’s Rights,
Civil Rights Movement followed mass
_maybe this is why the Occupy movement
migration of blacks from dispersed rural has not been successful they have too
settlement to concentrated urban centers many goals they want to accomplish. They
in the US south)
need to take these one at a time.
4.Presence of previous community
organizing and grassroots movements
5. Solidarity (Dobson)
6. Optimism (Dobson)
10. Access to media (helps raise
awareness and support)
(Summary by Lindsey)
Funding the Movement
• From your readings, at what points did funding make a
difference?
• Or were they only movements because the leaders knew how
to access funds?
• Did it matter where the funds came from, indigenous or from
the oppressors?
• How did they work out how to fund the multiplication among
the masses?
• To what were the funds largely directed?
Lessons from Biographies
Ryan Hernandez
Writing and writing often – This is extremely valuable in shaping the ideology of followers and “waking” up target
groups (Davey)
Support from spouse/partner/number 2 – When Kagawa was imprisoned his wife assumed his duties as
movement leader (Davey)
Influence through speaking out – May not have to be the best public speaker but openly speaking with conviction
on the movement's principles. (Davey)
Risk looking foolish and/or condemnation – Kagawa was not able to get everybody to understand his reasoning
for freedom from oppressive government as it was a new idea for people that had accepted their fate (Davey)
Maintaining control through exemplary lifestyle – Kagawa saw that non-violence was best for protest but when
followers started using violence he had to step up and not only speak out against retaliation but practice it as well
(Davey)
“Kindle in small groups” - a movement gains momentum by starting with a few members that understand and are
willing to promote the cause. Influence small and get help in movement promotion. (Dobson)
“Solidarity instead of free-riding” - Exemplifying and demanding/expecting solidarity for a movement's cause is
crucial for active participation. Fail to do this and free-riding becomes the norm, which can stalemate a cause as
people are likely to flee should the movement face trials. (Dobson)
Sacrifice – A movement depends on the sacrifice or other whether it be possessions, time or life. A leader in a
social movement may find themselves as beneficiaries of the sacrifice of others, like Mandela or sacrificing
something for the sake of the movement themselves. (Mandela)
Don't expect it to be easy – Social movements come at a great cost. There is always opposition and sometimes
that opposition is stronger than the social movement but it pays to be unwavering through the tumultuous times.
(Mandela)
Lessons from Biographies
GreciaReyes
Dobson
Solidarity
Optimistic expectations-Movements need enthusiastic leaders that can inspire others and think positive. This includes believing in the purpose of the movement and expecting that it will be successful and
people will be driven to act and mobilize.
Capable leaders—social movement leaders must be individuals with integrity, commitment, inspirational, passionate, and with good charisma.
A co-optable communications network—this speeds ad spreads the movement
Availability—providing time that allows multiple people groups to participate is essential.
Mandela
Commitment and responsibility—Mandela had a commitment to bring liberation. He believed that every individual had the right to live with dignity and freedom. According to Mandela, “every man has an
obligation to his people, community, and country” (p. 749). He describes that in every movement, the road towards freedom or change is long. Along the way, there will be mistakes, exhaustion, and
greater battles to fight.
.Gandhi
Non Violence-The principle of Satyagraha or non violence resistance was Gandhi’s primary method during his movements in South Africa and India. He believed that violence would never end the struggle.
Through non-violence, he organized marches and strikes but never resisted to public arrest. He urged his followers to hold back against violent actions.
Servitude- India was his service—his community, roots, and where he felt a deep connection to. Injustice agitated him and so he became absorbed in serving the poor, the sick, and the lepers. Gandhi
describes the principle of servitude as follow:
•
"Service can have no meaning unless one takes pleasure in it. When it is done for show or for fear of public pleasure in it, it stunts the man and crushes his spirit. Service which is rendered without
joy helps neither the servant nor the served. But all other pleasure s and possessions pale into nothingness before service which is rendered in a spirit of joy (p. 175)."
Erickson
Trustworthiness. Face to face interaction with community members establishes trust and builds a better network for social movement. This includes creating common meeting places, making it easier for
groups to have open discussions, share ideas, and mobilize.
Access to media/internet—this could spread information faster and recruit people.
Background Readings
Agoncillo, Teodoro A. (2002). The revolt of the masses: the story
of Bonifacio and the Katipunan. Quezon City. The University of
the Philippines press.
Grigg, Viv 2010. Rage. The Spirit of Christ and Postmodern City.
Emeth Press.
Kolodiejchuk, Brian. (2007). Mother Teresa, Come be my light:
The private writings of the “Saint of Calcutta.” Doubleday
Publishing: New York.
Maathai, W. (2008). Unbowed: a memoir. London: Arrow.