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Rules for Radicals (Alinsky, 1971)

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A Pragmatic Primer for Realistic Radicals

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This controversial book happened to be lying around and I found one or two things of value in it.
 
Can we apply Saul Alinsky's ideas concerning social activism to game theory?  I don't know if Saul Alinsky played chess, but he probably would not have been a bad player. Just imagine that Alinsky is talking about chess, and his comments suddenly take on new meaning. What he has to say about means and ends is revolutionary and full of insight into the art of 'getting things done'.
 
"Life and how you live it is the story of means and ends. The end is what you want, and the means is how you get it."
 
Review by  C. Brandt

They don't make 'em like Saul Alinsky anymore. (The only left-wing public intellectuals alive today that could even be mentioned in the same breath are Zinn and Chomsky...and they ain't gonna be around much longer.) Saul was one of those hyper-literate, socially-conscious Hebrews, coming straight out of the Jewish liberal tradition that made a unique impact on the political/class struggle of the 20th century. (Now the Jews have joined the establishment, and the historical accident of an intellectually capable oppressed minority will, in a generation or two, no longer exist.)
 
His treatise on pragmatic social change is a delight to read (even for a reactionary right-winger like myself), though it is somewhat dated, and the predictions oftentimes wrong. Despite his errors, and predictive ineptitude, this book is the work of a keen intellect, a man committed to what he thought was right, and an invaluable insight into the mind of a thinking leftist.
 
Alinsky has read his Marx, and the Hegelian/Marxist dialectic is a continuing theme in the book, as is the middle class's supposed alienation, but he is no commie. He criticizes Soviet Russia, and extols democracy as the only means by which revolution is to be achieved. He believes in probability, not causality, and is fiercely opposed to individualism. ("We are our brother's keeper," "Individuality is primitive stupidity.") I find the latter quote ironic, since, recalling Anthropology 101, the more primitive tribes display the most communitarian spirit...but Alinsky never says he is infallible.
 
His rules on means and ends are brilliant, as is his dissection of how protest is to be effective. He is particularly scornful of protest tactics (still used today by the anti-war movement... ineffectually) that achieve no concrete results, and only alienate the middle-class power base.
 
He considers that right actions are always done for wrong reasons, and adduces Abraham Lincoln's suspension of habeas corpus, disobeying a directive from the Supreme Court, and illegal use of military commissions to try civilians (sound familiar?), in order to win the Civil War.
 
He analyzes Gandhi as a pragmatist, not as some living moral saint, and provides a revisionist account of his tactics of non-violence.
 
Alinsky stresses change, and dynamism, the stagnation of consistency, and how your friends today can be your enemies tomorrow. (The Left has forgotten this lesson, to their rhetorical disadvantage.)
 
The one place where Alinsky seriously goes off the rails is the chapter on using stock proxies to combat corporate practices. I've been to shareholders' meetings, and seen the "progressive" proposals by church groups, PETA, the Sierra Club, etc., voted on...and routinely defeated by margins of 99.7%. Alinsky lets his idealism trump his pragmatic common sense when he claims that people--middle-class people--will sacrifice dividends for "social justice."
 
Notwithstanding that, however, this book is still very worthwhile for all to study...partly as an historical artifact, partly for the Man to understand how to effectively stymie the lumpen-proletariat, and partly for the Left to understand why not to replicate the mistakes that Alinsky identified and warned against. (Although the Left would be advised to devise completely new tactics altogether...marching, picketing, and chanting are, as Alinsky would say, "trite.")

p.24 Life and how you live it is the story of means and ends. The end is what you want, and the means is how you get it. Whenever we think about social change, the question of means and ends arises. The man of action views the issue of means and ends in pragmatic and strategic terms. He has no other problem; he thinks only of his actual resources and the possibilities of various choices of action. He asks of ends only whether they are achievable and worth the cost; of means, only whether they will work.
 
p.32 To the man of action the first criterion in determining which means to employ is to assess what means are available. Reviewing and selecting available means is done on a straight utilitarian basis - will it work?
 
p.36 In the field of action, the first question that arises in the determination of means to be employed for particular ends is what means are available. This requires an assessment of whatever strengths or resources are present and can be used... Availability of means determines whether you... will move quickly or slowly; whether you will move for extensive changes or limited adjustments; whether you will move by passive resistance or active resistance; or whether you will move at all.
 
p.42 From a pragmatic point of view, passive resistance was not only possible, but was the most effective means that could have been selected for the end of ridding India of British control.
 
