EFFECTIVE ACTION (Turning Outrage into Effective Action)

Effective Action v2.30 REGISTRATION $5

EFFECTIVE ACTION
Take EFFECTIVE ACTION on any issue
Best strategies of the most effective grassroots groups.

     Using easy to understand concepts, EFFECTIVE ACTION takes you
step by step through the process of setting up to take action. 
This is a must-have program for groups starting out, and it
contains challenging new insights for groups already formed. By
helping you avoid the common mistakes it allows you to focus more
of your energy into resolving your issue.

the user can view the Sections:
Transforming Emotion into Commitment;
Seeing The Situation Clearly;
Seeing the Balance Of Power;
Choosing A Position;
Forming a Group;
Role Playing;
Advanced Role Playing;
Strategy;
Strategy Role Playing Session;
Expanded Group; Guidelines For Action;
Show of Strength;
Limited Role of Confrontation;
Backup System;
Resolution By Strength;
Resolution By Negotiation.
;
     EFFECTIVE ACTION uses a strategy of raising concerns while
minimizing the use of confrontation to avoid alienating
potential supporters. Your group can then work to build a broad
base of support in your community for having your
concerns addressed. This approach has been shown to be
highly effective in bringing together people who do not
normally work together on issues.


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     On our part we have made every effort to make sure all the
information in this program is accurate and we have tried to
present a strategy that covers as many different types of
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COPYRIGHT:

     The Software and text of this program are copyrighted and the
authors retain all rights except as stated herein.


NOTICE TO VENDERS:

     Anyone distributing the EFFECTIVE ACTION SOFTWARE for any kind
of remuneration must first contact CICADA RIDGE SOFTWARE at the
address below for authorization. This authorization will be
automatically granted to distributors recognized by the (ASP) as
adhering to its guidelines for shareware distributors, and such
distributors may begin offering EFFECTIVE ACTION immediately
(However CICADA RIDGE SOFTWARE must still be advised so that the
distributor can be kept up-to-date with the latest version of
EFFECTIVE ACTION).

----------
< SUMMARY 1 > TRANSFORMING EMOTION INTO A COMMITMENT TO TAKE
EFFECTIVE ACTION:

     << EMOTIONS: KEY MOTIVATION: >>
     Emotions play a key role in getting people involved in an
issue. Many people first become involved when they feel something
important to them is threatened. Their response to that threat
(Self Defense Response) often motivates them to join with others to
take action.

     << WHAT ARE YOU GOING TO DO? >>
     You're concerned and upset.  You may want to talk to your
friends and neighbors about the problem, but are you willing to do
something about it?  If you are willing to do something, you may
want to take some action to feel less threatened, but will that
action have a positive effect on your situation?

     << CRITICAL CHOICE: TWO PATHS AVAILABLE: >>
     Often people are `taken over' by the Self Defense Response. 
Driven by feelings of fear and anger, they begin by acting out how
they feel and spread their outrage out into the community,
alienating many potential supporters.
     The more effective people are the ones who have realized the
dangers of acting out their emotions and have instead chosen to
channel this important energy constructively to take action to deal
with their situation.
     **
YOUR PRESENT SITUATION:
     You have been drawn into an issue that concerns you.  You may
be considering taking some kind of action or hoping to join with
others who are planning action.  Perhaps, you're not quite sure
what to do next.

YOU ARE NOT ALONE:
     With a number of serious issues are facing us as a society,
many people have found themselves in your situation and decided to
get involved.

WHAT HAVE OTHERS DONE?
     Many groups have formed around issues.  Some have been very
effective, others have not.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
WHAT HAVE WE LEARNED?
     Certain types of groups have been more effective than others.
This program is based on the approach used by the more effective
groups and on observations and insights from people with experience
in grassroots work.  It has been designed to help you avoid the
most common mistakes and bring you, step by step, through the
process of setting up a group to take effective action.

WHAT DO I DO NOW?
First, it is very important to begin by understanding how you feel.

HOW DO YOU FEEL?
     Identify how you feel about what's happening to you.  People
often experience feelings ranging from helplessness and fear to
anger and outrage.
     **
YOUR FEELINGS ARE A NATURAL REACTION TO THREAT:
     A potentially threatening situation triggers the instinctive
Fight or Flight Reaction.  It's the body's natural response to
threat.

SOMETHING VITAL TO YOU IS BEING THREATENED:
     It may be a direct threat, for example, a threat to your job,
your health, your children, your property, your neighborhood or
your lifestyle.  It may be an indirect threat, for example, a
threat to your view of a sane and healthy world, to your sense of
a free and democratic society or a sustainable environment.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
SURVIVING THE THREAT: THE FIGHT OR FLIGHT RESPONSE:
Your feelings come from the basic instinct for self preservation. 
In a natural setting threat often comes in the form of a physical
attack and the Fight or Flight Response is triggered to prepare you
both physically and emotionally to meet the threat.  The intensity
of the response can range from mild (concern) to extreme (outrage). 
You may feel fear (flight reaction) or anger (fight reaction). 
Often there is a combination of both.  If escape is unlikely then
anger and outrage predominate as your body prepares for a fight.
     This reaction is so intense that it involves the whole body. 
Adrenaline is released into the blood increasing the heart rate and
blood pressure.  Blood circulation increases to the muscles in
preparation for muscle activity and decreases to the skin to lessen
the chance of bleeding from surface wounds. There is also decreased
sensitivity to pain.  All of your body's resources are mobilized to
prepare to survive the threat.
     **
THE SELF DEFENSE RESPONSE: WELL ADAPTED IN NATURE:
     When you are facing the threat of physical attack, the Self
Defense Response is well adapted.  It allows you to react
automatically to a situation where a few seconds delay could mean
the difference between life and death.

IN PRESENT SITUATION THE RESPONSE NEEDS TO BE CHANNELED
CONSTRUCTIVELY:
     In a modern setting in the context of resolving an issue, an
automatic physical response is not appropriate.  You have time to
consider your options carefully.  Although the emotional and
physical energy generated by the Self Defense Response needs to be
modified in the context of resolving an issue, the basic goal is
the same as in a natural setting.  You need to use this energy to
prepare to take action to address the situation threatening you.

     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EXPRESSING OUTRAGE: OFTEN AN UNCONSCIOUS REACTION:
     Without actually making a decision many groups find themselves
taking action to express their outrage.  Having, in effect, taken
the expression of outrage as their goal, they frame the issue in
terms of sides and take a confrontational approach.
     This offends and alienates many potential supporters and
polarizes people by forcing them to choose sides before they fully
understand the issue.  Resistance develops in the community to the
groups confrontational approach at a time when the group needs to
be reaching out for support.  As a result they have difficulty
making progress.  This can lead to more frustration and anger
within the group.  Feeling forced to more extreme behavior to have
an effect, they may take actions that can discredit their group
with the community.  The danger is that the important and
legitimate concerns raised by the group may be largely ignored
because people are put off by the groups confrontational approach.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
CHANNELING YOUR EMOTIONS CONSTRUCTIVELY: A CONSCIOUS DECISION:
     Effective groups are the ones that have seen the need to
channel this energy constructively.  They work through their
emotions to realize that their real goal is to be effective and
that being effective is more important than expressing their anger
and outrage.
     By carefully studying their situation they realize that
raising their concerns in such a way as to reach out and build a
broad base of support in their community is more in their interest
than expressing how they feel.  Building a broad and solid base of
support insures that their concerns will have to be taken seriously
and addressed.
     **
MAKING THE COMMITMENT:
     1)   DEVELOP THE DESIRE TO BE EFFECTIVE: (`I really want
to.'):  Imagine yourself working with others taking effective
action on your issue.  Imagine how it will feel to take effective
action.  Imagine the sense of empowerment you will feel as you
begin to effectively raise your concerns and appeal to a broad base
of support in your community.  Visualize people coming together in
support of your concerns. I REALLY WANT TO LEARN TO BE EFFECTIVE.

     2)   DEVELOP A CONFIDENCE: (`I can do it.'):
If you want to learn how to be effective and you're willing to work
at it then YOU CAN BE EFFECTIVE.  Why?  Because learning how to be
effective is like any other skill the more you work at it the
better you get.  The basic methods and techniques are here and they
are based on experience and common sense.  If you want to learn how
to be effective and you are willing to work at it then:
     YOU WILL BE EFFECTIVE.

     3)   MAKE THE COMMITMENT:  (`I will do it'):
You need to make a commitment to yourself that you will learn to be
effective.  **
THE COMMITMENT TO YOURSELF:
     Are you willing to take the energy that you could have wasted
in being upset and channel that energy into learning how to be
effective?

YES, I AM.

Make the following commitment to yourself (out loud with strong
feeling):

     
#****************************************************************
***********#
     # `I AM GOING TO STAND UP FOR MYSELF    #
     #    #
     #    WORK WITH OTHERS    #
     #    #
     #    AND LEARN HOW TO TAKE EFFECTIVE ACTION.' #
#****************************************************************
***********# ** Mountain Vision Software R # 1 Box 222 Colton, N Y
13625 **
MAKING A COMMITMENT CAN MAKE YOU FEEL BETTER:
     Once you've made the decision to make this commitment then you
can begin to feel less upset and angry because you are preparing to
take effective action to deal with your situation.  Why waste your
valuable energy being upset?  Gradually you will come to be
motivated less by feelings of threat and outrage and more by
positive feelings of empowerment as working with others to raise
your concerns begins to have real effect.

YOU HAVE TAKEN THE 1ST STEP:
     By making a commitment to learn to take effective action you
have avoided many of the most serious problems associated with
groups starting out and you have taken the 1st step towards
effective action on your issue.  @
< SUMMARY 2 > SEE YOUR SITUATION CLEARLY: RISE ABOVE PERSONAL
INVOLVEMENT:

     << CLEAR VISION: >>
     Climb the mountain and rise above personal involvement to get
the detached overview.
     If you find you have unresolved feelings then take time to
translate your feelings into information.  This can give you
valuable perspective that will help you avoid giving Strategic
Advantage to your Adversary and will protect you from the dangers
of Emotional Reasoning.
     Your most valuable insights will come from clear vision and
clear thinking. See what's happening now and the possible
alternative paths in the future.

     The Goal Is To See Without Reacting Emotionally.
     **
THE TASK OF SEEING:
     To see most clearly, you must look at the situation as though
you were not involved in it.  Be detached, objective, and careful
not to allow your emotions to distort the facts.  Rise above
personal involvement. Your strategy and actions will be effective
only to the extent that you have based them on clear vision.

NEED TO BE AWARE OF HOW YOU FEEL:
     Emotional involvement in a issue makes it hard to be objective
and to see your options clearly.  Your feelings may influence how
you react without your being aware of it and may distort your view
of the situation. In order to lessen the unconscious role of
emotions in your decision making, it is important to be aware of
how you feel through each step of the process. By understanding how
you feel you will be able to see the situation and your involvement
in it more clearly and gain important advantages.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
TO SEE CLEARLY: FEELINGS NEED TO BE CLARIFIED AND RESOLVED:
     It is important to address feelings as they come up because:
=> Your Feelings May Contain Valuable Information You May Not Be
Aware Of <= => Unclarified Feelings Can Give A Strategic Advantage
To Your Adversary <= => Unclarified Feelings Can Lead To Emotional
Reasoning (unclear thinking) <=

=> YOUR FEELINGS MAY CONTAIN VALUABLE INFORMATION YOU MAY NOT BE
AWARE OF <= Your feelings are often not conscious, they may be in
the `background'
and unnoticed.  Until you look at them more closely you may be
unaware of what they are telling you.
     EXAMPLE:  Your group may be on the verge of taking an action,
but you feel very uncomfortable with it. This vague feeling is a
reaction to some parts of the plan that you don't feel right about. 
Working to clarify these feelings may, for example, reveal that you
don't accept certain details of the proposed action.  Once you
become aware of the specific details that you have problems with
then you can use this information in your decision making.
     **
TRANSLATING FEELINGS INTO INFORMATION: IDENTIFY HOW YOU FEEL:
     Sit down in a quiet place and write down how you feel.  Often
how you feel will not be clear.  Give yourself time, a few times
during the day, ask yourself how you feel about your situation. 
Often after waiting until the next morning, after `sleeping on it',
your feelings will become clear.
     EXAMPLE: `I feel overwhelmed by this problem, I'll never be
able to do anything'

THE CAUSES: WHY DO YOU FEEL THIS WAY ?
     After you identify how you feel ask yourself why you feel this
way.  Often there are multiple causes. If the causes aren't clear,
try taking a day to clarify the causes, ask yourself again after
`sleeping on it'.
     EXAMPLE: The causes: `I feel overwhelmed because our Adversary
is so powerful and I don't have the time in my life to deal with
this problem now.'
     **
WHAT YOUR FEELINGS ARE TELLING YOU: INFORMATION:
     The causes of your feelings are concerns that need to be
addressed.  Once you identify the causes, you can use this
information in your decisions.
     EXAMPLE:  To begin to address your feelings about being
overwhelmed by a powerful Adversary, consider that a powerful
Adversary will not allow you many mistakes, therefore before you
take any actions, make sure you spend plenty of time considering
all your options carefully.
     EXAMPLE: To address your feelings about not having enough time
in your life to deal with your situation: decide how much time you
can afford on your issue and still keep your life in balance. 
Perhaps, since working with a group is a social event you could
(temporarily) take time from other social events.
     Once your feelings are translated into information they become
clear and understandable, and will not be having a hidden influence
on your decisions.
     **
=> UNRESOLVED FEELINGS CAN GIVE A STRATEGIC ADVANTAGE TO YOUR
ADVERSARY <= If your feelings are unresolved and unclarified then
you may not be
aware that they are influencing your behavior.  This presents a
real problem because, although you may not aware of it, your
Adversary may not only be aware of it but be prepared to use it to
their advantage.
     For example, if there is an element of emotional reaction in
your position in certain `sensitive areas' then your Adversary can
`bait' you into reacting emotionally by making statements that `get
you going'.  They can do this often without being obvious to
outside observers (ie: the press and the public). This can then
cause you to `overreact' and make statements and take actions that
you will later come to regret.  The same method is often also used
to divert your energies into side issues (areas of your Adversary's
choosing) and away from your real goals.
     By understanding how you feel you will not leave yourself open
to this danger and your actions and strategy will be less
predictable to your Adversary because they are not based on an
emotional reaction.
     **
=> EMOTIONAL REASONING <=
     This occurs when your feelings are influencing your ability to
see clearly without you realizing it.  For example, you may not
`want' to see some strength in your Adversary's position, or your
`fear' may cause you to see strengths that aren't really there. 
This subtle distortion in your view comes about through a process
that we will call Emotional Reasoning.

THE EMOTIONAL REASONING PROCESS:
     You decide emotionally and unconsciously what you `want to
see' and what you `don't want to see', then you find rational
arguments to justify these assumptions.  Your arguments appear
reasonable but they are based on an unreasonable (emotional)
distortion of the facts.
     **
EXAMPLE EMOTIONAL REASONING:
     Emotional Reasoning may be involved in a statement like this:
`Because our Adversaries are outsiders, we don't have to worry
about them having much influence on the Town Board.' This
conclusion may have a reasonable component: in general,`outsiders'
may have less influence on the Town
Board than `locals'.  However, it may be ignoring an important
consideration.  For example, your Adversary's action may bring
money into the community and new tax revenues.  This clearly could
have an influence on Town Board decisions. Wanting to feel less
threatened by your Adversary may have allowed Emotional Reasoning
to cloud your vision and lead to a distorted conclusion.
     **
EMOTIONAL REASONING: A FORM OF BLINDNESS:
     This is a very serious form of blindness because it is
selective.  You see some parts clearly and other parts not at all. 
As a result, your methods and actions will be effective when you
see clearly and ineffective when you don't.  A setback could cause
you to doubt your methods and strategy when, in fact, the problem
really lies with blind spots in your vision caused by Emotional
Reasoning.

SEEING CLEARLY: ALWAYS MOST EFFECTIVE METHOD:
     When your Adversary seems especially powerful it is easy for
your feelings to lead you into hiding from the facts by slipping
into Emotional Reasoning.  However, even when the odds against a
group seemed overwhelming, groups have been very effective by
seeing their Adversary's real strengths and weaknesses clearly and
accurately.  They were then able to avoid wasting energy on their
Adversary's strengths and instead made progress by finding ways to
concentrate on weak points in their Adversary's position.  @
     < SUMMARY 3 >  SEEING THE BALANCE OF POWER:

     << 3 GROUPS OF PEOPLE INVOLVED: >>
     The balance of power can be viewed in terms of 3 groups: Your
Group, Your Adversary, and the Larger Community (all those people
not yet actively involved).  Change in the balance of power will
come as people from the Larger Community come to support either
your position or your Adversarys'.

<< SEEING THE POTENTIAL FOR CHANGE IN THE BALANCE OF POWER: >>
     Many groups start out by taking a strong position and try to
rally supporters to their side.  Forcing people to take sides at
the beginning of an issue can lead to a series of problems (see
Choosing a Position: outline).
     For the more successful groups the focus has been, not on how
many people you can initially rally to your side, but on how few
people you push towards your Adversary.  This is important because
often radical initial positions actually activate people leaning
towards your Adversary who would not have become active except in
response to your position. They did not move towards your
Adversary, they were pushed by your action.
     Keep in mind that people who are not alienated by your actions
are usually willing to listen to a reasonable presentation of your
concerns.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
YOUR GROUP:
     At this point your group is just setting up and may be made up
of a only few actively involved people.  Don't be in a hurry to
expand this group until you're ready to deal with more people.  2
to 7 active people is a good size for setting up a group because it
is small enough to work together well and yet still have some
diversity of opinion.  This small group will be all you need to set
up to get things going.

