LeadingChange

IntroductoryLeadershipWorkshop

Powershift2009WorkshopGuide

Friday,February27,2009

MarshallGanz,HarvardKennedySchoolofGovernment
http://www.hks.harvard.edu/about/facultystaffdirectory/marshallganz

SponsoredbytheNewOrganizingInstitutewww.neworganizing.com
MaterialsadaptedforthisworkshopbyLizPallattoandJoyCushman

 LEADINGCHANGE

INTRODUCTORYLEADERSHIPTRAINING

AGENDA&TABLEOFCONTENTS

TIME SESSION VENUE PAGE#

10:00AM REGISTRATION LargeGroup

10:45AM WELCOME LargeGroup p.4

SESSION1:ORGANIZINGANDLEADERSHIP p.7
11:0011:30AM IntroductiontoOrganizingandleadership LargeGroup p.8

SESSION2:STRUCTURINGLEADERSHIP&LEARNINGTEAMS p.12
11:3011:50AM IntroductiontoLeadershipTeams LargeGroup p.13

11:5012:30PM Teamwork:Mission,Norms,Roles SmallLearningTeams p.15

12:3012:45PM Break

SESSION3:INTRODUCTIONTOPUBLICNARRATIVE&STORYOFSELF p.22
12:451:30PM IntroductiontoPublicNarrative&StoryofSelf LargeGroup p.23

1:302:25PM Teamwork:PracticeStoryofSelf SmallLearningTeams p.29

2:252:45PM DebriefStoriesofSelf&LearningTeamPractice LargeGroup

2:453:00PM Break

SESSION4:STORYOFUS p.33
3:003:20PM IntroductiontoStoryofUs LargeGroup p.34

3:204:10PM Teamwork:PracticeStoryofUs SmallLearningTeams p.34

4:104:30PM DebriefStoriesofUs&LearningTeamPractice LargeGroup

SESSION5:STORYOFNOWANDSTRATEGY p.38
4:305:00PM IntroductiontoStoryofNowandStrategy LargeGroup p.39

5:005:50PM Teamwork:PracticeStoryofNow SmallLearningTeams p.43

5:506:10PM DebriefStoriesofNow&LearningTeam LargeGroup

Practice

WRAPUPANDCELEBRATION
6:106:25 KeyLearnings,Evaluation Large&smallgroups

6:256:30 Celebration LargeGroup

WELCOME&OVERVIEW

WORKSHOPOVERVIEW

Goodorganizingrequirestheinvestmentofourhearts(motivation),ourheads(strategy)andourhands
andfeet(action).Theseskillsofmotivation,strategizingandstructuringcollectiveactioncanbetaught
andlearned,andarecriticalleadershipskillsforcampaigndevelopmentandmovementbuilding.

PublicNarrative

Oftenasleaderswefocusexclusivelyonaction,assumingthatagoodideaandconstantactionwill
motivatepeopletojoinus.Butwhathappenswhenwejustfocusonaction?Overtimepeopleget
burntout,andweseemtoloseourpowerjustwhenweneeditmost.Thatsbecauseformostpeople
themotivationtomaketherealcommitmentsandsacrificesnecessarytowinabigcampaigndoesnt
comefromgoodideas,itcomeswhenourvaluesandemotionsmoveusmotivateustoact.Stories
moveustoactbecausetheytapintoourvalues(ratherthanjustissues)andcreateinusemotionsthat
moveusfrominactiontoactionemotionsofhope,anger,urgency,solidarity,asensethatwecan
makeadifference.

PublicNarrativeisaleadershipskilltheskilloftellingstoriesthatmotivateotherpeopletogetupand
joinusinaction.Thistrainingteachestheskillofpublicnarrativeinthreeparts:

StoryofSelf:whoamIandwhyamIcalledtothiswork?

StoryofUs:whoareweasacommunityandwhyisitweinparticularwhohaveresponsibilitytoact?

StoryofNow:whatarewecalledtodonow?Whatchallengesdoweface?Whatsthestoryofour
strategyandwhathopeistherethatouractioncouldmakeadifference?

Strategy

AswewilldiscoverwhenwegettotheStoryofNow,motivationisntenoughtowinanythingifthe
actionitproducesisrandomanduncoordinated.Ourchallengeasorganizersistocreateastrategythat
willfocusmanypeoplesactionsinthesamedirectiontocreatescaleandmomentum.Agoodstrategy
turnschallengesintoopportunities,andturnsmotivationintostrategiccollectiveactionactionthat
willproduceaclear,measurable,andconsequentialoutcome.

Inordertohelpyouwithyourstoryofnowandbasicorganizingskills,thistrainingincludesan
introductiontostrategyskills.Lookingatpastmovementsandcampaigns,includingtheMontgomery
BusBoycott,theFarmworkersmovementandtheObamaCampaign,wewillbegintolookatthe
relationshipbetweengoals,outcomesandtactics,andhowtocreateconcreteactionstepsthatwill
moveyouclosertoyourgoalwhentheseactionstepsaretakencollectivelywithothers.

Structure

Movementsarebuiltbyengagingmany,manypeopleinmeaningfultargetedaction.Butthatcanonly
happenifthereisaveryclearstructurethatkeepspeoplecoordinatedandmovinginthesame
direction.Onestandardbuildingblockofcampaignstructureistheleadershipteam.Leadershipteams
canexistatalllevelsnational,regional,local.Thechallengeisthatitisnteasytocreateteamsthat
workwelltogetherandproduceconcreteoutcomestogether.

Thistrainingwillprovideabasicintroductiontoleadershipteamsincludingtacticsyoucanusetocreate
stable,functioningleadershipteams.Inthistrainingyouwillbeputtogetherintoalearninggroupthat
canbebegintoactasateamtotakeonroles,tobuildrelationships,tosharestoriesandlearn
togetherthebestwaytorefineyourstoriestotrulyengagepeopleinactionthatbringsaboutchange.

Afteryouleavethisworkshop,wehopethatyouwillcontinuetoworkwiththoseyoumeethereasa
learningteam,focusingonusingpublicnarrativetoengageothersandbuildamovementaround
climatechange.

WORKSHOPGOAL

Tohelpbuildthecapacityoftheenvironmentalmovementtowinclimatechangebyequipping
youthleadersinthemovementwithkeyorganizingskillsinpublicnarrative,strategizingand
campaignstructure.

WORKSHOPOUTCOMES

Lead300youngenvironmentalleadersincreatingtheirownpublicnarrativestohelpthem
motivateotherstoaction.

BuildthecapacityofEnergyActionandPowerShiftbystructuringworkshopparticipantsin50
learningteamstoworktogetherduringthetraining,andwhomaycontinuelearningand
trainingothersinorganizingskillstogetherwhentheyreturnhome.

Helpworkshopparticipantsapplytheskillstheylearninthisworkshoptothespecificnextsteps
ofthePowerShift/EnergyActioncampaigntowinclimatechange.




SESSION1:
ORGANIZINGANDLEADERSHIP

BUILDINGACAMPAIGNLEADINGAMOVEMENT
Organizingrequiresthreethings:

1) Leaderswhorecruitanddevelopotherleadersandcoordinatetheminleadershipteams

2) Buildingrelationships,communityandcommitmentaroundthatleadership

3) Buildingpowerfromtheresourcesofthatcommunityandusingthatpowerstrategicallyto
achievecleargoalsandoutcomes

WhatisLeadership?

