Posts in Interview
Taking Action Together

Alicia: One of the goals of our movement is to develop the leadership of the poor as a social force.  What is the significance of the Poor People’s Campaign: a National Call for Moral Revival (PPC) in developing the leadership of the poor as a social force?

 

Emily: There are not many movements or organizations that explicitly name the poor at all, nor are they specific about the need to organize the poor as a social force. So just introducing that framework is an important intervention in the movement landscape. As well, we shift from the common community organizing model of identifying local, winnable issues and instead start with an analysis of multiple systems and work to build a movement with broad goals and a shared analysis. That shared analysis enables the poor to be organized as a social force.

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Leadership Across Difference

An interview with leaders from Put People First! PA

The following interview was conducted with Put People First! PA’s Nijmie Dzurinko, Phil Wider and Borja Gutiérrez. PPF is a statewide membership organization among poor and working class people in Pennsylvania. It is leading a “health care is a human right” campaign and has been involved in the Poor People’s Campaign: A National Call for Moral Revival. In this interview we discuss PPF’s role in the Poor People’s Campaign and how they are building unity among the working class. This interview has been edited for length and clarity.

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You Only Get What You're Organized to Take!

John Wessel-McCoy: In your experience of the poor organizing the poor, where do we begin?  

Willie Baptist: Like the Rev. Dr. Martin Luther King, Jr. pointed out, “”The prescription for the cure rests with the accurate diagnosis of the disease.”

Any approach to social change, organizing and leadership development has to be based on an accurate assessment of the situation, on an accurate analysis of the problem you aim to solve.  If you have one assessment or a certain diagnosis of the disease to be cured, you’re going to have a particular prescription and a particular approach to the solution. Either we’re dealing with a teddy bear or we’re dealing with a grizzly bear, and either estimate will determine a different set of tactics and correspondently a different organizing approach.  If you think you’re dealing with a teddy bear and in reality it’s a grizzly bear coming at you, you’re going to be in trouble. So an exact estimate of the situation has to be where you begin. This involves a tremendous amount of intellectual work to effectively and efficiently guide the practical work of particularly the poor organizing the poor.

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