EXAMPLE: YOUR GROUP:
     A number of people have talked to you about concerns they have
with the issue and given ideas, but only a handful of people are
actually getting together to make plans and decide what to do. 
Consider the actively involved people possible members of your
initial Core Group.  All others interested, but not actively
involved, can be considered your Interest Group.  These 2 groups
will form the basis of your organized group later on (see Expanded
Group: outline).
     **
YOUR ADVERSARY: A NARROW DEFINITION:
     Your Adversary:  those people actively and publicly supporting
the position that causes you concern, to the extent that they are
unwilling to consider alternatives.
     NOTE: It is important to use a very narrow definition to be
careful not to define people as your Adversary when they are not. 
A narrow definition would not automatically define a whole group as
your Adversary.
     For example, a group may `support' a position that causes you
concern when a majority (1 more than half of the group) favors the
position.  A large, though minority, part of the group could have
serious reservations and be willing to listen to reasonable
alternatives.  These people, although part of the group you that
you `feel' is your Adversary, would not be considered Adversaries
merely because they were associated with that group. Instead, they
would be considered part of the Larger Community that is leaning
strongly towards your Adversary's position, but they might still be
open to change.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EXAMPLE: NARROW DEFINITION OF YOUR ADVERSARY:
     The County Legislature decides to site a landfill in your
area.  Your initial reaction might be to consider the County
Legislature as an Adversary.  This could be a mistake.
     CONSIDER:  How did the legislature arrive at the decision?
     First it might set up a committee, appoint a commission,
direct its staff, or hire a company to draw up recommendations. 
The recommending group would then set forth a plan for the
Legislature to act on.  Even within the group drawing up
recommendations, there may not be full agreement.  When the
proposal passed the Legislature, some legislators may have voted
against it or abstained, even those who voted yes may have had
reservations.  Only those people in any of these groups involved in
the process who actively and publicly support the plan and are
unwilling to consider any adjustments or alternatives would be
considered your Adversary.  Most County Legislators would be
sensitive to public opinion and would not be considered Adversaries
unless they clearly demonstrated themselves to be totally
inflexible.
     **
WHEN DIFFICULT TO IDENTIFY AN ADVERSARY: WORK WITH YOUR GOVERNMENT:
     In some issues, where it may be difficult to identify an
Adversary, you can work with your government (Decision Makers) to
raise your concerns.
     For example, during hard economic times with many people
unemployed taxpayers groups may form to address the problem of high
taxes to support those unemployed.  Although some people may
initially feel that the unemployed people are their Adversary, a
careful look at the situation would reveal that economic conditions
lead to the unemployment problem.  Since unemployed people are not
in a position to change the economic conditions that lead to their
unemployment, taxpayers groups could begin by working to raise
their concerns with their government.  For example, could action be
taken by government to address the fundamental economic problems
that cause both unemployment and high taxes? (ie: Is unfair foreign
competition undercutting domestic jobs?) Could those receiving
extended unemployment benefits be providing needed services to the
community through job programs?  Both the taxpayers and the
unemployed have the same fundamental concerns: effective use of
public resources and improved work opportunities.  The taxpayers
groups and the unemployed could join together to work with their
Government (Decision Makers) to take action.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
THE LARGER COMMUNITY:
     The final group to be considered is by far the largest because
it includes everyone not in your group or your Adversary's.  The
Larger Community, in a democratic society, is also the most
powerful both in terms of resources and political power.  It has a
potential to influence the situation to a major degree.  Depending
largely how you act, this group can move towards Your Group,
towards Your Adversary, or remain uninvolved.  It would be a
critical mistake to underestimate the potential impact of this
group and their ability to bring, even indirect, pressure to bear
on the situation.  Be mindful of your influence on the Larger
Community because every move you make has an effect. This is
especially important in the beginning when you set up and take a
position.

THE LARGER COMMUNITY: PEOPLE LEANING TOWARDS YOU OR YOUR ADVERSARY:
     There is a natural tendency for certain people to lean towards
either your position or your Adversary's.  These people, while part
of the Larger Community, may begin to move in the direction that
they are leaning, early on, and therefore require special
consideration.
     **
PEOPLE LEANING TOWARDS YOUR GROUP:
     There are people with a natural tendency through background,
past experience, or common interest to move towards your group.  In
general, people leaning towards your group will move towards you on
their own.  At this point, before you're set up, you do not want to
encourage this movement because you are not yet organized to handle
more people.  You can view these people as a reserve waiting to be
drawn into your group as they are needed.

PEOPLE LEANING TOWARDS YOUR ADVERSARY:
     Through circumstances, past association, or perceived common
interest, these people have a tendency to move towards your
Adversary's position.  This group will be the most sensitive to any
of your actions. Because it won't take much to push them towards
your Adversary, this group needs to be studied in more detail.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
PEOPLE LEANING TOWARDS YOUR ADVERSARY: KEY GROUP:
     The change in the balance of power will come as people from
the Larger Community begin to move to support your position or your
Adversary's.  Under no circumstances is it in your interest to add
support to your Adversary.
     Unlike people leaning towards you, who will tend to move
towards you almost no matter what you do, the group leaning towards
your Adversary will need special attention.  What they decide to do
depends to a large degree on what initial position you decide to
take.  Since this group is very sensitive and likely to move first,
you would be wise to review all your proposed actions so as not to
give reason for these people to move towards your Adversary.  If
you act carefully, especially in forming an initial position, many
of these people may remain part of the Larger Community and not
take an active part in supporting your Adversary's position.  If
you are especially careful to be aware of their point of view, you
may even succeed in having them consider your position.
     **
EXAMPLE: PEOPLE LEANING TOWARDS YOUR ADVERSARY:
     A military low altitude flight path was proposed for a rural
area.  The problem, from the point of view of group organization,
was that, being a rural area, many people found educational and
training opportunities by joining the military.  Almost every
family had relatives who had been in the military and many
considered themselves strong military supporters.
     A group formed to address the issue and, being sensitive to
the situation, decided to make it clear that their group was not
against the military. They also decided not to take a position
against the flight path because that could have pushed people into
supporting their Adversary.  Instead they chose to raise concerns
and present well documented evidence about possible adverse effects
of the flights on people in the flight path.  This approach allowed
the group to work together with people who may have been initially
leaning towards their Adversary but had concern for effects of the
flights.
@
< SUMMARY 4 > CHOOSING A POSITION: AVOID ALIENATING PEOPLE, KEEP
OPTIONS OPEN

<< THE IMPORTANCE OF THE CONCERNED POSITION: >>

     The Concerned Position, of raising your concerns without
framing the issue in terms of sides, is the cornerstone of your
strategy for effective action.  It allows you to gather together a
broad base of support without alienating potential supporters or
polarizing people into working against you.  By taking a reasonable
position and minimizing the use of confrontation, you become a
credible group and people expect your concerns to be addressed. 
This allows you to keep all your options open and puts you in the
best position to change the balance of power by appealing to the
Larger Community.
     **
BEGINNING: A CRITICAL PHASE: YOUR CHOICE OF SET UP HAS LONG TERM
IMPACT:  As The Twig Is Bent, So Grows The Tree.  Many of the basic
characteristics of your group are determined by your choice of set
up.  Decisions made at this time will influence what options will
be available to you in the future.  Through your set up, you
introduce yourselves to the public and they get their first
impression of you as a group.  Your reputation and ability to
influence people will depend on how you choose to set up.

SET UP DETERMINES TO A LARGE DEGREE YOUR EFFECTIVENESS:
     Surprisingly, the biggest differences between effective and
ineffective groups are found in how they set up.  Decisions made at
the very beginning can often be identified as the source of many
later difficulties.  The choice of set up is often the single most
important decision that distinguishes effective groups from
ineffective ones.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
INEFFECTIVE GROUPS OFTEN SET UP SPONTANEOUSLY:
     Outrage is often the initial motivation for group formation
(see Transformation: outline).  It is very easy for groups to be
`taken over' by their outrage and organize around how they feel. 
Most ineffective groups follow this path, and fall into the
Strategy of spreading outrage out into the world in hopes of
gaining attention to their plight.  Conflict, confrontation and
polarization work against them to seriously lessen their
effectiveness.

EFFECTIVE GROUPS DECIDE CAREFULLY HOW TO SET UP: YOU DO HAVE A
CHOICE:  Ineffective groups often don't realize they are making a
decision by
setting up spontaneously.  They feel this is the natural way to set
up and never even consider other options.  The groups that have
been most effective have realized, to one degree or another, that
they have a choice in set up and they consider their options
carefully.
     **
SET UP INVOLVES 2 AREAS: POSITION AND ORGANIZATION:
     By your choice of initial POSITION on the issue you will set
up to begin to influence the Larger Community.  Your choice of
ORGANIZATION will create the structure within your group.  Both
areas are important because a well organized group must work
through a carefully chosen position to reach the Larger Community
and influence the balance of power.

CHOOSING YOUR POSITION: GUIDELINES FOR IDEAL INITIAL POSITION:  The
ideal initial position is one that:

=> Appeals To The Widest Possible Audience: <=
     (Why risk excluding potential supporters?)

=> Does Not Offend Or Alienate People: <=
     (Why risk having conflict and confrontation push people away?)

=> Does Not Force People To Choose Sides: <=
     (Why risk polarizing people into working against you?)

=> Keeps All Your Options Open: <=
     (Why narrow your future choices ?)
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
=> IDEAL POSITION APPEALS TO THE WIDEST POSSIBLE AUDIENCE: <=
     To be effective you need a broad base of support and at this
point you can't really predict where all your support will come
from.  Often groups have found common interest with individuals and
groups that don't normally work together but are brought together
by an issue.  Why risk excluding unidentified potential supporters
by your position ?

EXAMPLE: APPEALS TO WIDEST POSSIBLE AUDIENCE:
     Environmental groups are often at odds with hunters and
loggers. On the issue of forest management a common interest could
be found.  Sustainable yield forest management, on a county wide
plan, could potentially benefit each group. (Sustainable yields
cuts at no more the rate of regrowth in an managed area).  LOGGERS
could benefit with long term job security instead of the boom and
bust cycles of cutting all the trees and moving out of an area. 
HUNTERS could benefit from increased animal populations due to new
growth habitat from forest cutting.  ENVIRONMENTALISTS could
benefit from the acceptance of environmentally sound forest
management with better control of soil erosion and more wildlife
diversity.  Local activities like hunting and cutting firewood can
be consistent with Environmentalism.  This practice could also
favor small local logging operations and keep money in the local
economy.
     **
=> IDEAL POSITION DOES NOT OFFEND OR ALIENATE PEOPLE <=
     Conflict by its very nature is irritating and makes many
people very uncomfortable.  They feel conflict and confrontation
are things they would like to avoid.  As a result, if conflict
surrounds your issue, people (especially those who are not directly
involved) will tend to avoid dealing with your issue.

CONFRONTATION CAN LEAD TO PUBLIC RESISTANCE TO YOUR POSITION:
     As the level of confrontation rises, it begins to demand
attention.  Although this can increase public awareness of your
group, it comes at a high price.  If the conflict is extended
(which is the most common case) and no resolution is in sight, then
people get frustrated and begin to feel that your problem is
unsolvable. This can lead to a public frustration with your case
and a feeling that it is a `lost cause'. In addition, after a
period of extended conflict, people begin to filter out news
related to your issue. (ie:  avoid reading news articles, etc.)
     Confrontation may have a place at certain times and situations
(see Confrontation: outline), but it has no place in your initial
position.  Confrontation in a starting position alienates people,
narrows your base of support and can actually generate resistance
to your position.
     **
=> IDEAL POSITION DOES NOT FORCE PEOPLE TO CHOOSE SIDES: <= PUBLIC
RESISTANCE TO CHOOSING SIDES:
     Taking a position on one side of an issue (for or against)
makes people in the Larger Community feel they must decide if they
are for or against your group.  They often don't have the time or
interest to evaluate all the facts, and they feel you are forcing
them to decide before they have time to hear both sides.  They may
have initially been willing to listen but may now resent being
forced to take a position.

PUBLIC RESISTANCE TO ONE SIDED VIEW:
     The fact that you have already taken a position raises the
question of your reliability as a source of unbiased information. 
This generates natural resistance and suspicion.  In addition, if
conflict also surrounds the issue, then public resistance could
grow into a real hostility to your group.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
=> IDEAL POSITION: KEEPS ALL YOUR OPTIONS OPEN <=
     Conditions may change. Often at the setup stage you have no
idea what situations you'll be facing later on.  Don't start out
with a narrow position that limits your future choices.  Often
narrow positions are irreversible.
     For example, if you start out as a moderate group concerned
about the issue but not taking a side (for or against) then in the
future you may decide that you need to take a stronger position. 
This option is always available.  A moderate group that has gained
public support and later decides to take a stronger position often
brings a lot of their broad based support with them.  On the other
hand, a group starting out taking a strong initial stand on one
side of the issue can never change its position to a moderate one
(not taking sides) because no one would ever believe such a
reversal.
     Keeping all your options open means you always delay as long
as possible decisions that are irreversible.
     **
-----------------------------------------------------------------
------------ CONCERNED POSITION: PROPOSAL FOR IDEAL INITIAL
POSITION:
     Your goal in forming your group is to raise concerns about the
issue and to reach out to build a broad base of support in your
community for having those concerns addressed. You have decided the
best way to do this is to avoid framing the issue in terms of sides
(ie: for and against) because you are trying to avoid polarizing
people and alienating potential supporters by forcing them to
choose sides. Instead you want to bring together everyone who has
any concern with the issue into a powerful base of support to
insure that your concerns will be addressed. If a stronger position
on the issue is needed (ie: a yes or no decision), you will wait
until it is necessary to take that position and it will be based on
how well your concerns have been addressed.
-----------------------------------------------------------------
------------ CONCERNED POSITION MEETS ALL GUIDELINES FOR IDEAL
POSITION:
     => Appeals To The Widest Possible Audience: <= You are
appealing to those concerned for any reason.
     => Does Not Offend Or Alienate People: <= Your position does
not alienate people because it is reasonable and
nonconfrontational.
     => Does Not Force People To Choose Sides: <= You have made it
clear that your group is not choosing sides and you are not asking
others to do so.
     => Keeps All Your Options Open: <= A concerned position keeps
options open.  ** Mountain Vision Software R # 1 Box 222 Colton, N
Y 13625 **
CONCERNED POSITION: BEST CHANCE OF SUCCESS
     Even if you feel strongly that you want to come out supporting
one side of the issue, you will want to consider very carefully the
benefits of the Concerned Position.  It allows you to raise your
concerns without setting people against each other and it gathers
together and unites all people with any concern with the issue.  As
a result, it has the potential for building the widest possible
base of support and therefore has the best chance of success.
     **
MAKE THE CONCERNED POSITION PUBLIC:
     The main reason for making your position public as soon as
possible is to establish the Concerned Position as the focus of
group formation and organization.  If you delay in publicly
presenting this position, one or more other groups may form based
on a more limited view of the issue and with a much narrower base
of support.
     For example, a group may form that takes a strong stand that
defines `sides' (for or against).  It may become the rallying point
for some individuals, while alienating many others who are
concerned but feel they need more information before making a
decision.  This kind of group formation will lead to a
fragmentation of your potential base of support into small
polarizing groups.  It's easier to have people move to the
concerned position in the very beginning than it is to try and show
groups, that have already taken a strong position, the advantage of
the strategy behind a concerned position.  ( Note: Once
polarization has begun around an issue, it is often difficult to
reverse.  Even if polarization has begun, a Concerned Position can
provide a welcomed alternative to groups already formed.)
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
IF NECESSARY CONSIDER REDEFINING YOUR POSITION TO BE MORE
EFFECTIVE:
     Even if your group has already taken a strong position on one
side of the issue (`for or against'), you can still take advantage
of many of the benefits of the Concerned Position by deciding to
redefine your group's position.  Instead of continuing to present
the issue in terms of sides, you can refocus on raising specific
concerns.  If your group's name frames the issue in terms of sides
(Citizens Against .., etc.) then consider renaming your group to
stress your concerns.  Remember, the Concerned Position allows you
to reach out to include more people, it does not prevent your group
from taking a stronger position (`for or against') at some time in
the future if it becomes necessary.
     Carefully consider the very important benefits of this
Strategy.  Would it be worth redefining your position if it gave
you a broader base of support and put you in a much stronger
position to resolve your issue?
     **
CONTACT PERSON: KEY POSITION
     Publicly announcing your position establishes your group as
the contact point for people concerned with the issue.
     Your contact person is a key position in your initial setup.
The choice of contact person is very important as he or she will be
the first contact that people will have with your group.  The ideal
contact person needs to be friendly and enjoy working with people. 
This person MUST be fully committed to the value of maintaining a
moderate Concerned Position.  Any person with a tendency to see the
issue in terms of `sides' will be very likely to slip into that
attitude with the public.  The person will need ready access to a
phone (or answering machine) and have a contact address to give out
(perhaps a post office box number).
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
CONTACT PERSON: JOB DESCRIPTION
     The contact person for your group will be expected to:
--   Get the name and address and phone number of interested people
who reach your contact number or address.  This list will form the
basis of your Interest Group.
     --   Find out their areas of concern.
--   State that your group has decided to develop a broad base of
support by raising concerns about the issue without taking a side
(for or against).  Your strategy is to make the focus of public
attention the specific concerns that you think need to be
addressed.  You feel this will get more people involved than a `for
or against' position.
--   Give out what information you have on the issue: keep this
information factual, unemotional and consistent with a Concerned
Position.
--   Inform them how you'll be getting in contact with them (by
phone or mail) to let them know when you'll be meeting to discuss
the issue.
--   (optional) Would they like to be actively involved in the
group? What are their areas of interest? What skills and time do
they have?
--   (optional) What information do they have on the issue?  **
THE NAME OF YOUR GROUP:
     Going public requires at least some informal definition of
your group.  If you are not ready to choose a name at this time
then identify yourselves as a group of people concerned with the
issue (defined in general and nonpolarizing terms) and then state
your position (see Concerned Position).
     If you choose a name make sure it reflects a group that is not
taking sides.  A formal name could, for example, contain the word
`concerned', but using the word `against' in your name would not be
advisable.  The word `For' could be used only if it redefined the
issue to include both sides.  Make sure that the first letters of
each word in your name makes a phrase you can live with (ie: not be
offensive) or perhaps even use to advantage.  Also avoid defining
your group too narrowly and thus excluding some people.