Leadersarethosewhodotheworkofhelpingotherstoachievepurposeinthefaceofuncertainty

Oneofyourjobsasanenvironmentalorganizeristoidentifyandrecruitvolunteerleaderstoworkwith
youtobuildacampaigntowinclimatechange.Butwhattypeofleadershouldyoube,andwhatare
youlookingforinothers?Sometimeswethinktheleaderisthepersoneveryonegoesto,likethis:

Butwhatdoesitfeelliketobetheleaderinthemiddle?Whatdoesitfeelliketobethearrowthat
cantgetthrough?Whathappensiftheleaderinthemiddledropsout?

Sometimeswegototheotherextremeandthinkwedontneedaleader,becausewecanalllead
whichlookslikethis:

Sometimesthisworks.Butwhosresponsibleforcoordinatingeveryone?Andwhosresponsiblefor
pushingthewholegroupforwardwhenyoucantreachadecision?Whotakesultimateresponsibility
fortheoutcome?

Organizersarethosewhocanultimatelybeheldaccountableformeetingcampaigngoals.However,
organizersarealsoresponsibleforcoordinatingandempoweringotherstotakeleadership,which
requiresdelegatingresponsibility(ratherthantasks)andholdingothersaccountableforcarryingout
thatresponsibility.

Remember,wedontyethaveallthevolunteersandleadersweneedinordertowinclimatechange.A
goodorganizersjobistoreachoutandfindleadersinyourcommunitywhocanhelpyourecruitand
coordinateotherswell.Theseleaderswillbethebackboneofyourlocalcampaignandyoumustbeable
totrustthemtodelegateresponsibilitytootherdedicatedreliablepeople,andtofollowthroughon
commitments.Youmaybetheleaderinthemiddle,orpartofaleadershipteaminthemiddle,guiding
volunteereffortsandbeingheldaccountableforoutcomes,butyouwillbedeeplyreliantonyour
relationshipswithothersforsuccess.

DISORGANIZATION LEADERSHIP ORGANIZATION

Divided BuildRelationships Community

Confused Interpret Understanding

Passive Motivate Participation

Reactive Strategize Initiative

Inaction Mobilize Action

Drift AcceptResponsibility Purpose

KEYORGANIZINGANDLEADERSHIPPRACTICES

SharedValuesNarrative:

Organizingisrootedinsharedvaluesexpressedaspublicnarrative.Storieshelptobringalive
motivationthatisrootedinvalues,highlightingeachpersonsowncalling,ourcallingasapeople,and
theurgentchallengestothatcallingwemustface.Valuesbasedorganizingincontrasttoissuebased
organizinginvitespeopletoescapetheirissuesilosandcometogethersothattheirdiversity
becomesanasset,ratherthananobstacle.Andbecausevaluesareexperiencedemotionally,peoplecan
accessthemoralresourcesthecourage,hope,andsolidaritythatittakestorisklearningnewthings,
exploringnewways.Eachpersonwholearnshowtotelltheirownstory,apracticethatenhancestheir
ownefficacy,createstrustandsolidaritywithintheircampaign,equippingthemtoengageothersfar
moreeffectively.

SharedRelationalCommitment:

Organizingisbasedonrelationshipscreatingmutualcommitmentstoworktogether.Itistheprocessof
associationnotsimplyaggregationthatmakesawholegreaterthanthesumofitsparts.Though
associationwecanlearntorecastourindividualinterestsascommoninterests,anobjectivewecanuse
ourcombinedresourcestoachieve.Andbecausewearemorelikelytoacttoassertthoseinterests,
relationshipbuildinggoesfarbeyonddeliveringamessage,extractingacontribution,orsolicitingavote.
Relationshipsbuiltasaresultofoneononemeetingsandsmallgroupmeetingscreatethefoundation
oflocalcampaignteams,rootedincommitmentspeoplemadetoeachother,notsimplyanidea,task,
orissuerelationshipscreateasourceofnewsocialcapital.

SharedOrganizationalStructure

Ateamleadershipstructureleadstoeffectivelocalorganizingthatintegrateslocalactionwithnational
purpose.Volunteereffortsoftenflounderduetoafailuretodevelopreliable,consistent,andcreative
individuallocalleaders.Structuredleadershipteamsencouragestability,motivation,creativity,and
accountabilityandusevolunteertime,skills,andeffortforeffectively.Theycreatethestructurewithin
whichrealworkcanactuallybeaccomplishedbyenergizedvolunteers.Teamsstrivetoachievethree
criteriaofeffectivenessmeetingthestandardsofthosetheyserve,learninghowtobemoreeffective
atmeetingoutcomesovertimeandenhancingthelearningandgrowthofindividualsontheteam.
Teammembersworktoputinplacefiveconditionsthatwillleadtoeffectivenessrealteam,(bounded,
stableandinterdependent),engagingdirection(clear,consequentialandchallenging),enabling
structure(workthatisinterdependent),cleargroupnorms,andadiverseteamwiththeskillsand
talentsneededtodothework.

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SharedStrategicObjectives

Althoughbasedonbroadvalues,effectiveorganizingcampaignslearntofocusonaclearstrategic
objective,awaytoturnthosevaluesintoaction;e.g.,electBarackObamaPresident;desegregatebuses
inMontgomery,Alabama;establishanuclearfreeze;etc.Nationalcampaignslocateresponsibilityfor
nationalstrategyatthetop(oratthecenter),butareabletochunkoutstrategicobjectivesintime
(deadlines)andspace(localareas)asacampaign,allowingsignificantlocalresponsibilityforfiguringout
howtoachievethoseobjectives.Responsibilityforstrategizinglocalobjectivesempowers,motivates
andinvestslocalteams.Thisdualstructureallowsthemovementasawholetoberelentlesslywell
orientedandthepersonalmotivationofvolunteerstobefullyengaged.

SharedMeasurableAction

Organizingoutcomesmustbeclear,measurable,andspecificifprogressistobeevaluated,
accountabilitypracticed,andstrategyadaptedbasedonexperience.Suchmeasuresincludevolunteers
recruited,moneyraised,peopleatameeting,voterscontacted,pledgecardssigned,lawspassed,etc.
Althoughelectoralcampaignsenjoytheadvantageofveryclearoutcomemeasures,anyeffective
organizingdrivemustcomeupwiththeequivalent.Regularreportingofprogresstogoalcreates
opportunityforfeedback,learning,andadaptation.Trainingisprovidedforallskills(e.g.,holdinghouse
meetings,doorknocking,etc.)tocarryouttheprogram.Newmediamayhelpenablereporting,
feedback,coordination.Transparencyexistsastohowindividuals,groups,andthecampaignasawhole
aredoingonprogresstogoal.

11

SESSION2:
STRUCTURING
LEADERSHIPTEAMS

12

 CampaignStructure:

LeadershipandLearningTeams
Whydoorganizingteamsmatter?

Duringthistrainingyouwillbeworkinginlearningteamstocoachandsupporteachother,toholdeach
otheraccountabletomeetingthegoalssetoutineachsession,andtoplanyournextstepstogetherif
youwanttocontinuelearningandteachingothersorganizingskillsasateam.

