10-point summary
1. Strategy as an Escalating Trajectory Strategy is not a static plan but a path that moves a movement from its current situation toward its goals, often requiring an iterative process of trial, error, and adaptation. Just as a fire requires small kindling to build enough heat to ignite larger logs, a movement must escalate its tactics over time to build the necessary capacity for victory. This was illustrated by the Site 41 campaign, which escalated from lobbying and awareness-raising to direct action and blockades, eventually forcing the government to back down.
2. The Concept of Strategic Capacity Success is often determined by a group’s "strategic capacity"—the ability to devise effective strategies—rather than just having charismatic leaders or waiting for the "right time". This capacity is built on strong motivation, access to relevant knowledge and skills, and inclusive decision-making processes that allow for creative problem solving. The United Farm Workers (UFW) succeeded where the Agricultural Workers Organizing Committee (AWOC) failed because the UFW’s leadership was diverse, highly motivated, and possessed deep local knowledge of the constituency they were organizing.
3. The Importance of Diverse and Accountable Leadership Leadership teams that are diverse and accountable to their membership generate better strategies than homogenous, bureaucratic, or top-down hierarchies. The AWOC failed because its leaders were disconnected "insiders" funded by external sources, meaning they could afford to make mistakes without consequence. Conversely, the UFW relied on member dues and volunteers, which forced them to be accountable to the farmworkers and to devise strategies that actually worked to ensure their survival.
4. Local Gradualism and Nodes of Power Capturing small, attainable "nodes of power" allows a movement to build the momentum and resources needed for larger struggles. The American temperance movement utilized a strategy of "local gradualism," focusing on winning local elections and passing bylaws in townships and villages before attempting state or national prohibition. This approach not only achieved concrete victories but also radicalized moderates who, upon seeing the corruption of their opposition at the local level, became willing to support more radical national campaigns.
5. Building Coalitions and Bridge Builders Effective movements often require coalitions that bring together diverse groups, such as the alliance between Indigenous people and settler farmers during the Site 41 struggle. Successful coalitions rely on "bridge builders"—individuals with social ties to multiple groups who can facilitate trust and cooperation. However, the formation of coalitions is sometimes hindered by an "ethos of organizing one's own," where activists prioritize ideological purity or identity over strategic alliances.
6. Innovation Through Resource Scarcity A lack of resources can paradoxically spur strategic innovation, while an abundance of resources can lead to stagnation. Because the UFW lacked a strike fund, they could not use traditional stationary pickets; instead, they invented the "roving picket," which allowed a small number of activists to disrupt many farms effectively. This "bazaar-style" organizing, characterized by low overhead and high adaptability, proved superior to the rigid "cathedral-style" organizing of the well-funded AWOC.
7. Historical Lessons from Failed Rebellions The mid-19th-century Chinese rebellions (Taiping and Nien) offer critical lessons on the dangers of isolation and corruption. The Taiping rebellion failed partly because its leadership became corrupt and disconnected from the rank and file, and because they failed to coordinate with other rebel groups due to rigid ideological differences. The Nien rebellion demonstrated the utility of guerrilla tactics and fortified villages but ultimately failed because they focused on local survival without a broader strategy to topple the central Qing dynasty.
8. The Four-Part Strategic Framework A complete campaign strategy must answer four specific questions: What are the primary goals? What strategies and intermediate campaigns will achieve them? What tactics will be employed? And what capacities and alliances must be cultivated?. This framework forces organizers to work backward from a vision of victory to determine the necessary steps and resources, rather than simply "thrashing around in the dark".
9. The Necessity of Support Capacities Direct action is the core of resistance, but it must be wrapped in supporting capacities—such as intelligence, logistics, and communications—to be effective. This relationship is illustrated by the "law of the minimum," likened to a barrel where the shortest stave determines the maximum capacity; a movement is limited by its weakest element, whether that is recruitment, security, or outreach. For example, the UFW’s success was bolstered by service centers, a credit union, and a newspaper, which sustained the movement during long struggles.
10. Practical Strategic Tools To develop effective strategies, movements should employ practical tools such as SWOT analysis (evaluating Strengths, Weaknesses, Opportunities, and Threats) and wargaming to simulate potential conflicts. Strategists must remain agile, maintaining the initiative through rapid adaptation rather than adhering to a rigid playbook. This includes identifying intermediate goals that are "specific, measurable, and attainable" to build confidence and momentum.