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cross-posted from YES! Magazine

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Richard Rice interviews Jessica Gordon-Nembhard, PhD and Ed Whitfield on Cooperatives, Community Development and Social Justice.

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cross-posted from Communities Magazine

Although I don’t live in a community yet, I have spent three years organizing Charlotte Cohousing in North Carolina. This year I gave three workshops on diversity in community. I attended the Cohousing Conference and the Twin Oaks Communities Conference for the first time this year. I also participated for the second time in New Culture Summer Camp in West Virginia.

Regions: 
Institutions & Structures: 
Visions & Models: 
Movements & Struggles: 
Practices, Tools & Strategies: 
Economic Sectors: 

 

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cross-posted from Shareable

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cross-posted from In These Times

Ormond Ashby bounces into the unheated, under-construction home of Café ULU on a chilly January day with a bayonet saw and an air of enthusiasm. The 76-year-old retiree is here to help to build a stage for the new worker-owned café.

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cross-posted from Michaela Fisher's blog

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[Editor's note: This is Miki Kashtan's first article to be published on GEO.

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Sociocracy is an effective way for humans to organized themselves for collective action.
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cross-posted from YES! Magazine

“Oh, the places you'll go! There is fun to be done!

There are points to be scored. There are games to be won.

And the magical things you can do with that ball

will make you the winning-est winner of all.

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[Note: This “podcast” was not intended to be a podcast. Steve Wineman is working with me on a book I am writing, Growing Democracy: a cultural strategy for growing our love and democracy. He is the author of Power-Under: trauma and nonviolent social change. We discovered we had different perspectives on the nature of power, which is an important part of my strategic thinking. I wanted to understand his thinking and to record our conversation so I could refer back to it.

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While many organizations use ambiguity to strategically build a "unified diversity" around an organization's mission, democratically managed organizations need to tread a narrow path between necessary ambiguity (which allows flexibility) and dysfunctional ambiguity (which causes disarray).
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