Themosteffectiveleadershavealwayscreatedteamstoworkwiththemandtoleadwiththem.Take
forexampleMoses,AaronandMiriaminthestoryofExodus,orJesusandthetwelvedisciplesinthe
NewTestament,orMartinLutherKing,RalphAbernathy,RosaParks,JoAnnRobinsonandEDNixon
duringtheMontgomeryBusBoycott.EvenBarackObamainhiscampaignhadaleadershipteam
workingwithhimhisCampaignManager,DeputyCampaignManager,CommunicationsDirector,
PoliticalDirector,FieldDirectorandothers.

Leadershipteamsofferastructuralmodelforworkingtogetherthatfostersinterdependentleadership,
whereindividualscanworktowardanoutcometogether,witheachpersontakingleadershiponpartof
theteamsactivity.Attheirbestleadershipteamsrecognizeandputtoproductiveusetheunique
talentsoftheindividualswhomakeuptheteam.

Teamstructuresalsohelpcreatestrategiccapacitytheabilitytostrategizecreativelytogetherinways
thatproducemorevibrant,engagingstrategythananyindividualcouldcreatealone.IntheObama
campaign,thefieldstructurecreatedmultiplelayersofleadershipteamstoengagepeoplecreatively
andstrategicallyatalllevelsofthecampaign.Eachstatehadastateleadershipteamthatcoordinated
regionalleadershipteams(ofRegionalDirectorsandOrganizers),whichcoordinatedlocalneighborhood
leadershipteamsofvolunteerleaders.Ateverylevelthepeopleonleadershipteamshadaclear
missionandtheabilitytostrategizecreativelytogetherabouthowtocarryouttheirmission.This
structurecreatedmultiplepointsofentryforvolunteers,andmultipleopportunitiestolearnand
exerciseleadership.

Sowhydontpeoplealwaysworkinteams?

Wehaveallbeenpartofvolunteerteamsthathavenotworkedwell.Theyfallintofactions,they
alienateeachother,oralltheworkfallsononeperson.Someaimtokeepthepondsmallsotheycan
feellikebigfish.Somanyofuscometotheconclusion:Illjustdoitonmyown;Ihatemeetings,just
tellmewhattodo;Idontwantanyresponsibility;justgivemestampstolick.Theresjustoneproblem:
wecantbecomepowerfulenoughtodowhatweneedtodoifwecantevenworktogethertobuild
campaignswecantakeactionon.

Thechallengeistocreateconditionsforourleadershipteamsthataremorelikelytogeneratesuccessful
collaborationandstrategicaction.

13

Thecriteriaforteameffectiveness

AgreatdealofresearchonteamsintheObamacampaignandotherorganizationshasshownthatthree
thingshelptomakeateammoreeffective:

1. Theoutputofyourteammatchesthegoalsyouneedtomeettowinonyourcampaign.
2. Theteamislearningovertimehowtoworktogetherbetter.
3. Teamworksupportsindividualgrowthandlearning.

Inshort,theteamismeetingthecampaignsinterestsbymeetinggoals,whileatthesametimemeeting
eachparticipantsinterestsbygivingthemroomtolearnandgrow.

Theconditionsthancangetyourteamofftoagoodstart

Yourteamisstable,withclearboundaries.Youcannamethepeopleonitandtheymeetregularly.Its
notadifferent,randomgroupofpeopleeverytime.

Yourmissionpointsyouinanengagingdirection.Theworkyouhavetodoisclear,itschallenging,it
matterstothecampaignyoureworkingonandyouknowwhyitmatters.

Yourteamworksinterdependently.Everyoneshouldhavearoughlyequalshareofthework,
understandingthateachpartisnecessarytoadequatelyreachtheultimategoal.Thus,thesuccessor
failureofonewillhaveaneffectonall.Onewaytoencourageinterdependenceistohaveclearroles
basedontheworkthattheteamneedstodotosucceed.

Goodteamswillcoordinateandhelpeachother.Goodteammemberswillcommunicatewellwhen
theyneedassistance.Nooneiscarryingoutactivityinasilothatssecretivetoothers.Agoodteamwill
haveadiversityofidentities,experiencesandopinions,ensuringthateveryoneisbringingthemost
possibletothetable.

Youhaveclearnorms.Yourteamsetsclearexpectationsforhowyouwillrespectandempowereach
otherduringyourworktogether.

14

TeamWork:
StartingandBuildingYourTeam

Goal

Thepurposeofthisexerciseistohelpyou(1)Articulateyourteamspurpose;(2)choose
leadershiprolesfortodaybasedonthetalentsofyourteamsmembersand(3)identifythe
normsyouwilladheretoasalearningteam.

Agenda

TOTALTIME:40min.

1. Gatherandreviewagenda.Chooseatimekeeperforthissession 5min

2. EstablishYourTeamPurpose(Seeworksheetbelow) 10min

3. ReviewTeamRoles 5min

4.DecideonTeamRoles 10min

5. DecideonCollaborativeNorms 10min

6. ChooseaTeamName

15

 TeamExerciseOne:SharedPurpose

AGENDA:(10min.)

Fillintheblanksintheteampurposeareaontheworksheet.First,writedowntheinterestsyourteam
shares.Thenfillinthegeographicareathatyouareworkingandincludeabriefdescriptionofthe
peopleyouserveinyourarea.Whatkindsofpeopleliveinyourturf?Whataretheirinterests?What
willengagethem?

Examplesofateamssharedinterest:

Weshareaninterestinunitingyoungpeopleandolderpeopleinthecampaignforclimate
change.
Weshareaninterestintrainingmoreyoungpeopleinorganizingskillstobuildourmovement
Weshareaninterestincreatingmeaningfullocalwaysforpeopletogetinvolvedintheclimate
changemovement.

Wehaveasharedinterestin Ourteamwillprovideleadershipto Wewillengagethepeopleinourcommunity

______________________.
organizeourconstituencyin
____________________________.
Thecommunitywewillserveis
(brieflydescribeyourcommunity's
characteristics).
by:
z Recruitingotherstojoinus,
z Learningtogetherandcoachingeach
otherinorganizingskills,
z Trainingotheryoungpeoplein
organizingskills
Wewilldothisbyinspiringourconstituency,
implementing,evaluatingandrefining
strategy,andcoordinatingaction.

16

 TeamExerciseTwo:TeamRoles
TEAMROLES(15minutes)

1. Reviewtheteamroledescriptionsbelow

2. Goaroundthecircleandaskeachpersontotellotherswhatexperienceandtalentstheyhaveand
whatspecificallytheywanttolearninmoredetail(1minuteeach)

3. Discussroleslistedbelowaswellasstrengthsneededtofillthem.Chooserolesforeachteam
membertoplayinyourlearningteamtoday.

Role Responsibilities Youwouldbegoodforthis Youwouldprobablynot begood

roleifyou... forthisroleifyou...

Coordinateandsupportteam Canstayfocusedontheoutcome(for Trytodoeverythingyourself

members
Team
Createagendasandfacilitate
Coordinator
meetingsthatfollowanagenda
Serveastheresource
coordinatorfortheteam,making
surealleventsarewellprepared
withappropriateresources
Proactivelyleadyourteamin
identifyingopportunitiestotrain
others.
thistrainingtheoutcomeofeach
sessionisthateachparticipantinyour Trytosettheteamsmissionby
groupgetstopracticeandget yourselfwithoutlisteningtoothers
feedbackontheirstories)
Getdistractedeasily
Listenattentivelytoothersand
Areshyandreluctanttospeakupin
summarizewell
ordertokeepdiscussionmoving
Havetheabilitytoidentifytalentsin
Aretooequivocalandhavedifficulty
othersandhelpotherscontribute
helpingtheteammovethroughconflict
theirgreatesttalenttotheteam
towardadecisionwhennecessary.

