Promoting Community Change Making It Happen in the Real World

by Homan, Mark S.

• ISBN13: 9780534606336
• ISBN10: 0534606334
• Edition: 3rd
• Format: Paperback
• Copyright: 2003-07-21
• Publisher: Brooks Cole

Summary

Part I: RESPONDING TO THE NEED FOR COMMUNITY CHANGE. 1. Understanding the Challenge to Change. 2. Theoretical Frameworks for Community Change. 3. Relating Community Change to Professional Practice. 4. Putting Yourself in the Picture. Part II: PUTTING THE PIECES TOGETHER. 5. Taming the Green-Eyed Monster: Using Information and Communication Technology. 6. Knowing Your Community. 7. Power. 8. Powerful Planning. 9. People--The Most Valuable Resource. 10. Raising Other Resources. 11. Getting the Word Out. 12. Building the Organized Effort. 13. Taking Action--Strategies and Tactics. Part III: A CLOSER LOOK AT TYPICAL CHANGE CONTEXTS. 14. Enhancing the Power of Neighborhoods. 15. Increasing the Effectiveness of Established, Formal Organizations. 16. Lobbying for Change. References. Index.

Table of Contents

PART 1 Responding to the Need for Community Change	1	(102)
CHAPTER 1 Understanding the Challenge to Change	4	(28)
What's Going On Out There?	6	(2)
What You Will See If You Look	6	(2)
Beyond a Consideration of Problems	8	(1)
Can You Really Do Anything About All Those Problems?	8	(1)
Some Basic Issues That Deserve Your Attention	9	(3)
Empowerment	9	(1)
Resistance to Working for Change	10	(2)
Weeds and Roots, Bandages and Balms	12	(1)
Operation and Regeneration	12	(1)
The Need for Cultural Awareness, Respect, and Competency	12	(12)
What Is Cultural Competence?	14	(3)
Our Increasingly Diverse Society	17	(4)
Valuing Diversity	21	(3)
The Community as Client	24	(2)
Targets for Community Change	26	(3)
Community Involvement	26	(1)
Improving the Service Delivery System	27	(1)
Making Improvements Within Your Own Agency	28	(1)
Political Involvement	28	(1)
Using the Courts	28	(1)
A Modest Recognition of Idealism	29	(1)
Conclusion	29	(1)
Helpful Web Sites	30	(2)
CHAPTER 2 Theoretical Frameworks for Community Change	32	(30)
Systems Theory and Communities	35	(2)
Healthy Communities Produce Healthy People	37	(5)
Functioning to Meet System Needs	38	(1)
Recognizing and Valuing Resources	38	(1)
Inclusivity	38	(1)
Community Capital	39	(3)
Theoretical Perspectives on Community Change	42	(5)
Power	42	(1)
Organizing and Organizations	43	(1)
Action	44	(1)
Culture	45	(1)
Change	46	(1)
Close Communities Provide a Context for Action	47	(1)
Theory and Philosophy of Praxiology	48	(2)
Supporting Theoretical Propositions	50	(2)
Conflict Affects Commitment to Organizing for Change	50	(1)
Crisis Can Contribute to Community Action	51	(1)
Working Relationships Require Communication and Trust	51	(1)
Organizing Models for Community Change	52	(2)
The Community Development Model	54	(5)
Elements of Community Development	55	(3)
Social Action and Community Development	58	(1)
Conclusion	59	(2)
Helpful Web Sites	61	(1)
CHAPTER 3 Relating Community Change to Professional Practice	62	(22)
Basic Purposes of Social Welfare	64	(4)
Three Views of Social Welfare	65	(2)
Development Versus Service	67	(1)
Traditional Approaches to Professional Practice	68	(5)
Working as a Change Agent	68	(1)
Direct Work with Individuals	69	(1)
Five Stages of Partnership Development	70	(1)
A Place for Community Change	70	(3)
Implications of Professional Values	73	(2)
Under the Guise of Caring	75	(3)
The Painful Limits of Limited Action	77	(1)
Picking the Hills You Are Going to Fight On	78	(1)
You Have the Theoretical Base	78	(3)
Major Features of a Systems Perspective	79	(1)
Applications of a Systems Perspective	80	(1)
You Have the skills You Need	81	(2)
Conclusion	83	(1)
Helpful Web Sites	83	(1)
