real decisions are made and then getting the appropriate people
to that meeting.  This might mean having one person monitoring a
meeting for several weeks just to know what is going on and then,
at the appropriate time, bringing in the larger group.  "Being
there" means making a commitment to understanding the system.
There is nothing more frustrating than being at the right place,
but at the wrong time, or being at the wrong place and missing
the real decision.
(2) Be Informed:  It is important that the group be legitimate.
This means developing accurate information and presenting it in
the most rational way.  Even the slightest exaggeration or
smallest piece of misinformation can discredit the group and
destroy its legitimacy.  When developing specific information for
policymakers, assume that they are intelligent but uninformed.
Remember, they have more than one issue to be concerned about.
It is a mistake to assume they know or care about yours.
Be prepared to be challenged on your data.  Make sure it is
accurate.  Develop a network of information-gathering which is
quick and responsive.  Once you have established your
credibility, you will be called upon again and again.
(3) Be Able to Count:  This is a democratic society -- the
majority rules.  The group must know the number needed to pass a
resolution, an ordinance or policy.  They must know policymakers'
stands on issues that concern them and develop arguments that
will appeal to the key votes. (This might mean compromise which
every group should consider as part of their strategy.)
Remember, policymakers can also count.  It is, therefore,
important to demonstrate that your group is legitimate -- well-
informed and broadly based.  At some point in the process, you
may need to produce large numbers of allies to demonstrate your
broad base of support, and to do this you must build coalitions.
(4) Don't Be Intimidated:  Intentionally or not, the system is
intimidating.  To personally visit a key policymaker, you may
have to go through two secretaries, and three doors -- and then
confront a huge overpowering walnut desk which separates you from
the policymaker.  During official meetings, the policymakers sit
together, usually on a raised platform, surrounding themselves
with "experts" from the bureaucracy.  If you wish to address the
group you must "come down front"  to stand before them -- alone -
- - speaking into a microphone which distorts your voice, giving
you a strange sensation.  Don't be intimidated by all of this.
If you are informed, if you have the votes, and if your support
group shows up, you will find your fears will soon disappear.
(5) Don't Take "No" For An Answer:  You should never expect a new
idea, no matter how logical or reasonable, to be accepted on its
face value the first time it is presented.  Instead, you should
anticipate all of the hostile questions and expect to be turned
down the first time.  In fact, if your idea is accepted initially
without much resistance, there probably will be no real change.
It may mean the policymakers are going to sandbag your proposal -
- - giving lip service to your idea with no intention of
implementing it.  In general, the more the resistance, the better
the idea.  Be prepared to dig in and follow through because it
takes a major commitment of time and energy to fully implement a
new policy.
As you monitor implementation, it is important to show how your
idea fits into the goals articulated by this particular
institution (see page 2 on "Assumptions")  and how your idea can
do the job more effectively or at a lower cost.  You can often
avoid the "it will cost more" argument by saying, "we don't
expect more money but rather hope to 'reorder priorities'."
(6) Follow Through:  All of the group efforts can be lost if you
fail to follow though.  If fact, you can be co-opted by an easy
victory because the group tends to dissolve.  Within weeks or
months, things are back to normal and you will find it difficult,
if not impossible, to get the group back together (the group will
give up hope -- see page 8 on "Key Ingredients").
Finally
Community change means a commitment to the long haul -- to the
process.  Don't be confused with winning and losing.  Many times,
winning is really losing in the long run, and, conversely, losing
is often best for the group.  After a period of time, a group
leader will learn it is the process of continually participating
in change and the integrity of the people participating in that
process which is important, not winning or losing a few
skirmishes.
Finally, never lose your humanity in order to save humanity.  One
of the most important assets of a change agent is a sense of
humor.  Learn to laugh at yourself and with others.  Strive to
make this world a better place to live, work and love.  In doing
so, remember, the issue -- no matter how important it seems today
- -- is not as important as your commitment to each other and your
commitment to the integrity of the process.
[end]
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