Stewardyourteamsmost Haveawatchorothertimekeeping Neverlookatyourwatch

valuableresourcetime! device
Timekeeper Thinkthatthelastcalendarorday
WorkwiththeTeamCoordinator Keepacalendarandsticktoit planneryouboughtwasmaybein2002
tokeepthegroupmoving
forwardtowardthedesired Understandhowtostructure Alwaysprocrastinate
outcome activitiesinsequencetobuildtoward
adesiredoutcome Arenotwillingtoremindothersof
Leadtheteaminschedulingnext deadlinesandtoholdothers
stepsandtimelineswithconcrete Arewillingtoaskyourteamtoagree accountabletodeadlinesthattheyhave
deadlines thatyouwillholdeveryone participatedinsettingandhaveagreed
accountabletotimeandcollective tomeet
Holdyourteamaccountableto deadlinesonbehalfoftheteam,in
thetimelineyouvesettogether ordertobuildmomentum.

17

 Putextraeffortinlearninghow
tocreateastoryofself
StoryofSelf
Coachyourteammatesonstory
Trainer/Coach
ofself
Preparethestoryofselfpartof
yourteamstrainingonpublic
narrativesoyoucanteachthis
skillwhenyoureturnhome.
Putextraeffortinlearninghow
tocreateastoryofus
StoryofUs
Coachyourteammatesonstory
Trainer/Coach
ofus
Preparethestoryofuspartof
yourteamstrainingonpublic
narrativesoyoucanteachthis
skillwhenyoureturnhome.
Putextraeffortinlearninghow
tocreateastoryofnow
StoryofNow
Coachyourteammatesonstory
Trainer/Coach
ofnow
Preparethestoryofnowpartof Canhelpotherschoosestrategic
yourteamstrainingonpublic
narrativeifyouteachthisskill
whenyoureturnhome.
Arewillingtoinvesteffortinlearning
howtotellagoodstoryofself
Enjoystorytelling
Cantellvivid,detailedstoriesthat
arecarefullyselected
Areinterestedinpeoplewhothey
are,wheretheycomefrom,howthey
becamewhotheyare
Canlistencarefullyandask
thoughtfulquestionsofothers
Arewillingtoinvesteffortin
understandinghowtotellagood
storyofus
Arecuriousaboutcommunitystories
andwillingtospendtimedeveloping
themaskingquestionsabouthowa
communitywasfounded,whoits
heroesare,whatoutcomesithas
achievedtogether,whatitshopesare
Enjoystorytelling
Canlistencarefullyandask
thoughtfulquestionsofothers
Havepatience
Arewillingtoinvesteffortin
understandinghowtotellagood
storyofnow
Feelurgency
action.Youunderstandthatscaleis
builtbyasking1,000peopletodothe
samesinglemeaningfulthing(likenot
takingthesegregatedbus)rather
thangiving1,000peoplealaundrylist
ofactionstochoosefrom.
Canlistencarefullyandask
thoughtfulquestionsofothers
18
Ramble
Trytotellyourwholebiographywhen
tellingastoryofself(havetroublebeing
selective)
Arenotwillingorabletoinvesttimein
listeningcarefullytothoseyouare
coachingandaskingcareful,probative
questionsofthem
Getfrustratedeasily.(Storyofustakes
awhiletolearnwell.)
Believethatwearetryingtomotivate
everyoneintheworldtoactionwithus
(whichdilutesthemeaningofour
communityandourresponsibility)
Trytomakethecommunityyoure
movingtoactiontoobroadwithout
boundariessothatitlosesmeaningand
identity
Tendtotrytodoeverything.Youre
reluctanttomakestrategicchoices
aboutwhattodoandwhatnottodo.
Arenotverycreativeaboutaction
yousticktothesameoldtacticsthat
everyonehasalwaysused.
Struggletoimagineinvividdetailwhat
adifferentfuturecouldlooklikeifwe
allacttogether.
 WorkwiththeStoryofNow Feelurgency Struggletothinkoutsidethebox
Coachtohelpyourteamand
Strategy otherstocreatemeaningful, Understandstrategicaction Arereluctanttopushagroupthrough
strategicactionplans. harddecisionmakingprocessesto
Coach Understandthedifferencebetween agreementonanactionplan
Helpyourteamstaycreativeand goals,outcomesandtactics.
Tendtoorganizetacticaftertactic,
flexibleasyouplanyouractivities
Thinkoutsidethebox actionafteraction,withoutafeasible
together.Thinkoutsidethebox.
planforhowthesetacticswilladdupto
Havetheabilitytoengageothersina
Creativelyturnchallengesor createtheoutcomesyouneedinorder
creativediscussionaboutnextsteps
obstaclesintoopportunities. tomeetyourgoal
thatdoesnttakeoldtacticsfor
granted

19

 TeamExerciseThree:TeamNorms

TEAMNORMS/EXPECTATIONS(10minutes)

Brainstormgroupnormsoneachthemebelowandhowyouwillselfcorrectifthenormisbroken.(If
youdontselfcorrectthenewnormwillbebreakingthenorms.)

RECORDGROUPNORMSHERE

Howwewillrespecttimeandthetimekeepersowemeetourexpectedoutcomes:

Whatwewillalwaysdo:

Howwewillselfcorrectifthenormisbroken:

Howwewillgetbackontrackifsomeonegetsoffonatangent:

Whatwewillalwaysdo:

Howwewillselfcorrectifthenormisbroken:

20

Howwewillrespecteachotherwhilestillgivingconstructivefeedback:

Whatwewillalwaysdo:

Howwewillselfcorrectifthenormisbroken:

Howwewillcommunicateandcoordinateafterthetraining:

Whatwewillalwaysdo:

Howwewillselfcorrectifthenormisbroken:

21


SESSION3:
INTROTOPUBLICNARRATIVE
AND
STORYOFSELF

22

IntroductiontoPublicNarrative

Publicnarrativeisapracticeofleadership
Publicnarrativeisthewhyoforganizingtheartoftranslatingvaluesintoactionthroughstories.Itis
aniterativediscussionprocessthroughwhichindividuals,communities,andnationsconstructtheir
identity,makechoices,andinspireaction.

Eachofushasacompellingstorytotell
Eachofushasastorythatcanmoveothers.Asyoulearnthisskillofpublicnarrative,youwillbeable
totellacompellingstorythatincludeselementsthatidentifyyourself,youraudienceandyourstrategy
toothers.Inaddition,youwillgainpracticeinhearingandcoachingotherstotellagoodstory.

WhyUsePublicNarrative?TwoWaysofKnowingorInterpreting
Publicleadersemployboththeheadandtheheartinordertomobilizeotherstoacteffectivelyon
behalfofsharedvalues.Inotherwords,theyengagepeopleininterpretingwhytheyshouldchange
theirworldtheirmotivationandhowtheycanacttochangeittheirstrategy.
Manyleadersareoftengoodattheanalysissideofpublicspeakingandfocusonpresentingagood
argumentorstrategy.Alternately,otherleaderstelltheirpersonalstorybutitisoftenataleof
heartbreakthateducatesusaboutthechallengebutdoesnthighlightthechoicesandthepotentialfor
hopefuloutcomes.