CHAPTER 4 Putting Yourself in the Picture	84	(19)
Taking Action	86	(2)
Recognizing the Need for Action	86	(1)
Responding to Unacceptable Circumstances	87	(1)
Giving Yourself Permission to Act	87	(1)
Recognize Your Ability to Promote Change	88	(1)
Developing sanction	88	(4)
Gaining Consent from Those Who Must Move to Action	89	(1)
Integrating Your Change Efforts with Your Job Responsibilities	89	(3)
Juggling Your Immediate Duties on the Job	92	(1)
Keeping Your Personal Life Happy and Healthy	92	(3)
Common Pitfalls	92	(2)
Avoiding the Traps and Benefiting from the Experience	94	(1)
Ten Pondering Questions	95	(1)
Avoid Burnout	96	(2)
Some Keys to Personal Effectiveness	98	(1)
Final Five	99	(1)
Conclusion	100	(1)
Helpful Web Sites	101	(2)
PART II Putting the Pieces Together	103	(334)
CHAPTER 5 Taming the Green Eyed Monster: Using Information and Communication Technology	106	(40)
The Digital Divide	109	(5)
Introducing the Internet	114	(1)
Searching the Web	115	(7)
Search Engines	116	(2)
Subject Directories	118	(1)
Deep Web	118	(1)
Additional Search Tips	119	(3)
Getting Started	122	(4)
An Adequate Computer	122	(2)
An Internet Connection	124	(1)
An Internet Service Provider	125	(1)
Communications Software with a Web Browser	125	(1)
Personal Digital Assistant	125	(1)
Learning About Your Community	126	(1)
Learning About Your Issue	127	(2)
Record Keeping	129	(3)
Making Provocative Presentations	132	(1)
Putting Yourself Out There	132	(6)
Web Page	133	(3)
Web Group	136	(1)
Using Electronic Mail (E-Mail)	136	(1)
Mailing Lists	137	(1)
Working Together	138	(2)
Conferencing	138	(1)
Instant Messaging	139	(1)
Communicating with Members of Your Organization	140	(2)
Training and Support	142	(2)
Conclusion	144	(1)
Helpful Web Sites	144	(2)
CHAPTER 6 Knowing Your Community	146	(32)
Perspectives on Community	148	(4)
Your Community as a Community	148	(2)
Communities and Subcommunities	150	(1)
Communities in Your Arena of Action	151	(1)
What to Look for in Your Community	152	(15)
Basic Community Characteristics	154	(1)
How the Community Functions	155	(3)
Assessing the Community's Needs and Resources	158	(7)
Capacity for Change and Disposition to Change	165	(2)
How to Find Out What You Need to Know	167	(9)
Valuing the Library	167	(3)
Special Libraries	170	(1)
Leaving the Library and Looking for More	170	(5)
Informal Methods	175	(1)
Conclusion	176	(1)
Helpful Web Sites	177	(1)
CHAPTER 7 Power	178	(26)
What Is Power?	180	(3)
Do You Need Power?	183	(1)
Fear of Power	184	(1)
Who Has Power?	185	(7)
Common Bases of Power in a Community	185	(4)
Common Bases of Power in a Group	189	(1)
Determining Who Holds Power	190	(2)
Assessing and Building Your Own Bases of Power	192	(2)
Making Use of Existing Power	193	(1)
Building Power Through Organization	194	(1)
Developing Personal Power in the Broad Community	194	(4)
Putting Yourself in the Power Loop	195	(1)
Using Information	196	(1)
Inspiring Confidence	196	(2)
Using Your Power	198	(1)
Empowering Others	199	(2)
Conclusion	201	(2)
Helpful Web Sites	203	(1)
CHAPTER 8 Powerful Planning	204	(28)
What Is a Plan? What Is Planning?	206	(2)
Some Basic Reasons for Planning	208	(1)
How Much Planning Is Needed?	209	(2)
Levels of Planning	211	(3)
Basic Planning Elements	214	(11)
Identify Current Discomfort or Opportunity	215	(1)
Identify Your Vision for the Future	215	(1)
Identify Your Target Using Images of Potentiality	215	(1)
Identify Factors in the Future Environment	216	(1)
Identify Current Obstacles and Current Resources	217	(2)
Identify Stakeholders	219	(1)
Identify Actions That Use Existing Advantages to Overcome Obstacles	220	(1)
Identify the Sequence and Time Frame of Actions	220	(1)
Identify People Who Will Handle Necessary Tasks	221	(1)
Identify Indicators That Show Planned Tasks Were Completed	222	(1)
