Working Collectively

Women's Self-Help Network for Change
Publisher:  Women's Self-Help Network, Campbell River, Canada
Year First Published:  {9552 Working Collectively WORKING COLLECTIVELY Women's Self-Help Network for Change Women's Self-Help Network Campbell River Canada A handbook for people wishing to form collectives, or established collectives seeking solutions to problems such as power imbalances, conflict meditation, and setting priorities. 1984 1985 50pp BC9552-WorkingCollectively.jpg PMP Pamphlet 0-919537-17-0 HQ1885.W67 1984 306.344 "Working collectively," according to the Women's Self-help Network, "is difficult for people used to managing in a hierarchical, individualistic society." Their booklet WORKING COLLECTIVELY is a handbook for people wishing to form collectives, or established collectives seeking solutions to problems such as power imbalances, conflict meditation, and setting priorities. <br> <br>WORKING COLLECTIVELY includes a detailed procedure for consensus decisoin-making, a suggested agenda (to help solve the "endless meeting" syndrome) and a "burnout self exam" for collective members. <br> <br>One striking tactic proposed in the book is the use of "paranoid fantasy as a communication tool. We argreed that when someone feels paranoid, that is that something is going on which is making her feel uneasy or afraid, there is indeed something going on." The Women's Self-Help Network suggests discussing the paranoid fantasies (usually about the feelings of ohter collective members) with the appropriate people in an effort to resolve the problem. <br> <br> <br>Table of Contents: <br> <br>Why Operate Collectively <br> <br>Decisions <br>Structure for Making Decisions <br>Jobs <br>Meetings <br>Membership <br>Political and Value Agreements <br> <br>Difficulties <br>No Consensus <br>Power Imbalance <br>Endless Meetings <br>Individual Crisis <br>Conflict <br>Accountability <br>Lack of Rewards <br> <br>Tools <br>Pressing Process <br>Check-In <br>Constructive Criticism <br>Paranoid Fantasies <br>Resentments <br>Priorize and Time Collective Business <br>Postponement <br>Time Out <br>Light and Livelies <br>Rounds <br>Evaluation <br>Appreciations <br>Affirmations <br>Facilitator's Duties <br>Burn-Out Self Exam <br>Ritual and Caretaking Committee <br>Peer Counselling <br>Mediation <br> <br>References and Other Resources CX3218 1 false true false CX3218.htm [0xc00040bf80 0xc0003f6660 0xc0003f79e0 0xc000472900 0xc000c6a0c0 0xc000328f30 0xc0003296b0 0xc0016e6060 0xc0008d1a70 0xc00237a060 0xc0024e0150] Cx}
Year Published:  1985
Pages:  50pp   ISBN:  0-919537-17-0
Library of Congress Number:  HQ1885.W67 1984   Dewey:  306.344
Resource Type:  Pamphlet
Cx Number:  CX3218

A handbook for people wishing to form collectives, or established collectives seeking solutions to problems such as power imbalances, conflict meditation, and setting priorities.

Abstract: 
"Working collectively," according to the Women's Self-help Network, "is difficult for people used to managing in a hierarchical, individualistic society." Their booklet WORKING COLLECTIVELY is a handbook for people wishing to form collectives, or established collectives seeking solutions to problems such as power imbalances, conflict meditation, and setting priorities.

WORKING COLLECTIVELY includes a detailed procedure for consensus decisoin-making, a suggested agenda (to help solve the "endless meeting" syndrome) and a "burnout self exam" for collective members.

One striking tactic proposed in the book is the use of "paranoid fantasy as a communication tool. We argreed that when someone feels paranoid, that is that something is going on which is making her feel uneasy or afraid, there is indeed something going on." The Women's Self-Help Network suggests discussing the paranoid fantasies (usually about the feelings of ohter collective members) with the appropriate people in an effort to resolve the problem.


Table of Contents:

Why Operate Collectively

Decisions
Structure for Making Decisions
Jobs
Meetings
Membership
Political and Value Agreements

Difficulties
No Consensus
Power Imbalance
Endless Meetings
Individual Crisis
Conflict
Accountability
Lack of Rewards

Tools
Pressing Process
Check-In
Constructive Criticism
Paranoid Fantasies
Resentments
Priorize and Time Collective Business
Postponement
Time Out
Light and Livelies
Rounds
Evaluation
Appreciations
Affirmations
Facilitator's Duties
Burn-Out Self Exam
Ritual and Caretaking Committee
Peer Counselling
Mediation

References and Other Resources

Subject Headings

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