ThispublicnarrativeworkisanefforttotellastorythatinvolvestheheadandheartANDmovespeople
tousetheirhandsandfeetinaction.

Analysis Narrative
(HOW) (WHY)
HEAD HEART

Critical
Deliberation Story Telling
of Experience
on Experience
Affective
Cognitive
Logos Pathos
STRATEGY MOTIVATION

Shared
Understanding Action
HANDS

23

Thekeytopublicnarrativeisunderstandingthatvaluesinspireactionthroughemotion.
Emotionsinformusofwhatwevalueinourselves,inothers,andintheworld,andenableustoexpress
themotivationalcontentofourvaluestoothers.Inotherwords,becauseweexperiencevalues
emotionally,theyarewhatactuallymoveustoact;itisnotjusttheideathatweoughttoact.Because
storiesallowustoexpressourvaluesnotasabstractprinciples,butaslivedexperience,theyhavethe
powertomoveotherstoo.

Someemotionsinhibitaction,butotheremotionsfacilitateaction.
Actionisinhibitedbyinertia,fear,selfdoubt,isolation,andapathy.Actionisfacilitatedbyurgency,
hope,YCMAD(youcanmakeadifference),solidarity,andanger.Storiesmobilizeemotionsthaturgeus
totakeactionandhelpusovercomeemotionsthatinhibitusfromaction.

EMOTIONALBARRIERSTOACTION

Fear
Isolation
Inertia SelfDoubt ACTION

Apathy

VALUES

EMOTIONALCALLSTOACTION

Hope

Urgency Fear ACTION

Isolation

Inertia SelfDoubt
Anger

Apathy
Solidarity

YCMAD

24

Publicnarrativecombinesastoryofself,astoryofus,andastoryofnow.
Theprocessofcreatingyourpublicnarrativeisfluidanditerativeandcanstartatanyplace.Onceyou
developyourstoryofself,storyofus,andstoryofnow,youllprobablywanttogobacktothebeginning
toclarifythelinksbetweenthem.

StoryofSelf StoryofNow

Callto Strategy
Leadership Action

StoryofUs

SharedValuesShared
Experience

Astoryofselftellswhywehavebeencalledtoserve.
Thestoryofselfexpressesthevaluesorexperiencesthatcalleachpersontotakeleadershiponclimate
change.Thekeyfocusisonchoicepoints,momentsinourliveswhenvaluesareformedbecauseofa
needtochooseinthefaceofgreatuncertainty.Whendidyoufirstcareaboutbeingheard,learnthat
youwereconcernedaboutclimatechange,wantedtoprotecttheplanet,wantedtoensurecleanair,
cleanwaterforyourselfandothers,learntolovenatureorappreciatebeingoutdoors?Why?Whendid
youfeelyouhadtodosomethingaboutit?Whydidyoufeelyoucould?Whatwerethecircumstances?
Whatspecificchoicedidyoumake?

Astoryofuscommunicatesthevaluesandexperiencesthatacommunity,organization,campaign
ormovementsharesandwhatcapacityorresourcesthatcommunityofushastoaccomplishits
goals.
Justaswithaperson,thekeyischoicepointsinthelifeofthecommunityand/orthosemomentsthat
expressthevalues,experiences,pastchallengesandresourcesofthecommunityorusthatwilltake
action.Forexample,tyingacurrentefforttowinacampaigntoapastcampuscampaignvictoryand
describingtheeffortittooktowin,thepeoplewhoworkedhardtomakeithappen,theircapabilities,
theirvalues,etc.isastoryofus.

Astoryofnowcommunicatestheurgentchallengewearecalledupontofacenowandcallsusto
action.
Thestoryofnowarticulatestheurgentchallengeinspecificdetail.Italsoincludesadescriptionofthe
pathwecantaketoachievegoalsrelativetothemissiontheuniquestrategyorsetofideasthatwill
helpustoovercomethechallengewefaceandsucceed.Thestoryofnowincludesanaskthat
25

summonstheaudiencetoaspecificactiontheycandotoachieveourcollectivemission.Finally,the
storylaysoutindetailavisionforthepotentialoutcomewecouldachieveifourstrategysucceeds.

LinkingSelf,Us,Now

Youarelookingforthelinkbetweenthesethreestories,theplacewheretheyoverlap,tohelpexplain
whyyouarecalledtothisworkofclimatechange,whywearecalledtoactwithyou,andwhyweare
calledtoactnow.Thismeansbeingveryselectiveaboutthestoryyoutellforexamplenottryingto
tellyourwholebiographywhenyoutellyourstoryofself.

SELF

NOW
US

TheThreeKeyElementsofPublicNarrativeStructure
ChallengeChoiceOutcome

Aplotbeginswithanunexpectedchallengethatconfrontsacharacterwithanurgentneedtopay
attention,tomakeachoice,achoiceforwhichs/heisunprepared.Thechoiceyieldsanoutcomeand
theoutcometeachesamoral.
Becausewecanempatheticallyidentifywiththecharacter,we NARRATIVE STRUCTURE
canfeelthemoral.Wenotonlyhearaboutsomeones
courage;wecanalsobeinspiredbyit.
PLOT
Thestoryofthecharacterandtheirefforttoengagearound
valuesengagesthelistenerintheirownchallenge,choice,and
outcomerelativetothestory.
Challenge

Eachstoryshouldincludethechallenge,thechoiceandthe Outcome
outcome.ItsnotenoughtosayIwasscared.Youneedto
sayIwasveryscared,Ineededtodecide,andwhenIdid,I Choice
MORAL
learneditwaspossible.
CHARACTER

26

IncorporatingChallenge,Choice,andOutcomeinYourOwnStory

Therearesomekeyquestionsyouneedtoanswerasyouconsiderthechoicesyouhavemadeinyour
lifeandthepathyouhavetakenthatbroughtyoutothispointintimeasaleader.Onceyouidentify
thespecificrelevantchoicepoint,perhapsyourdecisiontochooseanenvironmentalcareer,digdeeper
byansweringthefollowingquestions.

Challenge:Whydidyoufeelitwasachallenge?Whatwassochallengingaboutit?Whywasityour
challenge?

Choice:Whydidyoumakethechoiceyoudid?Wheredidyougetthecourage(ornot)?Wheredidyou
getthehope(ornot)?Howdiditfeel?

Outcome:Howdidtheoutcomefeel?Whydiditfeelthatway?Whatdiditteachyou?Whatdoyou
wanttoteachus?Howdoyouwantustofeel?

Awordaboutchallenge.Sometimespeopleseethewordchallengeandthinkthattheyneedto
describethemisfortunesoftheirlives.Keepinmindthatastrugglemightbeoneofyourownchoosing
ahighmountainyoudecidedtoclimbasmuchasaholeyoumanagedtoclimboutof.Anynumber
ofthingsmayhavebeenachallengetoyouandbethesourceofagoodstorytoinspireothers.

