We are witnessing the ‘failure of success’ of predatory capitalism. Poverty is the result of IMPOVERISHMENT from the zero sum model. In order for capitalism to be ‘successful’ and for a capitalist to become wealthy, value is EXTRACTED. Today as throughout its history, the psychotic hording cannot remain viable for the greedy unless it is applied across the board in ever intensifying scramble as the end game of the delusion rears up and threatens to unseat those riding the coattails of sociopathic robber barons, manipulators and thieves.
Impoverished young men are sent to boot camp where they are beaten into submission and forever changed into good soldiers for a mortally infected system.
The executive summary closes with:
“The Souls of Poor Folk is providing an empirical basis to
build and strengthen that unity. It also is only a
beginning. It does not, and cannot, address the full range
of issues under each theme. For this reason, we hope
that it encourages more research, debate, and analysis,
so that we may, together, identify the solutions we so
to this I would then add the observations and tools provided, with precisely the same spirit as cited by the Poor Peoples’ Campaign, that these are tools that are strengthened in aggregate and creative in alliance:
The Center for Dynamic Community Governance
The Three (or Four) Basic Principles
Observing the basic principles is important because they ensure that the organization doesn’t slip back into autocratic or disorganized decision-making. There are many more practices and methods that are essential to implementing the basic principles but these requirements guide the adaptation of those methods to specific circumstances. The three basic principles are essential.
The principle of consent governs policy decision-making. Consent means a member has no argued and paramount objections to a proposed policy. “Argued” means reasoned or explained. “Paramount” means all important. An objection is not a veto; it is a valid reason why a particular decision will prevent a member of the group from doing their job or otherwise supporting its aims.
Objections are solicited because they provide positive information. The reasoning behind them allows the group to improve the proposal so all members of the group can work toward the aim more effectively.
Policies are decisions that limit or permit future operational decisions and actions. They include budgets, strategic plans, allocation of resources, including money and people, and the basis for leadership by the Operational Leader. Policies govern the day-to-day activities of the working group.
An extension of consent, and sometimes presented as a fourth principle, is that people are elected to roles and responsibilities by consent. The members of the working group nominate and discuss the task description and nominees availability and positive ability to fulfill the task, and then consent to the assignment. The nominee must also consent. This process ensures that the team selects the person that the group believes is the best for the task and that they will support on the task. The task description and the discussion ensures that the person elected understands the group’s expectations.
A sociocratic organization is governed by “circles,” semi-autonomous policy decision-making groups that correspond to working groups, whether they are departments, teams, or local neighborhood associations. Each circle has its own aim and steers its own work by performing all the functions of leading, doing, and measuring on its own operations. Together the three steering functions establish a feedback loop, making the circle self-correcting, or self-regulating.
In circle meetings, each person is equivalent and has the power to consent or object to proposed actions that affect their responsibility in the organization.
On a daily basis, activities are directed by a leader without discussion or reevaluation of decisions. This produces efficiency and forward movement. If there is disagreement, the leader makes the decision in the moment. the issue is discussed in the next circle meeting, and a policy is established to govern such decisions in the future.
To ensure that feedback travels up and down and across the organization, circles are arranged in a hierarchy of overlapping circles. The overlapping is formed by the circle’s operational leader and one or more elected representatives who are full members of both circles. This overlap is called a “double link.”
The double-link is unique to sociocracy and forms a feedback loop that allows the system to self-correct. The operational leader is elected by the higher circle to communicate the decisions and needs of the larger organization to the circle. The circle then elects one or more of its members to communicate the decisions and needs of the circle to the higher circle. While each link participates fully in all aspect of circle discussions, they are responsible for communicating specific information.
Other Methods and Practices
There are many other methods and practices that support the governance of the sociocratic organization, but the beauty is the simplicity of the basic principles. As long as the principles are maintained and the values—equivalence, effectiveness, and transparency—guide the application of methods and practices, they will produce organizations that are harmonious and productive. The sociocratic vision.
None of us are socially whole on our own. Our weaknesses and strengths are mutually complimentary in the life of the planet - which is fundamentally social in nature.