EXAMPLE:
     The Coalition On Low Altitude Flights was known as COLAF. 
This was an easy to remember and pronounce name.  A name that
abbreviated to UPSET would not be consistent with a Concerned
Position because it would be too strong.

----------
     < SUMMARY 5 >  FORMING A GROUP:  DEVELOP CONSENSUS:

     << FORMING A GROUP AROUND YOUR POSITION: >>
     The initial Strategy of taking the Concerned Position of
raising your concerns without framing the issue in terms of `sides'
will be the source of your power as a group and the basic
foundation for your work towards effective action.  This position
is so important that you will want to consider choosing this
position first and then forming your group around this position.

     << SMALL CORE GROUP NEEDED TO SETUP: >>
     Before trying to gather a number of people together on your
issue, you will need to set up to be ready for them.  Setup is a
very important part of group formation and is best accomplished by
a small group of people.  This small group (the Core Group) will
establish the basic organization and Strategy of your group and
build a good foundation for including more people later on.
     It is important to resist the temptation to gather together as
many people as possible to set up because large groups are
difficult to work with, especially when you are just starting out. 
Working in a small group first will give you valuable experience
that will prepare you for working with more people later on.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
PROBLEMS IN LARGER GROUPS:
     Bringing together a number of people with different
backgrounds and points of view in a large group makes it difficult
to reach agreement and focus action.  In addition, there are a
number of tendencies that increase as group size increases that
have the effect of excluding some types of people from
participation while favoring others.
     Studies have shown that as group size increases many people
become more reluctant to talk in front of the larger group, and a
few of the more forceful people come to do more of the talking and
decision making.  The others feel less personally involved and less
needed.  Their interest in the group declines and many stop coming
to meetings.  The result is that the more forceful people dominate
in a larger group at the expense of the less forceful people.  This
can then lead to a serious erosion of the group's grassroots
support.
     **
SMALL GROUPS: MANY ADVANTAGES:
     In contrast to large groups, small groups tend to encourage
full participation by all members.  People report high satisfaction
with their involvement in small groups.
     Studies have shown that people in small groups relate more
personally with each other, feel more free to talk, and have more
time to talk.  In addition, the feeling of friendly positive
association with other members allows the group to work together
without needing a leader or formal structure.

IDEAL SIZE OF WORKING GROUP: 2 TO 7 MEMBERS:
     When group size increases above 6 or 7 members then the
characteristics of a large group predominate.  Experience and
studies have shown that the ideal size of a group of people working
on a project and making decisions together is between 2 and 7
people (with an average of 4 or 5).  Small groups of this size are
ideally suited to handle the setting up of a group to get ready for
more members later on.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
CREATING THE CORE GROUP:
     The Core Group of 2 to 7 members could be formed by inviting
people who are concerned with the issue and willing to make a
commitment to put a significant amount of time and energy into
setting up the group to get off to a good start. Once the group has
been set up, Core Group members are then free to decide to take a
less active role.

DIVERSITY IN THE CORE GROUP: AN ASSET:
     While being careful to choose people who will be likely to
work together well, try to include people from as wide a range of
backgrounds and points of view as possible.

     **
PEOPLE BEST SUITED TO CORE GROUP PARTICIPATION:
     Emotions are important in motivating people to take action on
an issue.  Core Group members need to be motivated to be willing to
commit a significant amount of time and energy into setting up the
group.  At the same time, they will need to develop the ability to
be detached and objective to see the situation clearly.
     The best candidates for the Core Group come from people who
are average to slightly above average in their emotional
involvement in the issue.  People more emotionally involved than
this are not well suited to participate in the Core Group because
they have difficulty in developing the necessary detachment to rise
above their emotional involvement in the issue. These highly
motivated but emotional people are better suited to participate in
the group after it is set up.  Their emotional energy can then be
channelled into specific projects where they can see the results of
their work and feel that their contribution is having an effect.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
IF THE NUMBER OF PEOPLE EXCEEDS 7:
     If there is no way to reduce the number of people who will be
actively involved in the Core Group then you need to set up the
Expanded Group.  This involves more work in organization and
structure.  (See Expanded Group: in this section groups are
structured with different responsibilities in an attempt to keep
the advantages of small groups while allowing an active role for
more people.)
     **
DEVELOPING CONSENSUS IN YOUR GROUP: PROBLEMS WITH MAJORITY RULE IN
SMALL GROUPS In large groups majority rule may be a practical
method of making
decisions.  In small groups majority rule can be destructive to the
sense of unity within the group and lead to serious problems over
time.
     EXAMPLE: A small Core Group of 5 people are deciding on an
important action.  There is a major difference of opinion within
the group leading to a vote of 3 members voting for the action and
2 voting against.  Majority rule would allow the action to take
place.  The result would be that 2 members would feel very
uncomfortable with the action and question the importance of their
input in the process.  This could lead to serious damage to the
working relationship in the group.  If this happened a number of
times then the members losing the vote would have a strong tendency
to withdraw from the group, resulting in a loss of valuable input. 
In addition, the concerns raised by the members voting against the
action probably also represent concerns that other members of the
community may have.  These are concerns that need to be addressed. 
Majority rule would allow action to be taken while serious concerns
remain unresolved.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
CONSENSUS IS WORTH THE EFFORT:
     In Consensus decision making, no action is taken without the
acceptance of all members of the Core Group.  As different points
of view come up they are addressed to the satisfaction of each
member before going on.  This method is practical in small groups.
     The key to Consensus is careful attention to the concerns of
each individual.  As each person senses their input is valued, they
gradually become more willing to reach a compromise for the good of
the group. The time spent in reaching Consensus is more than
compensated for by the sense of community and mutual respect that
develops within the group. This high motivation and personal
involvement can help carry the group through even the most trying
times.
     **
CONSENSUS: DISTINCT ADVANTAGES:
     Small groups can benefit from using Consensus in a number of
ways because:
--   People are less likely to leave the group when their input and
concerns are valued.
--   By refraining from decisions that alienate individual members,
Consensus fosters mutual respect and a good working relationship
within the group.
--   In developing Consensus, people within the group learn the
skills of negotiation and compromise that will prove valuable in
the future.
--   Concerns raised by individual members may represent concerns
that will arise in the larger community. By addressing them before
action is taken many potential problems are avoided.
--   Consensus, by refraining from any action that does not have
the support of all the members, tends to minimize the dangers of
overzealousness that characterize many groups dealing with
emotionally charged issues.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
HOW DOES CONSENSUS WORK:
     A proposal for a position or an action is presented.  Members
raise their concerns and suggest possible problems with the
proposal.  Through discussion the proposal is revised to address
the problems raised.  Members comment on the revised proposal and
the process is repeated as long as there is progress.

DO WE HAVE CONSENSUS ?
     The proposal is stated and the question is asked `Do we have
consensus on this proposal?' Each member is individually asked what
is their reaction to the proposal in its present form.  A member
can take any one of the following positions:
--   I agree.
--   I agree but still have some concerns (state the concerns).
--   I disagree for the following reasons (state the reasons) but
I don't feel it is an important enough issue to block Consensus so
I'll step aside and allow it to pass.
--   I disagree and feel it is an important enough issue that I can
not support it in its present form. Block Consensus.
     **
IF CONSENSUS IS BLOCKED:
     If Consensus is blocked then the action or position can not be
taken in its present form.  An attempt is made to come up with a
compromise that will satisfy all the concerns or a new proposal is
made.

ALTERNATIVE METHOD TO BREAK A DEADLOCK:
     In groups that are seriously and conscientiously trying to
come to an agreement, consensus works well.  Blocked consensus can
often save the group from serious mistakes and lead to alternative
proposals that are more beneficial to the group.
     Some groups decide there may be a need for a method of
breaking a deadlock.  Provisions can be made for a vote (usually
some number above majority) if a number of serious attempts are
made and no consensus is reached.  The decision to use this method
must be made very carefully because it has all the disadvantages of
majority rule and, in addition, it often leads to the resignation
of members who have their votes over-ridden.  If used at all, it
should be used only to deal with a very serious situation.  Most
small groups are fully satisfied with consensus and never feel the
need for such an action.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
`WE HAVE CONSENSUS'
     Once Consensus has been reached, the proposal will go on to
Role Playing where it will be tested to make sure it will have the
desired results.  @
     < SUMMARY 6 > ROLE PLAYING: PUTTING YOURSELF IN THEIR SHOES:

     << ABILITY TO PREDICT THE FUTURE: >>
     What if you had the ability to predict the future?
     Imagine if you could:
     --   know how key groups in your community could react to your
position.
     --   anticipate your Adversary's reaction to your move.
     --   have a good idea on what angle the media would take on
your action.
     --   have a sense of how the public could respond.
With this information you could see and avoid many potential
problems.

<< ROLE PLAYING: KEY TO VALUABLE INSIGHT INTO THE FUTURE: >>
     Through the use of Role Playing you can begin to anticipate
the reaction of key groups to your group's contemplated actions. 
You can predict to a surprising degree if your action or position
will produce the desired results.  How?  By carefully studying the
influences and pressures on each of the key groups involved in your
issue and putting yourself `in their shoes', you can begin to see
how they think and feel.  By gathering more information on how each
of the key groups acted in the past you can come to know them
better and improve the accuracy of your predictions.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
KEY QUESTION: IF I WAS IN THEIR SITUATION, WHAT WOULD I DO?
     This powerful technique is based on a simple principle: people
react to the pressures and influences of their situation in
predictable ways.  In any given situation there are only a limited
number of options available.  To the extent that you can accurately
`put yourself in the shoes' of each of the key groups and gain
insight into how they think and feel, you can have a pretty good
idea what options are available to them and which ones they are
most likely to choose.  This is the key to success in Role Playing. 
The more you use the Role Playing technique the easier it will be
to see things from their point of view.

ROLE PLAYING GIVES POWERFUL ADVANTAGES.
     It allows you to:
     1)   Avoid making critical (and often irreversible) mistakes
in public.
2)   Be prepared for immediate reaction to the press or your
Adversary by having prepared responses to questions and actions you
anticipated through Role Playing.
     3)   Develop better alternatives than your original planned
actions.
4)   Anticipate and be prepared for the next round of moves and set
the stage for long range plans by learning to see a few moves
ahead.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
ROLE PLAYING AN ENJOYABLE ACTIVITY
     Many people find Role Playing an enjoyable part of working
with their group.  By involvement in Role Playing, people often
discover abilities that they rarely use and then enjoy going on to
develop new skills in this area.  The excitement and feeling of
accomplishment in accurately predicting the behavior of a key group
is great incentive to continue working with this technique.  People
are often surprised to find that developing the Role Playing
technique can give valuable insight into other areas of their
lives.
     **
SETUP FOR ROLE PLAYING: IDENTIFY KEY GROUPS
     What people and groups are likely to be effected by (or
interested in) this issue?  You will need to sit down in your Core
Group and identify the key groups likely to be involved and define
their relationship to the issue and to the other key groups.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
KEY GROUPS LIKELY TO BE INVOLVED:
     Key groups are likely to come from the following categories: 
ADVERSARY: strongly committed to the point of view that causes you
concern.  PEOPLE LEANING TOWARDS YOUR ADVERSARY: people or groups
with a strong motive
     to move towards your Adversary's position.
AGENCIES INVOLVED: Often various government agencies are directly
or indirectly involved in the process of resolving an issue. Define
their roles.  (ie: Town Boards, Planning Boards, County
Legislatures, State agencies, etc.)
INTERESTED PEOPLE AND GROUPS:  Who is likely to be effected by or
interested in this issue? Groups of people may be involved by
occupation, economic class, neighborhood, ethnic background, common
interest, and other factors.
THE PUBLIC:  The average person not directly involved in the issue.
How would they view your involvement in the issue?  Anticipate
public opinion.
THE MEDIA:  Newspapers, radio, TV and local publications.  At
first, concentrate your attention on your local and regional
newspapers.
After establishing yourself, you can begin to expand your focus as
needed.  (NOTE: Issues of public concern involve a number of
aspects that need detailed explanation.  They are best presented
initially through the written word.  Because newspapers are not
limited by the `on-air' time constraints of radio and TV, they are
well suited to present an in-depth coverage of the issue.)
     **
EXAMPLE: IDENTIFY THE KEY GROUPS INVOLVED:
     A citizens group, concerned with a military low altitude
flight path proposed for their rural area, initially identified the
following Key Groups to consider in their Role Playing Sessions:
     ADVERSARY: Branch of the military involved.
     PEOPLE LEANING TOWARDS YOUR ADVERSARY: Veterans' Groups.
AGENCIES INVOLVED: The State Department of Environmental
Conservation was involved because Environmental Review procedures
applied. The flights crossed a number of towns in the County, so
the County Planning Office was also involved.
INTERESTED PEOPLE AND GROUPS FROM THE COMMUNITY: The people most
impacted were those under the proposed flight path. It was a rural
area, and it was decided that 2 groups of people were involved:
Farmers (mostly dairy) and Rural Non-farm people.
     THE PUBLIC: Both rural and townspeople.
MEDIA: There were a number of local and regional newspapers, one
with strong leanings towards the military, that needed to be
considered for Role Playing. A local radio station was also
included because important deadlines for a comment period needed to
be announced.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
IMAGINE YOURSELF AS A MEMBER OF EACH KEY GROUP: WHAT MOTIVATES
THEM?
     Once you've identified the groups involved, then decide what
motivates them to be involved in this issue.  Sit down in your Core
Group and consider each Key Group separately by putting yourself
`in their shoes'.  Imagine the pressures that the group is
experiencing.  What would your concerns be regarding this issue if
you were a member of this group?
     **
EXAMPLE: KEY GROUP FARMERS:
     In the low altitude flight issue, dairy farmers were under a
lot of economic pressure at this time with low prices for milk and
high input costs.  The general conditions were long hours at low
pay with not much prospect for improvement.  Many farmers were
selling their family farms at low prices.  Under these conditions
it would be unlikely that farmers would be involved in an issue
unless directly effected by it.  How would low altitude flights
effect farming?  Would the `startle effect' of the flights cause
injury to livestock or cause loss of milk production or cause
dangers for those working around machinery? Research was needed to
determine how much of a problem this would be.
     Conclusion: Under the present conditions, farmers were not
likely to become involved in this issue unless it could be
demonstrated that they would be directly impacted. If the potential
for negative impact could be demonstrated then the farmers most
effected could be highly motivated to take action.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
ROLE PLAYING BASED ON YOUR EXPERIENCE:
     The first step in Role Playing is based on putting yourself in
the Key Group's place.  Your understanding is based on your
experience and your ability to imagine the pressures they are
under.  In addition, you may have friends or relatives that come
from that group and you can imagine how they would react.  Often a
surprising amount of information can be gained this way by drawing
on all the members of your Core Group for input.
     There are times when you will need to Role Play certain groups
in more depth and detail for a better understanding.  In that case
you would then go outside your Core Group to gather more
information. (See next section) @
< SUMMARY 7 > MORE INFORMATION FOR ROLE PLAYING: THE PRESS AS AN
EXAMPLE:

<< ROLE PLAYING BY PUTTING YOURSELF IN THEIR POSITION: EXAMPLE: THE
PRESS: >> Putting yourself in the position of a newspaper reporter,
you could
imagine that you would be looking for an interesting story or an
good angle on an ordinary story.  As a reporter you would like to
see your editor decide to give your story good coverage, perhaps
placement on the front page.  The editor wants to sell papers and
needs articles that attract readers.

<< ROLE PLAYING: REVISED VIEW AFTER GAINING MORE INFORMATION: THE
PRESS: >> After contacting people who had more experience in
dealing with the
press, it was learned that advertisers are often a more important
source of income to a newspaper than the readers.  Editors may
de-emphasize some articles that might offend their advertisers. 
For example, the newspaper serving the area around a military base
in a low altitude flight issue could be expected to give ample
opportunity for presentation of the military side of the issue,
since many of its advertisers depend on the base for income.
     **
GET MORE DETAILED INFORMATION FROM YOUR INTEREST GROUP:
     To get a better understanding for Role Playing go out to
members of your Interest Group (people interested in the issue but
not yet actively involved) or people you know who may have closer
contact with the groups that you've decided to Role Play.  If
possible talk with members of the Key Group.  You are looking for
2 types of information:

     1)   What pressures and influences are members of this group
under?
     2)   What have they done in the past?
     **
CORE GROUP MEMBER RESPONSIBLE FOR MORE INFORMATION:
     One or more members of the Core Group could volunteer to be
responsible for gathering, or contacting others to gather, more
information on each of the Key Groups.  The Interest Group would be
a good place to start.  Maybe a member of the Interest Group would
volunteer to gather information for the Core Group on a specific
Key Group.  For example, people who follow local issues in the
press would be a good source of information on the news media and
individual reporters. (Many are aware of a general fondness of the
press and the public for the `little guy vs the Big Bureaucracy'
angle on a story.)