27

ACTIVITYVIDEOREVIEW
BarackObamaSpeech2004Convention

Wewillwatchthisvideoasamodelforapublicnarrativethatincludesexamplesofself,usandnowas
wellasanappealtoemotions.AsyouwatchthevideothinkabouttheelementsofSELFUSNOW
thatyouhearinhisstory.Listenaswellforthechallenge,choiceandoutcomeineachofthethree
areas.

SELF US NOW

Whatarehisexperiencesandvalues Whatishisreasonforbelievinginthe Whyisiturgenttochange?Whatis

thatcallhimtotakeleadershipto capacityofthepeopleheisspeaking hisstrategytoovercomethe
electJohnKerry? tocreatechange?Whatshared challenge?Whatisthefirststep
valuesandexperiencesdoeshe thateachpersoncantaketobepart
appealto? ofthesolution?

1. Doyouthinkhedidagoodjoboftellinghisstory?Whatworked?Whatcouldhavebeen
moreclear?

2. Whataresomeofthespecificdetailsinhisstorythatyouremember?

3. Whatvaluesdidhetalkaboutinhisstory?

28

TeamWork:
PracticingStoryofSelf
GOALS

Theteamworkyoureaskedtodohereistocoacheachotherinhowtotellyourstoryofself.Onegoalis
foryoutobeginlearninghowtotellyourpersonalstoryofwhyyouarecalledtoorganizetohelpwin
climatechange.

Anothergoalistobeginlearninghowtocoachothersstoriesbylisteningcarefully,offeringfeedback,
askingquestions,etc.Inthiswayyoucandevelopleadershipinothers,aswellasyourself.Beprepared
totakesomerisks,andsupportyourteammembersastheystepoutonthelimbthemselves!

Afinalgoalistopracticeworkingaspartofateam.Asyouworktogether,thinkaboutthedynamicsin
yourteam.Practiceyournormsandhelpyourotherteammemberstakeleadershipontheirchosen
roles.

Agenda

TOTALTIME:55min.

1. Gatherinyourteam.Timekeeperbeginskeepingtime. 5min

2. Taketimeasindividualstosilentlydevelopyourstoryofself 5min
usingtheworksheetonthenextpage.

3. Tellyourstorytoyourteammembersandrespondtoeach 40min
othereachpersontakes2min.totelltheirstoriesandthe
grouphas3.mintoofferfeedback.StoryofSelfCoachleadsthe
teamingivingfeedbacktoeachstoryteller.

NOTE:Youhavejust2minutestotellyourstory.Stickto
thislimit.Makesureyourtimekeepercutsyouoff.This
encouragesfocusandmakessureeveryonehasachance.

4.Chooseyourmostablestorytellertotelltheirstorybeforethe 5min
largergroup.Givethempointerstoprepagaintotelltheirstory
athirdtime.

29

 WORKSHEET
STORYOFSELF

Whataretheexperiencesandvaluesthatcallyoutotakeleadershiponclimateandclean
energy?

Ifyourehavingtroublegettingstarted,herearesomekeyelementsandtypesofexperiencesthatmay
havecontributedtoyourcurrentchoicetotakeleadershipasacommunityorganizeronclimatechange
andcleanenergy.

FAMILY&CHILDHOOD LIFECHOICES ORGANIZER/ENVIROEXPERIENCE

Parents/Family School RoleModels
GrowingUpExperiences Career YourFirstExperienceof
YourCommunity Partner/Family Organizing
RoleModels Hobbies/Interests/Talents YourFirstAwarenessofthe
School ExperiencesFinding Environment
Passion AKeymomentinnature
OvercomingChallenge Yourcurrentexperiencein
PowerShift

Focusononekeystoryoneevent,oroneplaceoroneimportantrelationship.Takesometimetothink
abouttheelementsofyourstoryinthecontextofthechallenge,choiceandoutcome.Inthiscase,the
outcomemightalsobethethingyoulearned,inadditiontowhatactuallyhappened.

Remember,thepurposeofstoryofselfistobegintocreatecommongroundwithyouraudienceby
tellingastorythatreflectsthevaluesthatbroughtyouheretoworkonclimatechangeandwherethose
valuescomefrom.Sochooseastoryofselfthatreflectsvaluesyouwilllatercalloninyourstoriesofus
andnow.

CHALLENGE CHOICE OUTCOME

Whatwasthespecificchallenge Whatwasthespecificchoice Whathappenedasaresultof

youfaced? youmade? yourchoice?Whathopecanit
giveus?

30


PREPARINGTOCOACHOTHERSONTHEIRSTORIES

CoachingChecklist
DO
; Saywhatworksfirstinthestory,focusingonspecifics.

; IdentifyboththeCHALLENGEandtheHOPEinthestory.

; Clarifychoicepoints,themomentwhenonethinghappenedinsteadofanother.

; Connectthedotsinthenarrative,helpingtoilluminatehowsomeonegotfromheretothere.

; Lookforthemes.

; Askquestionsabouttheintendedaudienceandthedesiredactionorresponse.

DONT

Offervagueabstract"feelgood"comments,unlessyouveestablishedthecontext.

Whatdoesthestorytellerlearnfromyoudidagreatjob,asopposedto,thewayyoudescribedyour
momentofchoicemademefeelveryhopefulbecause....

Makevaluejudgmentsaboutthestorytellersvoiceorthevalidityofthepointtheywanttomake.

Thekeyhereisthatapersonfindwaystoexpressthemselvesintheirownvoicewordchoice,humor,
metaphor,etc.Ofcoursetheyneedtoknowifchoicestheyvemadecommunicatewhattheywantto
communicate.

Thinkaboutwhatyouregoingtosayaboutyourstorywhilesomeoneelseissayingtheirs.Youshould
allowyourselftotakeariskwithyourstorybydivingin.Focusonothersstoriessoyoucanhelpthem
withtheireffortsandthenyoucangetthesamesortofhelpfromthem.

Underestimatethepowerofsomeonesstory.Ifitdoesntworkforyou,thinkaboutwhyitdoesnt,
andmoreimportantly,whyitwouldforsomeoneelse.

31

 RecordFeedback/CommentsfromYourTeamMembersOnYourStoryHere:

CoachingYourTeam'sStoryofSelf
Asyouheareachother'sstories,keepingtrackofthedetailsofeachpersonsstorywillhelpyouto
providefeedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrack
yourteam'sstories.

Name Challenge Choice Outcome Notes/Themes

32


SESSION4:
STORYOFUS

33

TeamWork:
PracticingStoryofUs
GOALS

Theteamworkyoureaskedtodohereistocoacheachotherinhowtotellyourstoryofus.Onegoalis
foryoutobeginlearninghowtotellyourcommunitysstoryofwhyyouinparticularhavethecapacity
tohelpaddressclimatechange.

Anothergoalistobeginlearninghowtocoachothersstoriesbylisteningcarefully,offeringfeedback,
askingquestions,etc.Inthiswayyoucandevelopleadershipinothers,aswellasyourself.Beprepared
totakesomerisks,andsupportyourteammembersastheystepoutonthelimbthemselves!

Afinalgoalistopracticeworkingaspartofateam.Asyouworktogether,thinkaboutthedynamicsin
yourteam.Practiceyournormsandhelpyourotherteammemberstakeleadershipontheirchosen
roles.

Agenda

TOTALTIME:50min.