p.45 It has been previously noted that the wise man of action knows that frequently in the stream of action of means towards ends, whole new and unexpected ends are among the major results of the action.
 
p.50, 51 Let us look at the word power. Power, meaning "ability, whether physical, mental, or moral, to act"... The word power is associated with conflict"
 
p.52-53 Alexander Hamilton, in The Federalist Papers, put it this way: "What is a power, but the ability or faculty of doing a thing? What is the ability to do a thing, but the power of employing the means necessary to its execution?"... St. Ignatius, the founder of the Jesuit order, did not shrink from the recognition of power when he issued his dictum: "To do a thing well a man needs power and competence."... It is impossible to conceive of a world devoid of power; the only choice of concepts is between organized and unorganized power. Mankind has progressed only through learning how to develop and organize instruments of power in order to achieve order, security, morality, and civilized life itself... Power must be understood for what it is, for the part it plays in every area of our life, if we are to understand it and thereby grasp the essentials of relationships and functions between groups and organizations, particularly in a pluralistic society. To know power and not fear it is essential to its constructive use and control.
 
p.62 Conflict is the essential core of a free and open society.
 
p.64, 67 History does not repeat specific situations... no situation ever repeats itself, ... no tactic can be precisely the same.
 
p.72 Here is the list of the ideal elements of an organizer...
Curiosity. What makes an organizer organize? He is driven by a compulsive curiosity that knows no limits...
Irreverence. Curiosity and irreverence go together...
Imagination. Imagination is the inevitable partner of irreverence and curiosity...
A sense of humor. Back to Webster's Unabridged: humor is defined as "The mental faculty of discovering, expressing, or appreciating ludicrous or absurdly incongruous elements in ideas, situations, happenings, or acts" ...
A bit of a blurred vision of a better world... What keeps him going is a blurred vision of a great mural where other artists - organizers - are painting their bits, and each piece is essential to the total.
An organized personality. The organizer must be well organized himself so he can be comfortable in a disorganized situation...
A well-integrated political schizoid... the organizer must be able to split himself into two parts - one part in the arena of action where he polarizes the issue... while the other part knows that... the time comes for negotiation...
Ego... Ego is unreserved confidence in one's ability to do what he believes must be done...
A free and open mind, and political relativity... Because of these qualities he is unlikely to disintegrate into cynicism and disillusionment...
Finally, the organizer is constantly creating the new out of the old.
 
p.107, 108 An organizer knows that life is a sea of shifting desires, changing elements, of relativity and uncertainty, and yet he must stay within the experience of the people he is working with and act in terms of specific resolutions and answers, of definitiveness and certainty. To do otherwise would be to stifle organization and action... a new idea must be at the least couched in the language of past ideas; often, it must be, at first, diluted with vestiges of the past.
 
p.113 From the moment the organizer enters a community he lives, dreams, eats, breathes, sleeps only one thing and that is to build the mass power base of what he calls the army. Until he has developed that mass power base, he confronts no major issues. He has nothing with which to confront anything... Change comes from power, and power comes from organization. In order to act, people must get together.
   Power is the reason for being of organizations... Power and organization are one and the same.
 
p.116 All change means disorganization of the old and organization of the new.
 
p.120 The organization is born out of the issues and the issues are born out of the organization. They go together, they are concomitants essential to each other. Organizations are built on issues that are specific, immediate, and realizable.
 
p.126 Tactics means doing what you can with what you have. Tactics are those consciously deliberate acts by which human beings live with each other and deal with the world around them. In the world of give and take, tactics is the art of how to take and how to give.
 
p.127 The third rule [of power tactics] is: Wherever possible go outside of the experience of the enemy.
 
p.129 The tenth rule [of power tactics] is: The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition.
 
p.131 Obviously there is no point to tactics unless one has a target upon which to center the attacks.
 
p.133 One of the criteria in picking your target is the target's vulnerability - where do you have the power to start?
 
p.138, 139 Tactics must be understood as specific applications of the rules and principles that I have listed above. It is the principles that the organizer must carry with him in battle. To these he applies his imagination, and he relates them tactically to specific situations... Once all these rules and principles are festering in your imagination they grow into a synthesis.
 
p.146 Remember the rule - the threat is often more effective than the tactic itself, but only if you are so organized that the establishment knows not only that you have the power to execute the tactic but that you definitely will. You can't do much bluffing in this game; if you're ever caught bluffing, forget about ever using threats in the future.
 
p.149 Power is not static; it cannot be frozen and preserved like food; it must grow or die.
 
p.158 Timing is to tactics what it is to everything in life - the difference between success and failure.
 
 

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