10 Point Summary
1. People recruit and mobilize when they believe victory is possible, even if the tactics are riskier. As demonstrated by the Coalition for a Free South Africa (CFSA) at Columbia University, students ignored safe rallies but flocked to a risky building takeover because the blockade disrupted business as usual and offered a plausible chance of winning.
2. The "Radical Triad" explains how individuals transform into resisters: this cycle involves personal experiences (witnessing or suffering injustice), radical catalysts (having the time, analytical tools, and community to process those experiences), and action needs (having models for action and a belief that change is possible).
3. Strong social ties are often more important than ideology in recruiting and retaining members. Analysis of the 1964 Freedom Summer showed that volunteers who showed up were distinguished not by their political views, but by their pre-existing friendships and social links to the movement; similarly, effective recruitment often involves "bringing a friend" to bridge the gap between passive support and action.
4. Amílcar Cabral’s success with the PAIGC highlights the value of pragmatism over abstract orthodoxy. Cabral, a trained agronomist, recruited effective cadres by listening to people, avoiding rigid political labels, and training recruits to speak about the struggle in terms of tangible daily realities like food and land rather than high theory.
5. Recruitment should follow the model of "Engagement Circles," moving individuals from a supportive mass base toward the center. Organizers should draw sympathizers inward to become auxiliaries (helpers) and finally cadres (organizers/combatants) by asking them to perform small, low-risk tasks first and gradually escalating the level of commitment and risk.
6. Screening and security are essential to prevent destruction from within. Whether it is the Dutch resistance testing recruits to ensure they aren't Nazis, or the Deacons for Defense screening for "good moral character" to avoid reckless behavior, movements must carefully vet candidates to exclude unstable, abusive, or infiltrating elements.
7. Retention depends on "soft skills" and a welcoming culture. Movements often lose members due to hostile or judgmental behavior—sometimes called "manarchism"—and can improve retention by assigning mentors to newcomers, creating a friendly environment, and ensuring that social relationships are valued alongside political work.
8. Burnout is a structural risk for the most committed activists. Burnout typically affects those with high expectations and high commitment who face high psychological tension; preventing it requires achieving short-term goals, maintaining a supportive community, and ensuring flexibility so members can rest without the group collapsing.
9. Visible, dramatic action creates a "bandwagon effect." While educational events are useful, groups that engage in disruptive, high-visibility actions often see a surge in recruitment because the movement appears to have momentum and the capacity to effect change.
10. Biographical availability determines who can participate. Recruitment strategies must account for the fact that middle-class students often have more free time to radicalize, while working-class individuals or parents may have "action needs" and direct experience with oppression but lack the time; organizations must adapt by offering child care, food, and accessible meeting times.