1. Gatherinyourteam.Timekeeperbeginskeepingtime. 5min

2. Taketimeasindividualstosilentlydevelopyourstoryofus 5min
usingtheworksheetonthenext2pages.

3. Tellyourstorytoyourteammembersandrespondtoeach 35min
othereachpersontakes2min.totelltheirstoriesandthe
grouphas3.mintoofferfeedback.

StoryofUsCoachleadstheteamingivingfeedbacktoeach
storyteller.

NOTE:Youhavejust2minutestotellyourstory.Stickto
thislimit.Makesureyourtimekeepercutsyouoff.This
encouragesfocusandmakessureeveryonehasachance.

4.Chooseyourmostablestorytellertotelltheirstorybeforethe 5min
largergroup.Givethempointerstoprepagaintotelltheirstory
athirdtime.

34

WORKSHEET
STORYOFUS

Remember,thepurposeofthestoryofusistocreateasenseofcommunityamongindividualswhomay
ormaynotyetseethemselvesasacommunityandtogivethemhopethattheycanmakeadifference.
Yourgoalhereistotellastorythatevokesoursharedvaluesasyouraudience,andshowswhywein
particulararecalledtotakeresponsibilityforactionnow.

Yourstoryofusmaybeastoryofwhatwevealreadydonetogether,challengeswevealreadyfaced
andoutcomesweveachieved.Oritmaybeastoryofsomeofoursharedheroes,challengestheyfaced
andoutcomestheyveachieved.Hearinghowwevemetchallengesinthepastgivesushopethatwe
canfacenewchallengestogether.

Brainstormallthestoriesyouknowofaboutyouraudienceandtheircollectivestoryandexperience.
Yourstoryofusmaychangeeachtimeyouaretalkingtoadifferentgroupofpeople.

Whoisyouraudience/communitythatyouwillbespeakingto?(Inthiscaseyourlearningteamat
thetraining,youngenvironmentalists)

Whataresomestoriesofthisaudiencethatgiveyouanindicationoftheirsharedpurposeandthe
goalsofthisgroup?Whataretheirvalues?

Whataresomesharedstoriesthatgiveyouasenseofthestrengthsandcapacitiesofyour
audience/community?

Whataresomestoriesofyouryouthenvironmentalcommunityyouraudiencethatgiveyouthe
beliefthattogethertheycouldworktogethertojoinyouincreatingrealtangiblechangeintheworld?

35

Nowchooseoneofthestoriesyoubrainstormedabovetofleshoutinvividdetail.

CHALLENGE CHOICE OUTCOME

Whatwasthechallengewe Whatspecificchoicedidwe Whathappenedasaresultof

faced? make?Whatactiondidwe ourchoice?Whathopecanit
take? giveus?

36

 RecordFeedback/CommentsfromYourTeamMembersOnYourStoryHere:

CoachingYourTeam'sStoryofUs
Asyouheareachother'sstories,keepingtrackofthedetailsofeachpersonsstorywillhelpyouto
providefeedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrack
yourteam'sstories.

Name Challenge Choice Outcome Notes/Themes

37



SESSION5:
STORYOFNOW
AND
STRATEGY





38

StoryofNow
Rememberthethirdpartofapublicnarrative.DoyourememberhowBarackObama,inhis2004
Democraticconventionspeech,gotveryspecificaboutthefactthattherewasmoreworktodo?Doyou
rememberhowheexplainedthechallenges?Wasitwithstatistics?Orwasitwithspecificpeople,facing
theirownchallenges,theirownchoicepoints.Doyourememberhowgaveusasenseofhope,thatwe
coulddosomethingaboutthesechallenges?Andthen,hewoundupwithcallingonustomakethechoice
tojointhecampaigntoelecttheDemocraticnominee,President.Heidentifiedaveryspecificactionhe
wasaskingusalltochoosetotaketogovoteforJohnKerry.

Thisshouldsoundfamiliar.Theresachallenge,butinsteadofbeinginthepast,itsinthepresent.Theres
hope,butinsteadofsomethingthathappenedinthepast,itsinthefuture.Andtheresachoice,but
insteadofbeingachoiceweoncemade,itsachoicewemustmakenow.Andthatswhyitsastoryof
now.

LinkingYourStoryofNowtoStoryofSelfandStoryofUs
Nowweknowwhyyouvebeencalledtoaparticularmission,weknowsomethingofwhoitisyouwantto
callupontojoinyouinthatmission,sowhatactiondoesthatmissionrequireofusrighthere,rightnow,
inthisplace?

Astoryofnowisurgent,itrequiresdroppingotherthingsandpayingattention,itisrootedinthevalues
youcelebratedinyourstoryofselfandus,andrequiresaction.

TheElementsofaStoryofNow
Thestrategyyourplantoachieveyourgoal.

Astrategichopefulchoicethateachpersoninyouraudiencecanmake

Aspecificaskforeachpersonthatinvolvesacommitmentoftime,resourcesbeforetheyleave.

Avividdescriptionofwhatcollectivelycanbeachievedifwetakeactiontogether.

WhyItMatters
Thechoicewerecalledontomakeisachoicetotakestrategicactionnow.Leaderswhoonlydescribe
problems,butfailtoidentifyactionthattheircommunitycantaketoaddresstheproblemarentvery
goodleaders.Ifyouarecalledtoaddressarealchallenge,achallengesourgentyouhavemotivatedus
tofaceitaswell,thenyoualsohavearesponsibilitytoinviteustojoinyouinactionthathassomechance
ofsuccess.Astoryofnowisnotsimplyacalltomakeachoicetoactitisacalltohopefulaction.

39


WhatisStrategy?

Thestoryofnowisastoryofstrategyhowmyaction,addedupwithotherpeoplesactioncould,witha
reasonableamountofhope,beexpectedtoachieveaclearoutcomethatwouldhelpusmeetourgoal.

Thechallengeofstrategyisbuildingtowardkeypeaksofcollectiveactionthatarentrandom,anddont
justhappenanddissolveintonothingnessafterwards.Thechallengeisidentifyingactionsthatwillhelpto
buildcapacityandmomentumthatcanlaunchyourcampaigntowardthenextpeak,andthenextpeak,
untilyouhaveenoughpowertowinthechangeyouseek.

Oftenwhenworkingonourstoryofnowwerealizewereallydonthaveaclear,actionableormotivating
strategy.Workingonstoryofnowcanbeawaytoreevaluateourstrategyandtoengageothersin
strategizingwithus.

Strategyismotivated.

Westrategizeinresponsetourgentchallengesorunusualopportunitiestoturnourgoalsintospecific
outcomes.ConsidertheMontgomeryBusBoycotttowhatchallengedidDr.Kingrespond?Whatwashis
motivatinggoal?WashisgoaljusttodesegregatetheMontgomeryBussystem,orwasittomake
progresstowardabiggergoalofachievingcivilrights,freedomandequality?Howdidheturnalargegoal
intoanachievablebutmeaningfuloutcome?

Strategyisintentional.

Strategyisatheoryofhowwecanturnwhatwehave(resources)intowhatweneed(power)togetwhat
wewant(outcomes).Itisahypothesisthatwecanusecertaintacticstoachievespecificoutcomes.What
clearoutcomewasDr.KingtryingtoachieveintheMontgomeryBusBoycott?HowcouldAfrican
AmericansinMontgomeryreasonablybelievethattheactiontheywerebeingaskedtotakecouldmakea
difference?Whatclearoutcomeweretheytryingtoachieve?Howwouldtheyknowiftheyhadmetit?
40


Strategyiscreative.