ROLE PLAYING LIMITED TO CORE GROUP:
     Remember, Interest Group members are gathering information for
the Core Group to use in Role Playing.  It is usually not
appropriate to involve people outside the Core Group in the actual
Role Playing of a proposed action because with more people knowing
about a proposed action the possibliliy of an inadvertent release
of information increases.  Interest Group members can be involved
after Role Playing has come up with a proposal that looks good. 
Interest Group members could then be asked for their reaction to
the proposal before taking action to make sure you have a good base
of support in your Interest Group.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
SPECIAL NEED FOR PRESS COMMITTEE:
     Most information to be used in Role Playing can come
informally from the Interest Group (and others) to the Core Group
member responsible for gathering information on that group. 
However, a detailed understanding of the local media is essential
and it would be a good idea to consider gathering people from the
Interest Group into a Press Committee.  Initially their job would
be to gather information on each of the local and regional
newspapers for use by the Core Group in Role Playing (radio and TV
might be included as needed). After a proposal for action has
passed Role Playing in the Core Group then the Press Committee
could help the Core Group in dealing with the press.  Working with
the Core Group member responsible for the media, the Press
Committee could help in preparing press releases and serve in an
advisory role on press related matters.
     **
GUIDELINES FOR PRESS COMMITTEE:
CREDIBILITY IS HARD WON AND EASILY LOST: Double check everything
you plan to say for accuracy and have documentation ready for
statements that may be challenged. Avoid the temptation to
overstate the facts. Role Play all actions in regards to the media.
SPEAK WITH ONE VOICE: After your group has decided to take a
position or action, then your spokesperson will make any statements
and answer questions from the press. (Have plenty of extra copies
of the statement for the press and others) Make it clear that only
the spokesperson speaks for your group and that individual members
speak for themselves but do not represent the group's position.
FOCUS COMMENTS: Limit the information you supply to the press to
the aspects of the issue at hand. Supplying too much unrelated
information may tempt reporters to take an interesting angle on the
story that changes the emphasis of your position.
DEVELOP A WORKING RELATIONSHIP: Develop a personal working
relationship with members of the media. Show by your actions that
you are reliable, honest, and ready to stand by what you say.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
IS YOUR ROLE PLAYING CONSISTENT WITH OTHER INFORMATION?
     After gaining more information from your Interest Group and
others, decide if you have a good grasp of the group you are Role
Playing.  Are the Key Group's actions consistent with your
understanding of the group?
For example, are you getting the coverage in the press you
expected?

IF YOUR ROLE PLAYING IS NOT CONSISTENT WITH A GROUP'S RECORD: TAKE
NEW VIEW:  What influences and pressures are members of the group
under that you
may not be aware of?  Would subdividing the group into 2 separate
groups give you a better understanding of their behavior?  If it is
a formal group, what people actually make the decisions in this
group?  Are these individuals under different pressures than the
group?  (For example, are decisions influenced by personal
involvement, outstanding character traits, or long term personal
goals like: public office, promotion, personal ideology, etc.?)
     Groups and Organizations don't make decisions, people in those
groups make the decisions.  In a formal group, find out who makes
the decisions.
     For example, you expected good coverage in the local paper
because the reporter was very interested in your position, but no
article appeared. Take a new view of the newpaper by Role Playing
separately the reporter and the editor.  In the end it is the
editor who decides what appears in print.
     **
EXAMPLE: NEW VIEW OF KEY GROUP:
     The initial identification of Key Groups involved in a low
altitude flight path issue divided the rural people under the
flight path into 2 groups: Farmers and Rural Non-farmers.  After
going out to their Interest Group and other people in the flight
path, it was observed that the Rural Non-farm group was actually
made up of 2 very distinct groups.  The `Locals', (people from
families that lived in the area for a long time) and the
`Outsiders', (people who moved into the area usually from urban
areas to be in a rural setting). `Locals', in general, had a
strongly pro military attitude based, to a large degree, on the
fact that rural areas have traditionally seen the military as an
educational and economic opportunity.  In addition, `Locals' often
viewed opposition to the flight path as opposition to the military. 
In sharp contrast, many `Outsiders' showed a tendency towards an
anti military position and commonly expressed opposition to the
flights as part of a larger opposition to the role of the military
in society. The `Outsiders' comprised a very small percentage of
the people in the flight path.  This strong difference in attitude
in the 2 groups made it necessary to Role Play the groups
separately.
     ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 **
READY FOR STRATEGY:
     If the information you've gathered from your Interest Group
and others is consistent with your Role Playing then you are ready
to move on to a consideration of Strategy.
@
     < SUMMARY 8 > STRATEGY: A PLAN OF ACTION:

<< WHAT IS A STRATEGY ? >>
     A Strategy is a plan of action that looks beyond the next
move.  Rather than expecting immediate results, Strategy depends on
a series of actions to reach a goal.  Because a Strategy is a
general plan of action, various methods can be used to accomplish
a given strategy.

     << STRATEGY USED IN EVERYDAY LIFE: >>
     People use Strategy in everyday life, often without realizing
it.  For example, you have made a list to go shopping, and one of
the stores you plan to visit closes earlier than the other stores. 
One Strategy is to hurry all your shopping in hopes of reaching the
last store before it closes.  This Strategy is often chosen without
a conscious decision.  Another Strategy would be to visit the store
most likely to close first before going to the other stores to
avoid the need to rush.
     People often make decisions without being aware that they are
choosing between different Strategies.  To become an effective
group, you will need to become aware of the fact that you are using
a Strategy and make conscious decisions as to the advantages and
disadvantages of alternate Strategies.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
DO YOU HAVE TO BE AN EXPERT TO COME UP WITH GOOD STRATEGY ?
     No, people from all walks of life use Strategy every day.
     People trying to stay within their food budget often use
Strategies in shopping.  For example, one method is to buy commonly
used items when they are on sale and plan meals around them.
     Parents often use Strategies in dealing with the behavior of
their children.  For example, they might try to reason with their
children to show them the effects of their actions or they might
choose a system of reward and punishment (or a combination of both
methods might be used).
     People who play (or watch) sports or play video games (or
games like chess) are aware of the value of Strategy to increase
the chances of winning.  For example, if your opponent plays an
aggressive game and is willing to take many risks then you may
decide to play a defensive game and watch for your opponents
mistakes.
     Farmers, hunters, auto mechanics, businessmen, lawyers, union
people, and many others all use Strategies in their work and in
their lives.
     **
1ST STEP: RECOGNIZE THE UNSTATED STRATEGY:
     Many actions involve an unstated and often unconscious
strategy. Start by learning to see the unstated Strategy in an
action.  Look carefully both at your own proposals for action and
the actions of your Adversary.  Ask yourself: Why is this action
being taken?  What is the short term goal?  What is the long term
goal?  In this way you can recognize the unstated Strategy behind
an action.  Often merely recognizing the Strategy implied by your
action will cause you to reconsider your proposed action.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EXAMPLE: UNSTATED STRATEGY:
     After hearing your Adversary's position on the issue, your
group may want to respond by venting their outrage and frustration
with the situation by attacking your Adversary in the press in
strong emotional language.  The unstated Strategy here is a
variation of the biological Fight or Flight Reaction (when you feel
threatened and there is no escape then fight).  Inherent in this
Strategy is the belief that the more you express your anger and
frustration by lashing out at your Adversary in public, the more
people will turn against your Adversary and join your side.  This
has been the basic Strategy of many groups just starting out. 
Although venting your anger initially feels good (because it is a
`natural' reaction), it has not been an effective Strategy for
groups because it alienates people.
     **
IS THIS STRATEGY REALLY IN YOUR BEST INTEREST ?
     Stating an unstated Strategy allows you to see what you are
doing more clearly. You can then decide if this is really what you
want to do.
     For example, the Strategy of venting outrage does get
attention in the press (controversy is a good angle for a news
story) but it comes at a high price. People who are not directly
involved in your issue often pay more attention to your extreme
method of delivering information than to the information itself. 
Many feel they are being forced to choose sides and resist such a
decision without more time and information.  The end result is that
the Strategy of venting anger alienates many of your potential
supporters and polarizes some people into supporting your
Adversary's position who otherwise might not have become involved. 
Clearly a Strategy that risks losing potential supporters and
pushes people to your Adversary's position has to be seriously
questioned: Is it really in your best interest to do this?
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
BASIC STRATEGY FOR GROUPS STARTING OUT:
     The common Strategy of venting anger is not recommended
because it is rarely effective.  Wouldn't it be wiser to have a
Strategy of building a broad base of support by appealing to the
widest possible audience in your community?  With a broad base of
support you become a credible group and you can put your Adversary
in a position where they must deal with your concerns.  The
Strategy of building a broad base of support and appealing to the
widest possible audience (see outline: Choosing A Position) has
been shown to be very effective and is a good overall Strategy for
groups starting out.
     **
ANOTHER IMPORTANT OVERALL STRATEGY: INCREMENTAL GAINS:
     Many groups in search of immediate results ignore the Strategy
of incremental gains.  This Strategy is based on the advantages of
working for small incremental gains in the process of moving
towards your goals of having your concerns addressed.  It is in
sharp contrast to the `all or nothing' approach commonly employed
by many groups of going for big gains by dramatic and risky moves
with no concern for what happens if they don't succeed.
     In the incremental gains Strategy you build on numerous small
gains to a position where larger gains are possible.  Besides being
more effective, by accomplishing small gains you have something to
show for your work each step of the way and you aren't risking a
complete loss as you would with the `all or nothing' approach.
     The Strategies of building a broad base of support and
building on incremental gains will allow you to move towards
becoming an effective group and avoid the serious mistakes that
most commonly characterize ineffective groups.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
READY FOR ROLE PLAYING STRATEGY SESSION:
     With a sense of the importance of Strategy and the ability to
Role Play the groups you're identified as being involved in your
issue, you're now ready for the Role Playing Strategy Session where
your Core Group will test your proposals for action.

----------
     < SUMMARY 9 > ROLE PLAYING STRATEGY SESSION: KEY TECHNIQUE:

     << ROLE PLAYING STRATEGY SESSION: >>
     Gather your Core Group together for a Role Playing Strategy
Session.  State your proposal and ask yourselves:  What is the
strategy behind this proposal?  What do you hope to accomplish? 
Then go through each of the key groups that you've identified for
Role Playing and Role Play their reaction to your proposal.  How
would you react if you were them?
A Role Playing Strategy Session is designed to answer in detail the
question:

     What Will Happen If We Do This?
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EXAMPLE: ROLE PLAYING STRATEGY SESSION:
     On a military low altitude flight issue, the Core Group
proposed an action for consideration in a Role Playing Strategy
Session.
     Proposal: our group will come out opposed to the flight path
and rally support to that position.  Each of the Key Groups
identified as likely to be involved in the issue were Role Played
for their reaction to this proposal (see Role Playing for
identification of Key groups).

RURAL NON-FARM OUTSIDERS:
     It was decided by Role Playing that this key group would, in
general, strongly support the proposal.  In fact, some members of
this group would want to extend the position to outright opposition
to the military.  This group, though highly motivated, made up a
very small percentage of the people in the flight path (less than
10 percent).
     **
RURAL NON-FARM LOCALS AND FARMERS:
     These 2 groups accounted for the vast majority of the people
in the flight path.  Role Playing suggested that they looked to the
military as a source of educational and economic opportunity.  Many
had relatives or friends who had been in the military.  Early
contact suggested that opposition to the flight path would be
interpreted as opposition to the military by members of these
groups.  If opposition to the flights was interpreted as opposition
to the military by a significant number of these people then the
issue would focus on the pro military vs anti military question
instead of the effects of the flights on the people in the flight
path.  If the issue was raised in these terms, then these 2 groups
could be expected to strongly support the military position.

GENERAL PUBLIC:
     People outside the flight path had strong leanings towards the
military for the same reasons (listed above) and not being in the
flight path the general public had even less concern for the
effects of the flights.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
THE MEDIA:
     Role Playing suggested that the general approach in the media
would be to take the angle of stressing the more controversial
aspects of the issue and would, therefore, tend to frame the issue
in terms of those opposing the flights and those supporting the
military.  This would add to the serious problem of polarization in
the community.

ADVERSARY:
     Fully expecting the pro and anti military angle to be taken on
the issue, the military would most likely define the issue as a
test of support for `our boys in the service' and their need to
train.

GROUPS LEANING TOWARDS YOUR ADVERSARY:
     Veterans groups could be expected to fully support the
military view if the issue was raised in terms of the pro and anti
military positions.
     **
ROLE PLAYING STRATEGY SESSION: EXAMPLE RESULTS
     The result of the Role Playing Strategy Session on the low
altitude flight issue was that the proposed position of coming out
against the flight path would be interpreted as a position of
opposition to the military by the vast majority of people in the
communities involved.  This would be further magnified by the press
and military stressing this aspect of the issue.  Given the
preexisting conditions of strong support for the military in the
region for both economic and patriotic reasons, it was concluded
that the proposal to oppose the flight path would lead to an
overwhelming opposition to the group with the result that the real
issue of the effects of the flights on the residents of the flight
path would be largely ignored.
CONCLUSION:
There would be almost no chance of success with the proposed
position.
** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
BEST STRATEGY DEVELOPED BY LEARNING FROM YOUR MISTAKES BEFORE
TAKING ACTION:  As you test a proposal in the Role Playing Strategy
Session you begin
to identify problems and see unwanted consequences of your proposed
action (or position).  This process of testing and revising and
testing again is how Strategy evolves.  Your original proposal is
only the beginning of the process. Most of the Strategy evolves as
you try to address the problems with your early proposals.  After
a number of Role Playing Sessions on revisions of a proposal the
final proposal may bear little resemblance to the original one. 
Good Strategy develops through the process of Role Playing Strategy
as you revise and improve your proposals.
     **
REVISED PROPOSAL: EXAMPLE
     When a proposal goes through its first Role Playing Strategy
Session serious problems are often discovered.  Although initially
discouraging to some members, the insights gained in this session
can lead to a better proposal.
     For example, in the low altitude flight issue it was noted
that many people expressed concerns for the effects of the flights
if it was not in the context of the pro and anti military question. 
There was, therefore, a basis for common ground on the question of
concern for the effects.  Because of the overwhelming tendency by
the press and the public to frame the issue in terms of the pro and
anti military question, it was decided that the group must clearly
state that they were not against the military and must acknowledge
the military's need to train.  At the same time, the group would
state that they felt strongly that their legitimate concerns on the
effects of the flights must be addressed before the flight path was
sited.  In keeping with this position, the group could then raise
specific concerns on the effects of the flights (on people,
children, livestock, property values, etc.) and begin to build a
broad base of support in the community.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
NEED TO KEEP THE CORE GROUP TOGETHER: EXPERIENCE VALUABLE:
     Role Playing Strategy helps you improve your Strategy by using
your group's most valuable resource: people.  As you develop
Strategy in your Role Playing Session the experience of all of the
members of the Core Group comes into play.  As proposals are
modified and revised, members come to a better understanding of the
situation.  Each member brings a different background and point of
view to the session and each session is a learning experience and
adds to the insight of each of the members.  It is in the best
interests of the group to make every effort to keep the Role
Playing Strategy Group (Core Group) together as your group evolves
because this group is more valuable as it gains experience.

READY TO TAKE ACTION:
     The Role Playing Strategy Session allows you to test your
proposals and be in a good position to anticipate the probable
consequences before taking action.
@
< SUMMARY 10 > EXPANDED GROUP: INTEREST GROUP, LINKS, AND
MOBILIZATION:

     << EXPANDED GROUP: STEERING COUNCIL AND PROJECT COMMITTEES: >>
     The Core Group may need to create Project Committees to help
with the work.  This marks a transition to the Expanded Group.  The
Core Group becomes the Steering Council and Project Committees
provide a new focus of work.
     The Steering Council needs to work closely with and listen
carefully to the Project Committees.  As the Committees gain
experience (ie: gathering information, role playing, giving input,
etc.), the Steering Council can decide to focus more energy on
Strategy and give Project Committees more responsibility in
carrying out action.  Keep the Committees small (1 to 7 members) to
maintain the advantage of working in small groups while involving
more people.
     It is especially important for the Steering Council to stay
together as a group to maintain focus on overall Strategy while new
people get adjusted to the process.  After the Project Committees
are well established, Steering Council members may decide to take
a different role and can be replaced by Project Committee members.
     When reaching out to other groups, work through Links.  Links
are people with experience and background that enable them to work
with a key group.  Mobilize when necessary to bring people together
for action.
     **
CORE GROUP: NEED TO INVOLVE INTEREST GROUP:
     Initially the Core Group (2 to 7 people) will be enough to set
up the group and start to raise the issue.  As the work load
increases, members of the Core Group may need to ask a few
individuals from the Interest Group (people interested in your
issue but not yet actively involved) to help with special projects.
     In some situations, working with this limited number of people
may be enough to resolve an issue.  In other situations, the Core
Group will need to reach out to bring in the skills and energies of
more people from the Interest Group and organize them into Project
Committees to help with the work.
     **
PROJECT COMMITTEES:
     The Core Group can form Project Committees (1 to 7 members) to
work on any kind of project.  The work of the committees may change
as circumstances change or the committees may be standing
committees (ie: Press Committee).  Often Project Committees begin
by gathering more information.
     For example, you may need more background information on your
issue (What are peoples concerns? What have others done?), or
information on regulations that apply to your situation, or
information on key groups (your Adversary, Decision Makers, other
groups, etc).
     **
EXPANDED GROUP: STEERING COUNCIL (Core Group) AND PROJECT
COMMITTEES:  PROJECT COMMITTEES are set up by the Core Group around
the work that
needs to be done.  The involvement of Project Committees marks the
end of the setup phase and a change in the structure of the group. 
To reflect this change the CORE GROUP becomes the STEERING COUNCIL.
     The Steering Council continues to make decisions related to
Strategy (steering) and to test its proposals in Role Playing
Strategy Sessions.  In addition, it now takes on the responsibility
of coordinating the activities of its Project Committees.
     The structure of the expanded group (Steering Council and
Project Committees) allows more people to get involved in raising
the issue while still retaining the advantages of working in small
groups and consensus decision making.
     **
STEERING COUNCIL: NEED TO EXPAND ROLE OF PROJECT COMMITTEES:
     As the Project Committees become more involved in their work
and gain experience in their project areas, it is important for the
Steering Council to increase the Committees involvement in the
process.
     For example: The Steering Council has decided that there may
be a need for working with the County Legislature.  A Legislature
Project Committee is established to gather more information. 
Members of this Committee could attend Legislature meetings to
develop a good understanding of how the legislative process works.
(How do resolutions pass through the various subcommittees of the
Legislature?  What are the voting records and personalities of
individual members? etc.).  Once well established, the Legislature
Committee might be asked to Role Play proposals related to the
Legislature being considered by the Steering Council.  Or they
might be asked to work on the wording of a resolution to be
presented to the Legislature.
     Steering Council members could also be members of Project
Committees and report back to the Council or Project Committee
members could be asked to attend a Steering Council meeting when
more input is needed, especially when considering actions related
to their project area.
     **
CRITICAL PHASE: CONTINUITY IN THE STEERING COUNCIL ESSENTIAL:
     The energy and enthusiasm that new people bring to a group is
a great asset, but it has to be balanced with the potential for
problems that can develop when people with less experience with the
issue (ie: new people) and with a narrow focus (ie: their project
areas) come into the group.
     Members of the Steering Council need to stay together as a
group during this transition to keep the focus on the overall
strategy of the group while new people get adjusted to the process.
     Bring 1 or 2 Project Committees members into Steering Council
meetings as needed when considering proposals related to their
project areas for their input and to build on their experience. 
When people are more experienced and familiar with the process then
some of the original Steering Council members (formally Core Group
members) may decide to take a different role (ie: work on a Project
Committee or be less active).  The Steering Council can then bring
new people in from the Project Committees to replace them.
     Throughout this process it is important to continue to
maintain the small group size (2-7) of the Steering Council and the
Project Committees.
     **
STEERING COUNCIL SETS STRATEGY: PROJECT COMMITTEES CARRY OUT
ACTION:  As the Project Committees take on increased
responsibility, the
Steering Council may decide to begin to involve the Committees in
taking action related to their project areas.
     For example, the Steering Council has worked with the
Legislature Committee on the wording of a resolution and on Role
Playing the Legislature's reaction to it.  The Steering Council
could then decide to work jointly with the Project Committee in
getting the resolution passed through the legislature or it might
decide to give the Legislature Committee responsibility for the
passage of the resolution.
     As time goes on and its responsibilities increase, the
Steering Council may decide to focus more of its energies on
developing Strategy and begin to rely more on the experience of the
Project Committees to carry out action to implement those
Strategies.  The Steering Council needs to work closely with each
of the Project Committees and the Project Committees need to work
with each other to keep the actions coordinated.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
DEVELOPING LINKS:
     Often it is necessary to establish contact with other key
groups involved in the issue.  A Project Committee gathering
information on a Key Group would be in a good position to begin to
reach out to that group.  At times this may involve establishing
contact between groups that do not normally work together and that
may have very different points of view or culture (ie: locals and
outsiders, rural and urban, etc.).
     Developing Links involves finding people who have the
experience and background to serve as a bridge between the 2
groups.  You are looking for people who are familiar with the
customs, attitudes and feelings of members of that group.  (ie:
people who originally came from that group, people with friends or
relatives in that group, people who already have a working
relationship with that group, etc.) For example, a low altitude
flight group found that an Amish community was in the proposed
flight path.  The flight group chose one of its members who had
worked with the Amish (cutting wood and working at their saw mills)
to serve as a Link.  His role was to translate between the 2
cultures and be involved in any Role Playing of that group. (The
more diverse the groups, the more important it is that all
communication between the groups be through the Link.) Finding
people to serve as a Link is critical to working with other groups
because it allows even groups with widely divergent points of view
to work together in areas of common interest.
     **
MOBILIZATION: REACHING OUT TO THE WIDEST GROUP:
     Mobilization is an important aspect of the expanded group.  It
involves reaching out to include in some action (ie: attend a
public meeting, write letters, etc.) people who have interest in
the issue but may have limited time and can only be occasionally
involved.
     When calling on people to become involved, make sure they can
see some effect of their involvement so they will have a strong
incentive to come back into action when needed again.  For example,
the Steering Council has decided to call a Mobilization of people
to show support for the group's resolution at the next meeting of
the Legislature.  The Steering Council, Legislature Committee, and
Press Committee could all work together on the project to make sure
the people are Mobilized and know exactly what they are trying to
accomplish.  A well attended Legislature meeting would have good
coverage in the press and those attending could see some results
for their effort.  Be aware of the dangers involved in Mobilizing
large groups of people (see Show Of Strength).
     **
SPECIAL CASE: RAPID MOVEMENT OF NEW PEOPLE INTO YOUR GROUP:
     Ideally the Steering Council would bring new people into the
Project Committees as the need arose.  However, there may be times
when a number of new people move to become involved in an issue
almost all at once.
     Two common occasions of rapid movement of new people into a
group are:
1)   right after the group starts up when many people realize they
may be involved in the issue and 2) after the group has been
established for a while and has made some progress or has some high
profile coverage in the media (ie:  Public Hearings).  Right after
a group just starts up is often the most demanding case because the
group is still in the process of setting up.  The key in both cases
is to make it clear that your group is defined by its Strategy of
raising concerns without framing the issue in terms of sides (See: 
Concerned Position).
     When many new people suddenly become interested in your group
it is often advisable to consider having an Information Meeting.
     **
INFORMATION MEETING: 3 GOALS:
     1)   EXCHANGE INFORMATION:  The purpose of an Information
Meeting is to exchange information.  > No Decisions Are Made At
This Meeting.<
Your group presents the information you have and listens to what
people think and feel about the issue.  Make a list of their
concerns.
     2)   PRESENT YOUR POSITION:  Your goal in forming your group
is to raise concerns about the issue and to reach out to build a
broad base of support in your community to have those concerns
addressed.  You have decided the best way to do this is to avoid
framing the issue in terms of sides because you are trying to avoid
polarizing people and alienating potential supporters by forcing
them to choose sides.  Instead you want to bring together everyone
who has any concern about the issue into a powerful base of support
to insure that you concerns will be addressed.  If a more
definitive position on the issue is needed in the future (ie: an
issue requiring a yes or no decision) you will wait until it is
necessary to take that position, and it will be based on how well
your concerns have been addressed. (see: Choosing A Position).
     3)   IDENTIFY PEOPLE WILLING TO WORK:  Have a sign up sheet
and identify people who would like to work on Project Committees. 
Find out what aspects of the issue they are most interested in and
what project areas they might be willing to work on.  Find if they
have special skills that may be needed by your group.
     **
INFORMATION MEETING: PROBLEM AREAS:
     RESISTANCE TO YOUR GROUPS POSITION:  Often when people are
directly impacted by an issue they are emotionally involved and
feel the need to take a strong stand.  It is expected by the time
of the Information Meeting, the Core Group has already come to
grips with its emotional reaction to the issue and has decided on
the clear advantages of a Concerned Position.  Be patient with
those who want to take a strong position and encourage them to work
with your group to raise concerns without polarizing people into
taking sides.  Often even people strongly committed to a
confrontational approach will begin to see the advantages after
working with your group.
     If people are still strongly committed to taking sides and
confrontation and show no signs of being willing to change then it
might be necessary to acknowledge this clear difference in your
views and suggest that they may feel better starting a new group
based on their position.  Raising concerns from their own point of
view would be preferable to continuing with your group because this
basic difference in approach could be very disruptive.
     STRONG INTEREST IN SPECIFIC AREAS: When gathering people to
work on Project Committees, if people have very strong interest in
certain areas then it may be better to encourage them to work in
their areas of interest rather then trying to move them into areas
outside their interest.  Even if not needed immediately, their work
may be useful in the future.  @
     < SUMMARY 11 > << GUIDELINES FOR EFFECTIVE ACTION >>
-------------------------------

* SEE CURRENT SITUATION CLEARLY *
Rise Above Personal Involvement
And Get The Detached Overview:

* FOCUS ON KEY AREAS *
To Gradually Improve Your Situation
And Move Towards Addressing Your Concerns

* TAKE ACTION *
Based On A Strategy

* BUILD ON GAINS *
By Leaving A Way Out
     **
* SEE CURRENT SITUATION CLEARLY *
Rise Above Personal Involvement And Get The Detached Overview:

     Size up your current situation.  Look at it from different
angles.  What do you see happening now and where is it headed? 
Look for opportunities as well as problem areas.
     Have each member of your Steering Council give their view of
what you are facing.  Make a summary of the most important aspects
of your current situation.  Re-evaluate as conditions change or as
new information comes in.

You Are Trying To See Your Situation Clearly Without Reacting
Emotionally.

     EXAMPLE: A project that could have serious impacts was
proposed for a rural area.  By the time people first found out
about it, there were only a few days left in the official comment
period.  Although the issue had the potential for involving a large
number of people, there was not enough time to organize <clear
overview>.
     **
* FOCUS ON KEY AREAS *
To Gradually Improve Your Situation And Move Towards Addressing
Your Concerns

     In any situation there are a number of forces at work.  Some
aspects are working towards improving your situation (ie: in the
limited comment period example, the potential for a lot of people
becoming involved could work to improve your situation).  Other
forces may be working against improvement (ie: time running out in
the comment period could seriously limit your ability to mobilize
your support).  A change in the balance of these forces could move
the situation in a new direction.
     In a Role Playing Strategy Session look for key areas to focus
on that could change the balance.  Be creative.  Play with many
different approaches (Often even impractical ideas can lead to
insights that may be useful for developing more practical ones). 
Look carefully at the probable consequences.
     You have limited energies and resources so you will want to
focus on key areas that have a realistic chance of improving your
situation over time.

     EXAMPLE: To deal with the pressing problem of the limited
comment period, a group formed and focused a major part of its
energies into trying to find some way to get the comment period
extended <improve situation>.
     **
* TAKE ACTION *
Based On A Strategy

     Make decisions based on accurate and well documented
information.  Because taking action often involves a series of
steps, you will need to work to develop a Strategy (plan of action)
that can move you step by step towards your goal of changing the
balance in a key area.  Carefully test your proposals in a Role
Playing Strategy Session to find the best plan.  Revise and retest
your proposals until you are confident they will have the desired
results before taking any action.

     EXAMPLE: After researching regulations related to public
involvement in the review process, the group found that a copy of
the Environmental Assessment for the project should have been
available locally and was not.  After a Role Playing Strategy
Session, they decided to raise this issue in the press and work
with local and state agencies <strategy> to put pressure on the
Siting Agency to grant an extension of the comment period to comply
with the law.
     **
* BUILD ON GAINS *
By Leaving A Way Out

     Your goal is to work through incremental gains to move your
Adversary (and/or the Decision Makers) into a position where they
will have to deal with your concerns.  That is, into a position
where they will realize that it is more in their interest to work
with your group to address your concerns than to continue as
Adversaries (see Resolution By Strength).  When they reach this
point, it is to your advantage to make it easier for them by
working to give them a face saving way out (see Resolution By
Negotiation).
     Once you've made gains in one area, you can begin the process
again (Guidelines) as you move towards having more of your concerns
addressed.

     EXAMPLE: With the support of the local government, the
involvement of State agencies, and wide coverage in the local press
<gains> the Agency proposing the project had little choice but to
grant an extension of the Comment Period <way out>.  Not only did
the group gain the time they needed to begin to raise their
concerns, but they also gained recognition and credibility by
having the public involvement issue resolved in their favor <build
on gains>.  By focusing on a key area, they were now in a strong
position to raise concerns.
     **
     EXAMPLE:  REGIONAL OFFICE (Decision Makers):
     >> SEE CURRENT SITUATION CLEARLY: A group made repeated
attempts to raise concerns related to an environmental issue with
the Regional Office of the Environmental Department but made no
progress.
     >> FOCUS ON KEY AREAS: After reevaluating their situation and
contacting other groups involved in the issue, it was learned that
the decisions related to this issue were being made at the
Department Headquarters in the State Capital and not at the
Regional Office.  The group worked to find the people in charge of
the issue at the Headquarters and refocused their efforts on the
people actually making the decisions.
     >> TAKE ACTION: Following this new approach, the group
concentrated on developing a good working relationship with the
people in the Department Headquarters <strategy> and got specific
answers to their questions <gains>.
     >> BUILDING ON GAINS: After focusing on and working closely
with the people making the decisions, the group was able to make
real progress towards increasing public involvement by getting
public hearings and a comment period.
     **
     EXAMPLE:  SOLID WASTE ISSUE (Need To Refocus):
     >> SEE CURRENT SITUATION CLEARLY: The County Legislature was
proposing a trash incinerator as a solution to the County's solid
waste problem.  A group formed to raise concerns because they
thought too little effort was made in considering alternatives.
     >> FOCUS ON KEY AREAS: At first the group focused on health
related issues concerning the incinerator emissions.  But
information related to the health effects was inconclusive and the
community did not respond to these concerns.  After re-evaluating
their situation, the group decided to refocus on the issue of the
cost of the incinerator and the long term indebtedness that the
county would have to incur.  Weren't there more cost effective
alternatives?
     >> TAKE ACTION: Raising the cost issue struck a responsive
chord in the community.  In addition, it was found that the
contracts to run the incinerator also required that the county
would have to guarantee certain levels of trash (for years into the
future) or pay large penalties.  This could discourage recycling
efforts. These issues were raised in the press and before the
Legislature <strategy>.
     >> BUILD ON GAINS: With serious questions about cost, long
term indebtedness, and the need to guarantee waste levels, the
group worked to get the legislature to vote to delay the bonding
for the project until more cost effective alternatives could be
explored <way out>.
     **
     EXAMPLE:  SITING COMMISSION (Early In The Process):
     >> SEE CURRENT SITUATION CLEARLY: A commission had begun the
process of siting a Nuclear Waste facility.  The criteria for
siting the facility were being publicly evaluated before any
specific site was chosen so when the final site was chosen no
comments could be made on the site selecting criteria.  A few
people in a remote rural area (a likely site), decide to get
together to try to lessen the likelihood that it would be put in
their area.
     >> FOCUS ON KEY AREAS:  Since moving Nuclear Waste to remote
sites would involve more travel on secondary roads and more
exposure to road hazards, the group decided to focus on
transportation issues.  Review of siting criteria showed risks
associated with transportation may have been underestimated.
     >> TAKE ACTION: The group worked through people with a
background in science to present the position that no site could be
considered safe unless it was rated safe in both on-site and
transportation factors.  To widen support, the group worked with
local government agencies to raise these issues.
     >> BUILD ON GAINS: Based on the information presented, the
Siting Commission changed criteria making transportation factors a
more important consideration in site selection <way out>.  By
focusing on key areas early in the process, the group was able to
influence critical aspects of site selection.  This resulted in a
better selection process and excluded many areas (like theirs) with
poor road access <gains>.
     **
     EXAMPLE:  LOW ALTITUDE FLIGHTS (Let Your Adversary Organize
For You):
     >> SEE CURRENT SITUATION CLEARLY: A low altitude flight group
realized that they would have a serious problem organizing people
who were widely scattered in a number of rural towns in the flight
path. The group needed a method of letting people know they would
be in the flight path and of getting them motivated to take action.
     >> FOCUS ON KEY AREAS: In Role Playing Strategy Sessions,
testing a number of different approaches, they came up with the
idea: if the people in the flight path could be overflown and
experience the effects of the flights (while the comment period was
still open) then a lot more people would become involved.
     >> TAKE ACTION: The group worked with the County Legislature
to ask for a 2 week period of test flights so people could comment
on the real effects of the Flights before the project was approved
(rather than commenting on a study of the probable effects of the
flights in the Environmental Assessment).  The group also worked to
raise the issue in the press.
     >> BUILD ON GAINS: After increased pressure, the military
eventually agreed to a 2 day period of scheduled and announced
demonstration flights <way out>.  These flights lead to a massive
reaction by people in the proposed flight path with the result that
many more people became involved in the issue <gains>.  @
     < SUMMARY 12 > SHOW OF STRENGTH: BALANCE NEEDED:

     << SHOW OF STRENGTH: BALANCE NEEDED: >>
     In the Resolution Phase, you are trying to balance a Show Of
Strength, to make sure your concerns are taken seriously, with an
effort at finding common ground, so you can work with your
Adversary and/or the Decision Makers to address your concerns.  You
may need to move back and forth between these two positions while
addressing different aspects of your issue.  The key is balance: to
use just enough pressure to have your concerns taken seriously,
while not doing permanent damage to the potential for a working
relationship with your Adversary and the Decision Makers to resolve
the issue.
     **
YOUR CURRENT POSITION: RAISING CONCERNS AND NOT TAKING SIDES:
     Up to this point you have been raising concerns and working
towards building a broad base of support in your community to have
your concerns addressed (see Choosing A Position).  As you get
closer to the Resolution Phase, you will begin to draw on the base
of support that you have been building so you can mobilize strength
for your position on the issue.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EVALUATE YOUR STRENGTH IN TERMS OF YOUR POSITION AND BASE OF
SUPPORT:
     Your position is that the concerns that you have raised need
to be addressed.  Do you have a good solid case for your position
on the issue or at least certain aspects of the issue?  What are
the strongest points in your position?  The weakest?  Be as
realistic and objective as possible so you can focus on your real
strengths and be ready to defend yourself where you are weakest.
     Evaluate your base of support?  Do you have a broad base of
support in your community to have your concerns addressed? 
Identify the areas where your support is strongest, where it is
weakest.  Can you reach out to strengthen support where it is weak? 
What part of your base of support will be most easily mobilized if
a show of strength is necessary?
     Begin to look at what aspects of your position and base of
support can be combined to increase your strength.  What aspects
are best to avoid?  How would you rate your overall strength in
terms of your position and your base of support?
     **
EVALUATE YOUR ADVERSARY'S STRENGTH: WHAT ARE YOU UP AGAINST?
     Look realistically at the strengths and weaknesses of your
Adversary's position on the issue.  Is your Adversary's position
open to criticism from the perspective of a fair and reasonable
observer?  What are the strong points of their case? What are the
weak points?
     Next look at your Adversary's base of support in terms of
support in the community.  Do segments of the public strongly
support your Adversary's position?  Where is their support
strongest?  Where is it weakest?  Make a detailed list.
     Role Play their situation.  If you were them how would you
view their situation?  Are they aware of their own strength?  Are
they aware of their weakness?  How would you be getting ready for
resolving the issue if you were them?
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
TIMING: NOW OR LATER:
     The timing on when the resolution of an issue takes place can
often be influenced to some degree.  Look at your situation and
decide how timing could play a role.
     For example, if your group's present position and base of
support looks about as strong as it will ever get and your
Adversary seems to be gaining support then it is in your interest
to consider working to come to the Resolution Phase as soon as
possible.  On the other hand, if it looks like you will gain
strength with more time or your Adversary's strength will weaken
over time (more than yours) then working for a delay would be an
approach to consider.  If you need to slow down the process, the
discovery of new information related to the issue or a serious lack
of available information can often be used to justify a delay.
     **
FOCUS EFFORTS ON INFLUENCING 2 KEY GROUPS: ADVERSARY AND DECISION
MAKERS:  Besides your Adversary, there is another key group you
will want to
focus your efforts on influencing: the Decision Makers.
     Decision Makers are those people who make decisions that may
effect the outcome of the issue.  They may be regulatory agencies,
government bodies, (town boards, county legislatures, state
agencies, federal agencies, etc.), or they may be members of the
public (as in a referendum, proposition on the ballet, or an
election).  Occasionally your Adversary is also the Decision Maker. 
Use your influence in your community to make both your Adversary
and/or the Decision Makers aware of your concerns.
     Even if the public is not directly involved in the decision,
public opinion has a strong influence on many decisions, especially
on decisions involving elected officials.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
ARE YOUR ADVERSARY AND/OR THE DECISION MAKERS TAKING YOU SERIOUSLY?
     In a Role Playing Session, Role Play your Adversary.  How
would you view your group if you were them?  Based on their recent
actions and position and your knowledge of them, decide if they are
taking your group seriously.  Are they really aware of the
strengths of your position and your base of support in the
community to have your concerns addressed?  Are they aware of the
support you have outside of your group?  Often you will discover
that there are aspects of your strength that your Adversary may not
be fully aware of.  Do the same Role Playing for any Decision
Makers.
     **
NEED FOR A SHOW OF STRENGTH:
     As you begin to get ready for the Resolution Phase, you may
need to look for ways of making your Adversary and/or the Decision
Makers more aware of your strengths as a group.
     For example, if your Role Playing has revealed that your
Adversary (and/or the Decision Makers) are not taking you seriously
then you may decide to look towards an action or a position to make
them aware of the fact that your group's concerns must be
addressed.  Sometimes this may call for a some- what strong move to
`get their attention' (see Confrontation).  Other times it may only
require looking for ways to gently remind them of your strengths.
     It may be that a Show Of Strength is called for.  Perhaps what
is needed is an overwhelming turn out at a public hearing to show
that many people are concerned with your issue, or it may be that
all that is needed is a series of letters to the Editor of the
local paper from respected community members to show that you have
a broad base of support outside your group.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
FOCUS ATTENTION ON THE STRENGTH OF YOUR POSITION AND YOUR BASE OF
SUPPORT:
     Making your Adversary and/or the Decision Makers aware of your
position on the issue is an important part of the process.  Often,
even more important is making them aware of your base of support
for having your concerns addressed.
     All decisions are influenced to some degree by public opinion
and often your concerns are taken more seriously when they have a
broad base of support or support by key elements of the community.

PRESENTING YOUR POSITION: THE PUBLIC CASE:
     There are 2 aspects to the presentation of your concerns.
First, and often most important, is the case you present to the
public.  You are presenting your concerns to `the court of public
opinion' by appealing to standards of reason and fairness.  You are
asking people to put themselves in your shoes and answer the
questions: `Do you have legitimate concerns and are they being
addressed?  and `Are you being treated fairly?'.
     Often the court of public opinion can render a judgement that
can have more impact than a legal case.
     **
PRESENTING YOUR POSITION: THE LEGAL CASE:
     There may be legal aspects of your issue. Legal cases can
involve either regulatory agencies or the courts.  Do you have a
legal case?  Is there compliance with relevant regulations?  If you
think you have good grounds for raising legal aspects of the case
then you could consider seeking limited low cost legal advice.
     You may decide to raise the legal issues as part of your case
to the public.  Unless your legal case is overwhelming you are
often better off using it indirectly rather than as a primary
effort.  Raising legal issues can often be used to support your
main Strategy of raising concerns and developing a broad base of
support to influence your Adversary and/or the Decision Makers.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
LIMITED USEFULNESS OF A LEGAL CASE:
     Many groups are tempted to see the legal route as the solution
to all their problems.  This is rarely the case because there are
a number of serious disadvantages in relying too heavily on `going
to court':
     1)   THE ODDS ARE AGAINST YOU WINNING:  Only a few grassroots
groups have been able to resolve their issue in the courts.
     2)   A LEGAL CASE IS OFTEN VERY EXPENSIVE:  The cost of taking
a case through the legal process of resolving an issue is often
beyond the fund raising ability of a grassroots organization.
     3)   FUND RAISING FOR A LEGAL CASE CAN DO SERIOUS DAMAGE TO
YOUR GROUP:  People who were willing to spend time and energy in
working with others to resolve your issue can rapidly lose interest
after a few unsuccessful attempts at fund raising for a legal case.
The sense of enthusiasm that comes from knowing that you are having
an effect on your issue can disappear when the power to resolve the
issue leaves your group and is placed in the hands of others (ie:
lawyers and judges).
     4)   YOUR ADVERSARY CAN `TIE YOU UP IN COURT':  Rather than
resolving the issue in court, your Adversary may decide to delay
and extend the legal process so that you will run out of money
before the issue is ever legally resolved.
     **
EFFECTIVE USE OF A LEGAL CASE:
     A legal case can be used to advantage in certain situations:
     1)   TO BUY TIME: Often cost effective legal measures can be
found to gain delays or extensions in the process of resolving an
issue.
     2)   TO RAISE THE ISSUE IN THE MEDIA: Cost effective legal
moves can be made to bring attention to the legal aspects of your
position without necessarily resolving the legal case.
     3)   TO GO TO COURT WITHOUT PAYING THE COSTS:  If your legal
case looks very promising and has the potential for setting legal
precedents or has the potential for winning money in damages then
some legal organizations may be interested in taking on your case
for no fee or payment only if you win damages. (Note: check
carefully the background and reputation of any organization you are
considering to represent your group.)
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
PRESENTING YOUR POSITION: COMBINED PUBLIC AND LEGAL CASE:
     Often the best presentation of your position is a combination
of the public and legal case.  Cost effective legal measures to buy
time and emphasize aspects of your case can be used to strengthen
your case before the public.
     In presenting your position to the public remember to avoid
obscure legal and overly technical aspects of the issue and instead
emphasize a clear common sense approach.  Often it is most
effective to use your legal case to support your public case in
order to put more pressure on your Adversary and the Decision
Makers to address your concerns.

FOR A SHOW OF STRENGTH MOBILIZE YOUR BASE OF SUPPORT IN KEYS AREAS:
     Besides presenting your position to influence your Adversary
and the Decision Makers, you will want to increase awareness of
your base of support.  For a show of strength, mobilize from keys
areas: your group, other groups and influential people, the Press
and public opinion.
     **
KEY AREAS FOR MOBILIZATION:
     YOUR GROUP:  Get the members of your group active in carrying
out your group's current Strategy.  Find people to work on key
projects.  Build more support for your group.  Let members know
know how important it is to be available when you need to `mobilize
the troops' for a Show Of Strength.
     OTHER GROUPS AND INFLUENTIAL PEOPLE:  Reach out to other
groups and respected members of your community to support your
concerns to show that support for your concerns extends beyond your
group.  Be especially aware what groups and individuals may have
the most impact on your Adversary and the Decision Makers.
     THE PRESS AND GENERAL PUBLIC:  There are few groups in a
democratic society that can ignore public opinion. When you appeal
to the public to view your issue in terms of reason and fairness,
many people can identify with your situation even if not directly
involved. Raise your issue in the press.  For example, sending a
carefully thought out letter to the editor of your paper could
spark a debate in the letters to the editor column.  This could
lead to an editorial on the issue that could lead to more public
involvement.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
EXAMPLE: MOBILIZATION OF A KEY GROUP:
     The low altitude flight group was careful to stress that they
were not `against' the military and that their concerns were the
effects of the flights. Because of this approach, they were able to
reach out to other groups in the community.  They were even able to
work indirectly (through Links) with a local Veterans' Group to
raise an important issue.  Because many Vietnam Veterans with Post
Traumatic Stress Syndrome had moved to rural areas to avoid the
startle effect of loud sudden noises, the Veterans Group came out
publicly raising concerns that the startle effect of low altitude
flights could have serious effects on Vietnam Veterans in the
flight path recovering from this syndrome.
     Having a Veteran's Group raise this issue had much more impact
on the military and the public than raising the issue by the low
altitude flight group.

----------
     < SUMMARY 13 > LIMITED ROLE OF CONFRONTATION:

     << GUIDELINES FOR LIMITED USE OF CONFRONTATION: >>
Confrontation is a nonviolent show of strength that is used to
emphasize differences with your Adversary (and/or the Decision
Makers) on a specific aspect of the issue.  Your goal in using
confrontation will be to focus attention on strengths in your
position or in your base of support.
     Limited use of confrontation in the Resolution Phase may be
useful when ALL of the following conditions can be met:
     1)   You have good reason for using confrontation for a
specific purpose where no other method could work as well.
     2)   You have a very strong position on a limited and clearly
defined aspect of the issue being raised or very strong support for
your position that needs to be demonstrated (Preferably both).
     3)   You are very sure that you will win concessions or at
least make your Adversary (and Decision Makers) more fully aware of
your strength.
     4)   The confrontation will be of very limited duration
because continued confrontation can erode your broad base of
support in the community.
     5)   The confrontation will not permanently damage the
possibility for maintaining or developing a working relationship
with your Adversary and the Decision Makers in the future.
     **
USE OF CONFRONTATION:
     So far in this process your group has tried to avoid the use
of confrontation because it tends to polarize and alienate people. 
Your goal has been to reach out to build a broad base of support in
your community.  As you enter the Resolution Phase it is expected
that you have already built, to some degree, a good broad base of
support and you are viewed as a credible group.
     During the Resolution Phase you may have Strategic reasons for
considering a limited use of confrontation as part of a Show Of
Strength.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
WEIGH THE RISKS TO THE FUTURE:
     Perhaps the most commonly overlooked aspect of the use of
confrontation is how confrontation can impact on your ability to
work with your Adversary and the Decision Makers.  Up to this point
you have been raising concerns and building a broad base of support
to put pressure on your Adversary (and/or the Decision Makers) to
find common ground for addressing your concerns.  One of the
dangers with even a limited use of confrontation is that you may
win the confrontation on one aspect of the issue and lose your
ability to deal constructively with your Adversary (and/or the
Decision Makers) on other more important aspects of the issue in
the future. Consider carefully the use of confrontation in terms of
how it could impact on your ability to develop a working
relationship with your Adversary (and Decision Makers) for
addressing your concerns in the future.

BALANCE CONFRONTATION AND THE NEED FOR FUTURE CONNECTION:
     You have been working to have your concerns taken seriously. 
Once your concerns are taken seriously then you will want to look
towards building some kind of working relationship with your
Adversary (and/or the Decision Makers) to begin to resolve the
issues that concern you.  The process of using confrontation to
force them into a position where they will have to deal with your
concerns involves a delicate balance.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
YOUR CONNECTION AS A THIN STRING:
     It may be helpful to have a way of looking at this new
situation that can give you a `feel' for the delicate balance that
is required.
     Imagine you are taking a large dog for a walk.  Rather than
using a leash you are using a weak string.  As long as you are
aware of the need to balance and adjust, you can keep the tension
on the string at less than the breaking point and maintain your
connection to the dog.  This means careful balance and considerable
adjustment to the actions of the dog.  Without this adjustment you
risk a test of strength that could lead to a breaking of the string
and a loss of what ever influence you did have on the behavior of
the dog. In a similar manner you can imagine your working
relationship (or potential working relationship) with your
Adversary (and/or the Decision Makers) as a string connecting 2
people.  In a show (not test) of strength, especially if it
involves confrontation, you want to pull hard on the string to get
movement in your direction but not so hard as to break the string
and lose future influence.
     **
WHEN CONFRONTATION MAY BE USEFUL:
     Even though the use of confrontation has many potential
dangers, at times, it may have a role to play in the resolution of
an issue.
     For example, Role Playing has shown that your Adversary
(and/or the Decision Makers) have seriously underestimated the
strength of your position or your base of support (or both).  You
have decided that a strong Show Of Strength, even to the point of
limited confrontation, may be needed to `get their attention'.  If
your proposed action meets the guidelines for the limited use of
confrontation then Role Play the proposal to get a good idea of the
potential cost and benefits of this use of confrontation.  Role
play all key groups and be especially aware of how it could impact
on your future ability to work constructively with your Adversary
and the Decision Makers.  Anticipate and be prepared for potential
problems especially when mobilizing a large number of people.  Have
a clearly defined goal.  What are you trying to accomplish by this
use of confrontation?  If the proposal looks feasible in a Role
Playing Strategy Session then go through it again to find ways to
minimize the costs (potential dangers) of the use of confrontation
and to maximize the benefits.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
DECISION TO USE CONFRONTATION IN A SHOW OF STRENGTH:
     Your proposal has met all the guidelines for the limited use
of confrontation and has been found acceptable in Role Playing. 
Because you have been careful to maintain a reputation for being a
reasonable group, you will want to let the public know why you are
taking your current position. Have a carefully prepared written
statement (with extra copies to hand out) showing how you have been
moderate and reasonable in trying to have your concerns addressed. 
Review the actions and positions that you have taken to this point
and why you think that your concerns have still not been adequately
addressed.  This will allow people to understand why you feel you
have been forced to take your present position or action on this
aspect of the issue. Make sure your supporters are aware that their
role is to focus on and support the aspect of the issue at hand. 
Individual members of your group may speak out, (at times
emotionally) on the issue, but make it clear to everyone that,
although individual members are free to speak for themselves, they
do not speak for the group.  Your group's position on the issue
will be presented by your spokesperson, it must be reasonable and
clearly defined.
     **
EXAMPLE: LIMITED USE OF CONFRONTATION:
     On a low altitude flight issue, the group decided it was
necessary to show the military that the group had been able to
develop a broad base of support in the community. The military had
taken the strong position that an Environmental Impact Statement
(EIS) was not needed.  After careful study, the group decided that
a show of strength with limited use of confrontation would be
useful.  They worked for a number of weeks to get a resolution
calling for an EIS on the Low Altitude Flights through the various
committees of the County Legislature to be ready for a vote by the
full legislature.  A mass mobilization to support the resolution
was organized to bring people to the legislature meeting.  An large
crowd packed the meeting room supporting the resolution.  Many
individuals made strong and often emotional statements on how the
flights would adversely effect them.  The result was an
overwhelming 20 to 2 vote for the resolution.  This was a clear
Show Of Strength that had wide coverage in the press.  Even though
the group was fully aware of the fact that this vote would have
little impact on actually getting an EIS (no EIS was ever done), it
was a strong demonstration of county wide support for the group's
concerns.  In addition, it did not seriously damage the potential
for a future working relationship with the military while it did
make them much more aware that the group's concerns must be
addressed.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
CONSIDER THE USE OF CONFRONTATION CAREFULLY:
     The potential gains from the use of confrontation need to be
balanced with the potential costs.  Use confrontation in the
Resolution Phase only when it serves a strategic purpose.  Remember
your goal of having your concerns addressed will mean that sometime
in the Resolution Phase you may want to be able to work with your
Adversary (and/or the Decision Makers) to find ways of resolving
your concerns.  Be aware of the effect of even limited
confrontation on your potential for a working relationship in the
future.
@
     < SUMMARY 14 > BACK-UP SYSTEM: TO SURVIVE THE WORST CASE:

