Women leading community change
I learned about community development and a commitment to progressive change at the feet of a mistress – Cathy Harkin. If the truth be told I learned from the late Cathy over many a drink, and a few cases of direct action, in Derry.
One such initiative resulted in the establishment of what became known as Foyle Women’s Aid; another challenged the tarring and feathering of women considered as offending the norms of the then Republican Movement.
I learned that it was important to work from a clear value base.
Indignation was more productive than anger as it was more open to analysis of any situation. Tactical action was useful but had to be set within a strategic framework. In other words, you had to know why you were doing something; whether the action taken was the most appropriate in terms of desired impact; and what was your longer-term strategy. How did the action contribute to achieving longer-term sustainable change.
Did this approach always work successfully in practice? Well, no, but at least it provided a framework for thinking things through, and if need be, adjusting behaviour.
Then there was the matter of confidence and leadership.
Indignation fuelled confidence, but so too did the determination that things could be different – they could be better. Clearly, you can only do so much as an individual, it is essential that collective action can be mobilised which needs the ability to discuss issues and explore options with others.
I have always described effective leadership as involving three things (people skills) at a minimum – (i) a person who is willing to be the spokesperson; (ii) a person who is an organiser; and (iii) a person who thinks through the strategic approach.
Effective leadership also benefits from taking the time to do a stock-take on the skills, connections and resources of members of the group. Who knows how to use social media? Who has the connections to find out how other stakeholders might react to priority strategies? Who can offer transport or a venue?
Who is prepared to write leaflets or make phone calls? All are valuable and most be valued.
But change needs the ability to navigate obstacles. It is important to take stock of these by doing a SWOT analysis – checking out Strengths, Weaknesses, Opportunities and Threats of any planned approach. For this to be effective you need to think outside of the comfortable bubble of those women that automatically agree with you.
Who are the potential spoilers? What are the vested interests that you are up against? Rate their importance and think through how they might be countered; modified; co-opted; embarrassed or even ignored.
One useful piece of advice I was given by an activist elder was ‘Keep the head down and the ear to the ground!’ Things can change rapidly. You are always operating within the context of conflicting community narratives. Equally, however, you can create your own narrative of opportunity and change.