Challengingthestatusquorequiresmakingupforourlackofresources,withgreaterresourcefulness,like
thestoryofDavidandGoliath.Creativestrategistsdontjustfallbackonthesameoldtacticstobuild
theircampaigns.Theylookfortacticsthatwillbuildpowerbyengagingasmanypeopleaspossible,and
theythinkcreativelyabouthowtoturntheresourcestheyhaveintowhattheyneedtowin.Forexample,
duringthebusboycottthecreationofacarpoolwasacreativeuseofresourcestomeetanurgent
strategicneedkeepingpeopleoffthebuses.

Strategyisaverb

(Somethingwedo),notanoun(somethingwehave).Wecanseethatrepeatedlyinthestoryofthebus
boycott,andthiswasacorestrengthoftheObamacampaign.Asweworktowardouroutcomeweneed
tobuildintimetolearnfromoursuccessesandfailuresandtoadaptourtacticstobecomemoreand
moreeffective.Weconstantlyseekoutnewopportunitiesthatcouldhelpusmobilizemorepeopleor
resourcesforoureffort,andwethinkcreativelyabouthowtoturnchallengesintoopportunities.

FourStrategicQuestions

1.WhatstheMotivatingGoal:Whatthreatstoyourcommoninterestsmustyouface?What
opportunitiesmustyouactupon?

2.WhatstheOutcome:specific,focused,measurable(howwilltheworldbechanged?).Onwhat
outcomecanyoufocus?Whatoutcomesarenestedwithinthatoutcome?Howmuchtimedoyouhaveto
achievetheseoutcomes?Whatisthescope(time)andscale(size)ofthisoutcome?

41

3.WhichTacticswillyouuse?Whytheseandnotothers?Criteriainclude:

Willitinfluencetheoutcomeyourehopingtoachieve?How?
Willituseyourresourcescreatively?How?
Willitcreateorganizationalcapacity?How?
Willitdevelopleadership?How?

4.Whenwillyouusethem?Considerthedynamicsofcampaigns,whichtacticswillyouusewhen,what
willbethesequence,howcanyoumakethemostofmomentum,etc.?

Asyouworkondevelopingyourstrategyaspartoffiguringoutyourstoryofnow,rememberthatstrategy
isnotsomethingdonebyanindividualaloneinasecretivedarkcornersomewhere.Strategyisbest
createdinastrategicteam.Itisveryimportanttothinkaboutwhoservesonyourstrategyteam,howit
works,andhowwell.Doesyourteamhaveaclearcommonpurpose?Doyoudeliberatewelltogether?
Doyouoperatewithconsistentnorms?Isitclearwhosontheteam?Isyourteamsauthorityto
strategizeclear?

Asyoucontinuetocreateyourstrategyinthefaceofnewchallengesandopportunities,yourstoryofnow
willbecomeclearerandmorefocused.

42

TeamWork:
PracticingStoryofNow
GOALS

Theteamworkyoureaskedtodohereistocoacheachotherinhowtotellyourstoryofnow.The
goalofthisteamworksessionistofocusonoutcomesyoucouldworktogethertoachievetoadvance
yourcommoninterests.Whichurgentchallengesoropportunitiesdoyouhavetoface?Whatcould
youachieveifyoucouldfacethemtogether?Whataresomepossibleoutcomes?Whatmightbe
someofthetacticsyoucoulduse?Howmightyoucontinuetostrategizetogether?

Asyouworktogetherasalearningteam,continuetothinkaboutthedynamicsinyourteam.Practice
yournormsandhelpyourotherteammemberstakeleadershipontheirchosenroles.

Agenda

TOTALTIME:50min.

1. Gatherinyourteam.Timekeeperbeginskeepingtime. 5min

2. Taketimeasindividualstosilentlydevelopyourstoryofnow 5min
usingtheworksheetonthenext2pages.

3. Tellyourstorytoyourteammembersandrespondtoeach 35min
othereachpersontakes2min.totelltheirstoriesandthe
grouphas3.mintoofferfeedback.

StoryofNowCoachleadstheteamingivingfeedbacktoeach
storyteller.

NOTE:Youhavejust2minutestotellyourstory.Stickto
thislimit.Makesureyourtimekeepercutsyouoff.This
encouragesfocusandmakessureeveryonehasachance.

4.Chooseyourmostablestorytellertotelltheirstorybeforethe 5min
largergroup.Givethempointerstoprepagaintotelltheirstory
athirdtime.

43

 WORKSHEET
STORYOFNOW

Usethesequestionstohelpyoutoputtogetheryourstoryofnow.Youshoulddrawonyour
owncurrentworkonclimatechange,andifpossibleEnergyAction&PowerShiftsCampaign
strategytofillintheanswerstothequestionsbelow.

Takeamomenttoreflecthereonyourchallenge.Whatmakesiturgenttoyouandyouraudience?Why
mustyoucollectivelytakeactionnow?Onceyouhaveidentifiedthat,youthenneedtolaydownyour
strategywhatyouthinkyoucandotogethertoconfrontthechallenge.Mostimportantly,whatisthe
actionstepthatpeoplecantaketojoinyouincollectiveactiontowardsasolution.

Whyisiturgenttotakeonclimatechallengenow?Whatmakesiturgentrelativetoother
problems?Whoareyouservinginyourcommunityandtheworldbytakingonleadership
inthisarea?

Whatisyourstrategytohelpalleviatetheproblem,createrealtangiblechange?Howwill
youknowthatyouhavedevelopedaneffectivesolution?Whatwilltheoutcomelooklikeif
youaresuccessful?

Whatisthesinglemostimportantfirststep(s)canpeopletaketojoinyouinthisstrategy?
Whatformwilltheircommitmenttake?Isitclearwhattheyshoulddo?Isitclearwhen
theyshoulddoit?

44

Nowfleshoutyourstoryofnowinvividdetail.

CHALLENGE CHOICE OUTCOME

Whatisthechallengeweface? Whatspecificchoiceareyou Whatspecificoutcomecould

Whatimagesmakethat askingustomake?What happenasaresultofourchoice?
challengereal? specificactionshouldwetake Whathopecanitgiveus?
andwhen?

45

 RecordFeedback/CommentsfromYourTeamMembersHere:

CoachingYourTeam'sStoryofNow
Asyouheareachother'sstories,keepingtrackofthedetailsofeachpersonsstorywillhelpyoutoprovide
feedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrackyourteam's
stories.

Name Challenge Choice Outcome Notes/Themes

46



WORKSHEET
Tyingitalltogetherinasuccessfulpublicnarrative.



SELF US NOW

Whatareyourexperiencesand Whatisyourreasonforbelievingin Whyisiturgenttodealwith

valuesthatcallyoutotake thepossibilityofthepeopleyouwill climatechange?Whatisyour
leadershiponclimatechange? bespeakingto?Whatistheirstory? strategytoovercomethis
challenge?Whatisthefirststep
thateachpersoncantaketobe
partofyoursolution?




OUTCOMECHOICECHALLENGE

OUTCOMECHOICECHALLENGE

OUTCOMECHOICECHALLENGE

























47

NOTES:

48