     << BACK-UP SYSTEM: AN INSURANCE POLICY: >>
     Back-up Systems are often built into daily life.  For example,
many public buildings that remain open at night, such as public
libraries, have an emergency Back-up System for lighting.  If there
is a power failure and the lights go out then the Back-up Lighting
System automatically comes on line.  Powered by rechargable
batteries, the system is not designed to replace the primary
system, but instead, to provide just enough light for people to
find their way out of the building.
     In the same way, your Back-up System is not intended to
replace your primary position.  It helps you survive the impact of
a final outcome where all your concerns have not been addressed and
it allows you to continue to keep open important aspects of the
issue.
     A Back-up System is like having an Insurance Policy that you
create to cover yourselves in the worst case situation.  Because it
can protect you from some very serious problems and it requires a
relatively small investment of energy, it deserves careful
consideration even by groups in a very strong position.
     **
DISTINCT ADVANTAGES:
     There can be distinct advantages to a Back-up System:
     1)   A BACKUP SYSTEM CAN PROVIDE AN INSURANCE POLICY AND MAKE
YOU FEEL BETTER:  Being set up to survive the worst case can
relieve some of your worst fears and lessen the feeling of threat
and thus allow you to work more effectively on your primary
position.
     2)   BACK-UP SYSTEM ISSUES CAN OFTEN BE USED IN YOUR PRIMARY
POSITION: You may see advantage in bringing up some of your Back-up
System issues as concerns of your primary position.
     3)   WORKING FOR A BACK-UP SYSTEM CAN OFTEN BREAK A DEADLOCK:
Working to implement a Back-up System can often produce progress
even when your primary position has not.  Progress with your
Back-up System can lead to a change in your situation.  It sets the
precedent that you have legitimate concerns that need to be taken
seriously and can add to your primary position and to your
credibility as a group.
     **
FIRST GOAL: SURVIVE THE WORST CASE:
     In a Role Playing Strategy Session sit down and imagine what
would happen if all your efforts failed to have your concerns
addressed.  What would you have to live with?  Imagine what could
help you survive such a worst case.
     For example, if you would be forced to sell by Eminent Domaine
could you influence the price?  If you felt living in the area was
impossible could you sell your property at full market value, if
not could you be compensated for the loss?
     In great detail go through all aspects of how your life would
be impacted and identify areas that would need work to survive the
worst case.  Begin to explore possible measures that could help
lessen the impact of a worse case.  Keep in mind, any mitigation
measures you can get, no matter how minimal, can add to your
Back-up System and form a good starting point for future
mitigations.
     Be creative.  Just because an idea has not been suggested
before does not mean it can't be suggested now, but also be
reasonable and look at it from your Adversary's point of view. 
What is the cost to them?  What do they get out of it?
     * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
SECOND GOAL: SET UP TO CONTINUE:
     In the worst case, you may not be able to have your concerns
addressed but that does not mean you will no longer have those
concerns.  Look at the worst case in a Role Playing Session and ask
yourself how you could keep the issue open.  How would you like to
be set up to `keep an eye on things' and bring up your concerns as
problems arose?
     For example, setting up an extensive monitoring program for
all of your areas of concern would be a good starting point.  If
problems did arise having, already in place, legally binding
agreements on resolving problems and compensation would be a great
advantage.  An official recognition of a Citizen's Panel to work
with your Adversary to address problems as they came up would be a
good way of guaranteeing that you could continue to raise concerns. 
An official review period, with a report on problems with public
hearings, could make sure problems would not go unnoticed.
     Go through all aspects of daily life and look for ways of
setting up systems to assure that you will stay involved in the
process.  Work on concrete proposals for procedures to assure your
voice will be heard as long as you will be effected.  You want to
establish procedures in advance for keeping the issue open.
     **
CLEAR VIEW OF FUTURE NEEDED:
     It is important to consider Back-up System issues well in
advance of a final decision on your issue, so that you can have a
clear idea of what you will need for a good Back-up System and what
aspects of it need to be implemented before a decision on the issue
is made.  In addition, with a clear view of what is needed, you can
then decide how much energy you want to put into a Back-up System
depending on how likely it is that you will need to use it.
     ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
SOME GROUPS RESISTANT TO ASPECTS OF A BACK-UP SYSTEM:
     Some groups have problems discussing aspects of a Back-up
System (like monitoring programs, mitigations, etc.) on a proposal
where their concerns have not been addressed.  They feel working
for such measures implies an acceptance of the proposal and
therefore they often fail to work towards implementing a Back-up
System even though there may have been many opportunities to do so. 
Remember, asking your Adversary to state what they are willing to
do (in areas like mitigation and monitoring) does not mean you have
accepted the project.  You are merely asking them to state all they
are willing to do to address your concerns so that you can know
what they are asking you to live with.  You can state this position
publicly.
     There are circumstances, however, when you may decide that
publicly working towards a Back-up System could make it appear that
you are weakening your primary position.  In that case you might
decide to work indirectly towards a Back-up System.
     **
WORKING ON A BACK-UP SYSTEM DIRECTLY:
     Often groups find it convenient to set up a special committee
within their group to work on issues related to a Back-up System. 
They can work through Role Playing Sessions to identify areas of
concern in the worst case situation and make recommendations for
ways of addressing those concerns.  Together with the Steering
Council (Core Group) they can begin to come up with concrete
proposals for how to survive and keep the door open after a worse
case.  Role Playing could help to identify areas where your
Adversary and the Decision Makers may be willing to make
concessions.  Often the strength of your group can be used to best
advantage by focusing on a Back-up System as well as your primary
position.
     * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
WORKING ON A BACK-UP SYSTEM INDIRECTLY:
     Often, in spite of the distinct advantages of a Back-up
System, some groups are resistant to working on one.  This
resistance may be overcome by working indirectly.  A committee
within the group could be formed to work with the Steering Council
(Core Group) to work indirectly for progress in this area.
     For example, the committee could work with other interested
people or groups (such as the Town Board, the Planning Office, the
County Legislature, etc.) to identify and address problems related
to the worst case.  The members of the Back-up System Committee
could work either as official representatives of your group or they
could act as private citizens, or they may even choose to form
their own separate group to deal with this aspect of the issue. 
Your group could then decide to either officially support the
position of the other groups or take no position until it becomes
apparent that a Back-up System was needed.
     The choice between working directly and indirectly involves
many factors and is best arrived at through a Role Playing Session. 
What are the advantage and disadvantages of each method, both short
and long term?  How does your credibility as a group reflect on
this decision?
     **
BACK-UP SYSTEM: LANDFILL AS AN EXAMPLE:
     The goal of a Back-up System would be to lessen the impact on
those living near the landfill and keep channels of communication
open.  Lessening the impact might include: reductions in the waste
stream through aggressive recycling, noise controls (ie: earth
mounds and evergreen trees as noise barriers, etc.), limited hours
of operation to reduce both traffic and noise effects, and other
options.  Carefully detail specific problems and list ways to
lessen their impact.  A Citizens Panel for compensation could be
formed to raise questions.  For example:  For those who lose
property to the landfill, is fair market value adequate for someone
who does not want to sell?  For constant low level impact (ie:
noise, traffic, etc) you might look towards having the landfill
agency pay each year a percentage (in proportion to impact) of the
local property taxes of those effected.  For a one time loss such
as a loss in property value, you might propose a plan where people
most impacted could choose a one time payment for the difference
between fair market value and the current value.  Or they could be
allowed a number of years to sell and then be compensated for the
difference between the selling price and the original value. 
Agreement on legal responsibility for long term effects (ie:
possible ground water contamination) could be worked out in
advance.  The goal is to make people impacted by the landfill feel
they have been adequately compensated or be allowed to leave the
area without loss.
     * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 **
COMBINED PRIMARY POSITION AND BACK-UP SYSTEM: LANDFILL EXAMPLE:
     In the landfill issue, all the potential sites could join
together and work towards goals of common interest as a primary
strategy.
     Raise questions:  Is there a need for a landfill?  Are
alternatives available? Is hazardous waste being adequately removed
from the waste stream?  Is recycling adequate?  Is the selection
process fair and scientific?  Is a landfill really a long term
solution to the problem of waste?  Why aren't we implementing long
term solutions?  Individual sites could point out inadequacies in
their own sites while refraining from commenting on other sites. 
The combined political power of all potential sites working
together provides a good opportunity to work jointly for a common
Back-up System.  Often sites working together can negotiate from a
position of strength for a better Back-Up System and settlement
than if the final site was forced to negotiate alone.  In fact, the
Back-up system issues could be addressed even before the final site
is chosen.
     A combination of a primary position and a Back-up System could
work to the advantage of all sites and greatly lessen the impact on
any site that might be chosen.
@
     < SUMMARY 15 > RESOLUTION BY STRENGTH:

     << THE PATH OF RESOLUTION BY STRENGTH: >>
     Build on your strength and get ready to mobilize your support
to be in a strong position for the final resolution.  It may be
that your increase in strength leads your Adversary (and /or the
Decision Makers) to negotiate with you to address your concerns or
it may be that the resolution process will be primarily by strength
all the way to the end.  To increase your strength, you will need
to find ways to widen your influence.
     **
SOME GROUPS READY FOR RESOLUTION:
     After a Show Of Strength, some groups may find themselves in
an especially strong position.  Evaluate your situation.  If you
are quite confident that you are now in an overwhelmingly good
position to have all your concerns addressed (and your Backup
System is adequate in case conditions change) then you may be ready
to resolve your issue.  To take full advantage of your present
situation, you may want to consider working to precipitate the
resolution as soon as possible.  Your goal is in sight.  By
continuing on your present course and mobilizing your strength you
can move to a final resolution of your issue.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
FOR MOST GROUPS A DECISION POINT:
     Most groups will not find they have overwhelming support for
resolving their issue this early in the Resolution Phase.  If your
group is not yet ready then you will want to evaluate your current
situation to answer an important question:  Can you negotiate with
your Adversary (and/or Decision Makers) to have your concerns
addressed?  Role Play your situation and then Role Play your
Adversary (and/or the Decision Makers).  See if it looks like
conditions are favorable at this time for negotiating at least some
aspects of the issue.  Have they recognized your strength and are
they willing to negotiate with you?  Are you willing to negotiate
with them?  Realistically evaluate your situation to decide if
negotiation may be a possible way of resolving your issue at this
time.
     **
2 PATHS TO RESOLUTION:
     If you find that negotiation looks like a favorable option on
at least some aspects of your issue then you will want to consider
starting on the path of Resolution By Negotiation (see next
section). If conditions are not now favorable for negotiation then
you will need to consider continuing with your current strategy of
showing strength and begin down the path to Resolution by Strength. 
Many groups use both paths (Resolution by Strength and Resolution
by Negotiation) and move back and forth between the two approaches
on different aspects of the issue.  To increase your strength, you
will need to find ways to widen your influence.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
WIDENING YOUR INFLUENCE: IDENTIFY KEY PLAYERS:
     Up to now you have focused on influencing your Adversary (and
/or the Decision Makers).  To widen your influence you will want to
identify those who could have even indirect influence on your
Adversary (and/or the Decision Makers).  In a Role Playing Session
put yourself in your Adversary's place.  If you were them, who
would be likely to influence you?  For example, if you were them:
Where does your funding come from?  Who do you report to?  Who put
you in your present position?  What agencies oversee your actions? 
What courts would review the legality of your actions?  Are you
associated (even indirectly) with a political party?  How sensitive
would you be to public opinion?  How would you react to editorials
in the local papers or regional or statewide media coverage?  Go
through, in detail, all of the influences you might feel if you
were a member of this group.  Do the same to the Decision Makers. 
If the Decision Maker is the public (ie: a vote or referendum), ask
yourself what influences public opinion in your area.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
WIDENING YOUR INFLUENCE: THE MEDIA:
     As a reasonable group with legitimate concerns that have not
been adequately addressed, you are in a good position to widen your
influence in the media.  If you have had good coverage locally, you
may look towards moving into regional, statewide or even (in some
cases) national coverage.  Although your situation may be primarily
of local interest, does it represent an issue that is important on
a regional, statewide or national level?  Often other areas are
facing similar problems and your situation may be a good example of
the larger issue.  For example, the media may be interested in
doing a story on your issue statewide and are looking for a number
of examples.  Perhaps your group's approach to the problem would be
of special interest.
     **
MAKING CONTACT TO WIDEN YOUR INFLUENCE IN THE MEDIA:
     When looking to expand your influence first try to work with
the local media contacts that you've made in your area.  They are
often in the best position to help you.  Ask their advice and who
they would suggest for you to contact (could they make the contact
for you?).  Look for people in your group who may have friends or
relatives that know people in the regional, statewide or national
media.  Check with other grassroots organizations for people they
know.
     Prepare a written presentation of your situation.  Give
documented evidence of what has happened up to this point (be
concise). Include articles from the local press showing your
concerns and demonstrating your base of support in your community
(ie: support from other groups, local government agencies,
respected community members, etc).  Include all relevant documents
but give a one page cover letter summarizing your situation.  This
will allow a busy editor to know why they would be interested in
your case without having to read all the details.  This is
especially important if you have to make contact directly without
connections.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
EXAMPLE MAKING CONTACT WITH THE WIDER MEDIA:
     In a low altitude flight issue, the group had very favorable
press locally for a number of months and had periodic coverage in
the regional press.  Because the issue of low altitude flights was
potentially a national issue, efforts were made to make contact
with a Statewide newspaper of national reputation.
     A series of demonstration test flights along the proposed
flight path were scheduled and a Public Hearing was to follow. 
This looked like a good opportunity to try to widen the media
coverage.  Contacts were made with the paper and a documented
history of the group's situation was presented.  The newspaper was
interested and agreed to send a reporter to do an article on the
test flights and the Public Hearing.  The reporter was going to
contact the military for more information.
     **
INDIRECT INFLUENCE THROUGH THE PRESS:
     Shortly after the low altitude flight group made contact with
this newspaper, the military announced the test flights and public
hearings were cancelled.  The only reason given was scheduling
conflicts for the air space.
     This action led to speculation within the flight group that
the military wanted to avoid widening the media coverage of this
issue.  This made sense because the military was in the process of
doing a generic Environmental Impact Statement (EIS) for low
altitude flights nation wide.  Although this EIS was not directly
related to the local flight path issue, it appeared (through Role
Playing) that a high profile in the national press on specific
details of this local issue would not be welcomed by the military
at this time.  The group concluded that the military would rather
deal with some of the groups concerns than have them viewed at the
national level in the press.  Shortly after, there was a
substantial revision in the military position on the issue
(proposals for for lessening the number of flights and raising the
altitude of the flights).  This led to progress and more
negotiations.  Although the article was never written, working to
widen their influence in the press led to a substantial improvement
in the group's situation.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
WIDENING INFLUENCE ON THE POLITICAL LEVEL:
     When dealing with political parties be careful not to tie
yourself to any one party.  You are taking a nonpartisan position
so that you will be able to maintain a broad base of support across
party lines.  However, at times, it may be advisable to work
indirectly through a political party to bring pressure to bear on
those in office to intercede on your behalf.
     **
EXAMPLE: WIDENING POLITICAL INFLUENCE:
     Working indirectly through the local party organization, the
low altitude flight group was able to raise concerns that people in
their area of the state were feeling that this issue was not being
adequately addressed.  Local party officials were able to help the
group set up a meeting with the Governor (when he planned a stop in
the area to dedicate a new building).  After the meeting, the
Governor announced to the press:  "This Coalition is a group of
responsible citizens.  We welcome their participation ...".  He
then appointed the group to an Ad Hoc Committee on Military Affairs
in the state.  This was a major breakthrough for the group.
     In the Ad Hoc Committee they were able to work directly with
the Decision Makers in the military.  These negotiations eventually
led to a resolution of the issue.  (Note: The Governor's reaction
to the group was that they were responsible and reasonable.  This
was a significant factor in his decision to appoint them to the Ad
Hoc Committee.)
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
SOMETIMES NECESSARY TO FOCUS ON YOUR ADVERSARY'S WEAKNESS:
     Your primary concern at this stage is to build your strength
but occasionally it may be necessary to focus on your Adversary's
weakness.  Does your Adversary have a particular weakness on some
aspect of the issue?  Are they taking a position that is
particularly hard to defend locally?  Is the credibility of your
Adversary an issue?
     **
EXAMPLE: YOUR ADVERSARY'S WEAKNESS: CREDIBILITY:
     When raising questions related to the credibility of your
Adversary, make sure your information is relevant, accurate and
well documented.  Stay away from personal attacks on individuals. 
Show how past credibility issues are related to the current
situation.  Often your Adversary may be making commitments to take
responsibility for the consequences of their actions into the
future.  Their credibility as a group is then a legitimate issue to
raise.
     For example, a private landfill company was applying to site
an ash landfill in a rural town.  Many economic benefits were
offered to the town and assurances were made of safe operation and
responsibility for any future problems. Investigation of the
landfill company by a local group found problems with the company's
landfills in other areas and convictions of officers of the company
for giving bribes related to landfill sites in other states.  This
evidence was made public because it was relevant to the ability of
the company to make good on its promises to the town.  In addition,
what assurances would the town have if the company went bankrupt?
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
FOCUS ON KEY AREAS:
     You've been working to broaden your influence and you may have
expanded into new areas.  As you get closer to the resolution,
begin to narrow your focus and use your widened influence to put
pressure on key areas that will be likely to bring results in time
to have some effect on the outcome of the issue.  Don't spread
yourself out too thin.  Balance your energy between high risk areas
and those where you have a reasonable chance of success.
     **
BALANCE EFFORTS BETWEEN PRIMARY POSITION AND BACKUP SYSTEM:
     Evaluate the chances of success for your primary position. 
Will most of your serious concerns be addressed?  Be realistic. 
Evaluate your situation in a Role Playing Session.
     For example, if you are very confident of having most of your
concerns addressed then setting up a minimum Backup System might be
adequate.  If, on the other hand, there is a very real possibility
that many concerns of your primary position will not be adequately
addressed then you will need to consider spending a major part of
your efforts working to implement your Backup System. Often a
separate committee working with your Steering Council (Core Group)
will assure a consistent and sustainable effort to create a Backup
System.  Decide carefully on whether a direct or indirect approach
best suits your situation at this time.  Balance your energies
between the needs of your Primary Position and your Backup System.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
TAKE YOUR FINAL POSITION IN TIME TO MOBILIZE:
     When taking your final position, review your concerns and what
positions and actions you've taken up to this point.  Explain why
you have been forced to take your present position.  Show the
concerns that have still not been addressed.  Decide what areas to
focus on and what Strategy is most likely to have most influence on
your Adversary (and/or the Decision Makers).  Be aware of any
possibility for negotiating to resolve the issue. Take your final
position no earlier than necessary but in time to coordinate all
your efforts to have a real impact on the final decision.  If you
are presenting a proposal for action, present your case as to why
the action is needed and what will happen if the action is not
taken.
     **
OCCASIONALLY RESOLUTION BY STRENGTH GOES ALL THE WAY THROUGH THE
PROCESS:  In some cases (especially in a yes or no decision) where
negotiation
may not be possible, you may have to rely on strength all the way
to the final resolution.
     Be careful to target areas where you think you are most likely
to make progress and not to lose your focus and spend too much
energy in side issues.  Role Play each action and position and
reevaluate the situation as conditions change.  If you sense any
movement in a key area, focus more energy there.  Be sensitive to
any indication that negotiation could help to address your concerns
even if only on one aspect of the issue.  If it comes down to a Yes
or No decision have a clear and reasonable case prepared to support
your position to present just before the decision is made. 
Mobilize your base of support from within and outside your group. 
Make sure you have an adequate Backup System so that you can
survive and be in a good position to come back again later.
     ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 **
OFTEN RESOLUTION BY STRENGTH LEADS TO NEGOTIATION:
     Often a success in Resolution by Strength will lead to
negotiations to begin to work out the details of addressing your
concerns.  Other times it leads to negotiating towards a Backup
System.  (In the case of a Combined Primary position and a Backup
System you will be negotiating for both.)
     Look for a willingness to negotiate and be prepared to
negotiate in case you need to.  Often this may begin with Backup
System issues first and involve your primary position later. 
Remember any negotiation and mitigation on the part of your
Adversary (and/or the Decision Makers) sets the stage for more
progress later on.
     Even if your issue moves towards a resolution primarily by
strength there are many aspects of the negotiating process that
will come into play both within your group and with other groups
and you will want to explore the following section Resolution by
Negotiation.
@
     < SUMMARY 16 > RESOLUTION BY NEGOTIATION:

     << WHAT ARE THE REALISTIC ALTERNATIVES TO NEGOTIATING? >>
     In a Role Playing Strategy Session look at the most likely
outcomes to your present situation if you choose not to negotiate.
     For example, if you proceed with Resolution by Strength, what
can you expect to get?  At what risk?  Do you have the energy and
resources to take that route?
     You may find yourself in a position where all your current
options are limited and none of them as they now stand really
address your concerns.  You could choose to work to create new
options by negotiating on the whole issue or you could negotiate on
limited aspects of the issue while continuing with Resolution By
Strength.  Progress in negotiating could lead to a new mix of
alternatives to choose from.
     You are choosing between the alternatives of what you are
likely to get without negotiating and what you might be able to get
by negotiating.  Look at your choices realistically and avoid
thinking in absolute terms.
     Often after looking at your options, you may begin to see some
clear advantages in negotiating.
     **
CONSIDER NEGOTIATING WHEN IT BEATS ALL THE CURRENT OPTIONS:
     What Is Your Current Situation?
     --   If it looks like you are in an overwhelmingly strong
position and you will get everything that you want then there is
little need to negotiate.
     --   If it looks like continuing in Resolution by Strength
will improve your situation to where you will not need to negotiate
or where you will be in a better position to negotiate later, then
work to improve your position first.
     Negotiations might be worth considering if:
     --   you could negotiate a position where you knew you could
get most of what you wanted and avoid the risk of a total loss.
     --   it allowed you to deal with certain aspects of your issue
separately instead of having all aspects of the issue part of one
unchangeable package.
     --   you were very unlikely to have all your concerns
addressed and you could negotiate a Back Up System to protect
yourself against the worst case.

     If you're unsure whether negotiating would be an advantage to
your group, then consider negotiating to see what position your
Adversary takes.
     You Do Not Have To Agree To Anything.
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
NEGOTIATING: GETTING THE BEST DEAL:
     Your goal in negotiating is to get the most important aspects
of your issue addressed.  In order to do that, you may need to
consider trading off some less important aspects.  You can
negotiate a limited and clearly defined aspect of the issue or the
whole issue.  Look at your situation objectively and try to get the
best deal.  Continue to negotiate as long as it beats the
alternatives (ie: Resolution by Strength).
     **
TRADE AND BARTER AS A NEGOTIATING PROCESS:
     Throughout history negotiation has played an important role in
interactions between people.  People often negotiated for exchange
of goods.
     The role of negotiation in trade in recent times has become
less important for the average person with the advent of the big
chain store because prices are set by the seller (ie:
non-negotiable).  Yet barter and trade are still important methods
of exchange in many parts of the world.  Even in industrial
societies many people (especially in rural areas) are still able to
`get a good deal',`drive a hard bargain', and `swap' for what they
need.  Often there will be very little exchange of money and in a
good deal both parties will be happy with the results (win-win).
     Looking carefully at what takes place in `a trade' can be a
good way of understanding the negotiating process.  Even people
unfamiliar with negotiating find learning to negotiate comes
naturally when they see it in terms of barter and trade.  Many who
become involved in negotiating find it exciting and very rewarding. 
Bring together a negotiating team in your group to work with your
Steering Council (Core Group).  Include people with experience in
negotiating, those who like to barter and trade, and those with an
interest in Strategy.
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
NEGOTIATING: TRADE AS AN EXAMPLE:
     In many areas trading for items is a still common form of
negotiating.  For example, a woman wanted to start a garden.  She
had an old snowmobile in her garage that she was willing to trade
for a roto-tiller in good condition.  Early in the Spring, she
mentioned to a few of her friends and neighbors to ask around to
find who'd be interested in such a trade.  An interested trader was
found and the two met and looked over the items.  The tiller owner
was looking for a snowmobile to use with a sled he built to draw
firewood out of his woodlot.  Because the snowmobile had a good
size engine he was interested.  The new gardener sized up the
situation and decided the tiller was in better shape than the
snowmobile so she needed to throw in another item to balance things
out.  What else did she have to trade?  She had 2 almost new snow
tires in her garage that did not fit her car. `Interested in a pair
of 14 inch snow tires?' The tiller owner was interested because the
tires fit his truck.  They both looked over the items carefully and
the snowmobile and a pair of tires were traded for the tiller. 
Both traders felt they made a good deal.
     **
NEGOTIATION: GRASSROOTS GROUP AS AN EXAMPLE:
     A citizens group was concerned with noise from a mining
operation that was locating in their quiet rural area.  The sound
of large chunks of rock dropping from a loader into trucks was loud
and it could be heard for miles.  Since the operation went on day
and night, the group felt this was a serious problem and they were
working with the local Planning Office to have their concerns
addressed.
     After researching the noise problem, the group found that
rubber Truck Bed Liners were commercially available (and in use in
some areas) to control loading noise.  They made a proposal for the
use of Truck Bed Liners as a noise control.  The mining company,
after contacting the liner manufactures and some users of the
liner, reported that the liners were very expensive, significantly
reduced the carrying capacity of the trucks, and had to be
periodically replaced.  They concluded that the liners were too
expensive to be a solution.  They said that they were interested in
controlling noise if cost effective methods could be found.  The
group came back with a proposal to build a noise barrier made of
mine waste rock to control loading area noise.  The company agreed
to this cost effective measure and the group gave up their idea of
the Truck Bed Liners in favor of a solution that could be easily
implemented.  Both parties were satisfied with the solution
(win-win).
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
WHAT IS MOST IMPORTANT?  OFTEN DIFFERENT ASPECTS IMPORTANT TO EACH
SIDE:  Look at your situation and define what aspects of the issue
are most
important to you.  What aspects are less important side issues? 
Both parties in a negotiation are trying to get the aspects of the
issue that are most important to them addressed by being willing to
trade off some aspects of lesser importance.  The key is, on some
aspects of the issue, what is most important to one side is often
not of the same importance to the other side.
     TRADE EXAMPLE: The new gardener really wanted a tiller for her
garden and considered a snowmobile a less important item.  The
tiller owner may have just bought a new tiller and his old tiller
was much less important to him than a snowmobile to help him bring
in his firewood.
     CITIZENS GROUP: The citizens group was very concerned with
noise and its impact on their quality of life and property values. 
They felt the truck Bed Liners would be a solution.  The mining
company was concerned that the delay in getting needed permits,
caused by the noise problem, was holding up production.  For them,
how the noise was controlled was very important because of the
potential difference in cost between alternative methods.
     Clearly define the most important aspects you want addressed. 
Make a list.  Remember, the citizens group later realized the real
issue was the control of noise and, as it turned out, the actual
method used was not an issue as long as it was effective.
     **
FINDING COMMON GROUND:
     Different aspects of an issue are often of very different
importance to the two sides of a negotiation and progress is based
on identifying those differences and coming up with acceptable
trade-offs.
     After deciding on your Negotiating Position (what is most
important to you), put yourself in your Adversary's place.  If you
were them, what Negotiating Position would you be likely to take? 
Compare your group's Negotiating Position with the likely
Negotiating Position of your Adversary (and /or Decision Makers). 
Look for common ground.  Progress may be possible in agreement on
general concepts (ie: desire to minimize impacts on people) or on
specific details (ie: certain mitigation measures).
     Role Play both sides of the negotiation on areas you've
identified as common ground.  Try and anticipate where these
negotiations could lead.
Which paths of negotiation will better address your concerns? 
Which paths are likely to lead into areas that you'd like to avoid? 
Begin negotiation by avoiding areas where you are most likely to
disagree and focus on areas where progress may be possible.  You
can then move to more difficult areas later in the negotiation.
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
IDEAL NEGOTIATION:
     People are often surprised to see that it may be possible to
have something that is not very important to them that is very
important to the other side.
     TRADE EXAMPLE: The new gardener had 2 snow tires that did not
fit her car.  The tires were not very useful to her, (little value)
yet because they fit the tiller owner's truck, they were worth
almost the cost of 2 new tires to him (great value).
     CITIZEN GROUP: The citizens thought the Truck Bed Liners were
the solution to their problem.  The company thought they were too
expensive, but they were willing to make a noise barrier.  The
citizen group gave up their idea of the Truck Bed Liners (no loss
to them) and got noise control in the form of a noise barrier
(great value to them).  The company put the work into the noise
barrier (at little cost to them) and got production started (great
value to them).
     In an ideal negotiation, each side trades off something of
minor importance to get one of major importance (to them) in
return.
     **
STRENGTH OF NEGOTIATING POSITION: TRADE EXAMPLE:
     Many factors influence the Strength of your Negotiating
Position.  In the trade of the snowmobile and the snow tires for
the tiller, a very big factor in the Strength of the Negotiating
Position of each side would be the season of the year that the
trade took place.
     In the Spring, when many people are getting their gardens
ready, then the tiller owner would be in a strong Negotiating
Position.  In the late fall the snowmobile owner would be in a very
strong Negotiating Position because both her items (snowmobile and
snow tires) were winter related items.  In fact, her position would
be so strong that if the trade had taken place in the Fall then it
may have been considered an `good deal' even without the 2 snow
tires.
     The strength of your Negotiating Position has a lot to do with
what items are eventually traded.  A very strong Negotiating
Position can shift the balance in your favor while still creating
a solution fair to both parties.  (win-win).
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
STRENGTH OF NEGOTIATING POSITION: THE RESULT OF ALL YOUR WORK:
     From the very beginning of your involvement in the issue (and
often without realizing it) you have been building your strength
towards your Negotiating Position. To the extent that you have been
effective in building a solid position on the issue and a strong
base of support in your community, you will now be in a strong
Negotiating Position.  You can use a show of strength to make your
Adversary (and/or Decision Makers) more aware of your strength and
if necessary increase your strength by widening your influence (see
Resolution by Strength).  A strong Negotiating Position means you
will be able to get more of what you want in negotiating while
giving up less.
     **
STRENGTH OF NEGOTIATING POSITION: CITIZENS GROUP AS AN EXAMPLE:
     The strength of your Negotiating Position plays a critical
role in negotiating.
     For example, in the mining noise problem, the citizens group
had worked through the local Planning Office and the State
Environmental Conservation Department to make sure that their
concerns were addressed.  They presented a very reasonable case
that the noise impact of the mine could be very intense, raising
the background noise levels from quiet to very high levels 24 hours
a day.  This was clearly a major impact, so the group had a very
strong position on the issue (especially in light of the fact that
the technology to control the noise was readily available).  In
addition, they had built a good base of support and had widened
their influence (Planning Office and Conservation Department).  In
fact, the Planning Office had taken the position that the mining
permit would be a conditional one.  The permit would last 6 months
and then it would be extended only if the company addressed the
noise problem.  The group's Negotiating Position was so strong that
the mining company had no choice but to deal with the noise issue. 
This points out the importance of your early work in building a
good base of support in your community for having your concerns
addressed and for widening your influence (Resolution by Strength). 
A strong Negotiating Position has a great impact on the final
outcome.
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
BACK TO RESOLUTION BY STRENGTH: OFTEN PART OF THE NEGOTIATING
PROCESS:  Progress in Negotiation does not always lead to a full
resolution of
the issue.  Negotiate as long as it beats the alternatives to
negotiating.
     If negotiation is limited to certain aspects of the issue then
you may need to consider continuing with Resolution by Strength on
other aspects of the issue even while you negotiate.  If you're
negotiating on all aspects of the issue you may, at times, need to
consider a Show Of Strength (see outline) if you feel your
Adversary (and /or Decision Makers) are not taking you seriously. 
You may even need to consider going back to Resolution by Strength
to put more pressure on the Negotiating process.
     When considering the use of a Show of Strength or Resolution
by Strength, carefully weigh how it will impact on your ability to
negotiate.  Role Play any action before taking it.  Remember,
success in Resolution by Strength often leads to negotiation.  Be
careful to avoid any actions that could severely damage your
ability to negotiate in the future.  Resolution of an issue is
often a balance between Resolution by Strength and Resolution by
Negotiation.
     **
BACK TO RESOLUTION BY STRENGTH: AN EXAMPLE:
     The low altitude flight group first began negotiating
indirectly by working through their local Planning Office on
Back-up System issues.  Progress was made on limiting the number of
flights per day, but no progress was made on minimum altitudes (500
feet above their homes).  While negotiation progressed on limiting
the number of flights, the group continued working through
Resolution by Strength to address the remaining issues.  By getting
resolutions passed in the County Legislature, widening press
coverage (locally, regionally and at the state level), and by
appointment to the Governor's Ad Hoc Committee, the group was able
to expand their base of support and widen their influence.  They
raised issues related to the effects of the flights:  Many Amish
communities were in the flight path and the startle effect on
animals posed a real safety hazard to those working with horses
especially in traffic situations.  There was evidence that the
military was in violation of their own interpretation of
regulations on flights over populated areas.  There were adverse
effects on property values and many schools would be overflown. 
Raising these and a number of other effects of the flights gave the
group a very strong position on the issue.  With a great increase
in the Strength of their Negotiating Position, they were then able
to open negotiations directly with the military at the Ad Hoc
committee meetings on the need to address the effects of altitude
of the flights.
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
NEGOTIATING FOR A WIN-WIN:
     In order to facilitate a solution, each side must get a least
some aspects of what they need.  Even when one side is in a very
strong Negotiating Position and the balance is leaning towards
their side, it is important for them to be sensitive to the basic
needs of the other sides position.
     Each side must be careful not to put the other side in a
position where they feel the need to `dig in' for a hard fight just
because there is no face saving way out.
     Whether you end up with an ideal negotiation where both
parties are happy with the results or one that is strongly
influenced by the Strength of the Negotiating Position of one side
or the other, both sides need to work to retain the basic elements
of a win-win whenever possible.  Otherwise they risk a return to
Resolution by Strength.
     **
NEGOTIATING A WIN-WIN: EXAMPLE:
     The resolution of the flight issue was heavily influenced by
the Strong Negotiating position of the flight group.  Over a period
of a year, the group had built overwhelming support for their
concerns and they had a strong case on the effects of the flights. 
As a result, the negotiations led to the military agreeing to raise
the minimum altitude to 1000 feet.  Further work led to a revision
to 2,000 feet.  Other issues, including continued safety hazards
with the Amish and the possibility of bird strikes in an area that
was a major bird migration route, led to a 2,700 minimum altitude. 
Faced with serious limitations on the use of the flight path, the
military was then willing to consider a proposal for not using the
flight path.  Instead, planes could circle high above the military
fort (5,000 feet instead of 500 feet) to make entry into the fort's
bombing range.  This proposal would involve a possible impact on
some people near the fort because planes needed to make final entry
to the bombing range at a lower altitude.  People in that area
worked directly with the military to identify and avoid individual
homes and the impacts were mitigated to their satisfaction.  The
military then agreed to not use the original flight path and
instead accepted the new alternative.  With the impacts on people
addressed, the military (although it gave up some low altitude
training) achieved a politically acceptable solution that allowed
access to the bombing range (win-win).
     ** Mountain Vision Software   R # 1     Box 222   Colton,
NY   13625 **
RESOLUTION:
     Whether you came to a Resolution of your issue by Strength or
by Negotiation, your group has put a lot of time and energy into
working to effectively present your concerns.  By becoming involved
you have built a new sense of community around your issue.  Even if
all your concerns were not fully addressed, you have been empowered
by your involvement.  Besides the valuable skills you've learned,
your view of the world and of yourselves has changed.  You have
gained a new awareness of the part you have to play in this time of
critical change.  Give yourselves credit for the work you've done. 
In the end, the commitment and effort involved in raising your
issue has improved the most valuable resource of your community:
people.

The real measure of your work is that you became involved.  Working
together, you took on the challenge of your issue
so that:

     "... government of the people, by the people and for the
people
     shall not perish ..."    Abraham Lincoln

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