Identify Measures of Effectiveness and Indicators of Trouble	222	(1)
Perform Identified Tasks	223	(1)
Monitor, Evaluate, and Refine	223	(2)
Obstacles	225	(6)
An Unpredictable Future	225	(1)
Lack of Skill	225	(2)
Lack of Interest	227	(1)
Thirst for Immediate Action	228	(1)
Planning to Avoid Action	229	(1)
Belief That Plans Won't Have an Impact on Decision Making	229	(1)
Forgetting to Include People in Planning	229	(1)
Defining the Problem in Terms of the Solution	230	(1)
Groupthink	230	(1)
Conclusion	231	(1)
Helpful Web Sites	231	(1)
CHAPTER 9 People-The Most Valuable Resource	232	(28)
What Do You Need?	234	(8)
Level of Participation	235	(4)
Talents and Assets	239	(2)
The Right Stuff	241	(1)
Getting People Involved	242	(10)
Contact People	243	(2)
Give People a Reason to Join	245	(1)
Ask for Participation	245	(2)
Maintain Involvement	247	(5)
Working with Volunteers	252	(2)
Cultural Competency	254	(2)
Some Reflections on People	256	(2)
Conclusion	258	(1)
Helpful Web sites	259	(1)
CHAPTER 10 Raising Other Resources	260	(58)
Building Your Budget	262	(1)
Hustling for the Things You Need	263	(6)
Ask for What You Need	268	(1)
Get to Know Your Community's Resources	268	(1)
Getting and Spending Money	269	(2)
Staff, an Expensive Item	270	(1)
Keep Some Money in Reserve	271	(1)
Filling the Coffers	271	(2)
Contributions from Individuals	273	(25)
Inclusive Fund-Raising	274	(3)
Six Basic Steps	277	(1)
Direct Requests	278	(2)
Pitching to Groups	280	(1)
Memberships	281	(2)
Indirect Requests	283	(1)
Telephone Solicitation	283	(2)
Telephone Support for Small Mail Campaigns	285	(2)
Direct Mail	287	(1)
Events	287	(7)
Nonevents	294	(1)
Sales	295	(2)
Planned Giving	297	(1)
Looking in the Nooks and Crannies	297	(1)
Using the Internet as a Fund-Raising Tool	298	(1)
Securing Funds from Public and Private Organizations	299	(11)
Identifying Prospective Sources	300	(8)
Public Funding	308	(2)
Get to Know the People Involved	310	(1)
Grant Writing	310	(5)
Verbal Presentations	315	(1)
Collaboration	315	(1)
Strings Attached	315	(1)
Conclusion	316	(1)
Helpful Web Sites	316	(2)
CHAPTER 11 Getting the Word Out	318	(30)
Importance of Making Your Efforts Known	320	(2)
Let People Know You Exist	320	(1)
Stir Interest	320	(1)
Expose the Issue and Educate for Action	320	(1)
Attract New support	321	(1)
Strengthen Affiliation	321	(1)
Credibility	321	(1)
Identifying the People You Need to Reach	322	(1)
The Three Holy M's	323	(1)
Techniques for Sending the Message That You Control	324	(6)
Word of Mouth	324	(1)
Meetings	324	(1)
Newsletters	325	(1)
Brochures	326	(1)
Position Papers	326	(2)
Speakers' Bureau	328	(1)
Fliers and Posters	328	(1)
Internet and Online Resources	329	(1)
Review of Methods Other People Control	330	(16)
Other Groups and Organizations	331	(1)
Public Service Advertising	331	(3)
Entertainment and Public Affairs Programming	334	(2)
News Media	336	(10)
Conclusion	346	(1)
Helpful Web sites	347	(1)
CHAPTER 12 Building the Organized Effort	348	(48)
Organizations Are Built Around Issues	351	(8)
What Are Issues?	351	(1)
Types of Issues	352	(2)
Issues and Organizations	354	(1)
Issues and Organization Development	355	(1)
Selecting Issues for Action	356	(3)
Bringing the Organization Along	359	(8)
Identify What's Bugging You	359	(1)
Think About It for a While	359	(1)
Do a Little Homework	359	(1)
Identify Other Interested Individuals	360	(1)
Identify Those Who Are Willing to Do Something	360	(1)
Have a Small Group Meeting	360	(1)
Recruit and Do Your Homework	361	(1)
Hold Your Next Get-Together(s)	361	(1)
Do What Needs to Be Done	362	(1)
Get Together Again	363	(2)
Go Public	365	(1)
Hold a Formalizing Meeting	366	(1)
Begin Indirect Recruitment	366	(1)
Keep Working, Monitor Progress, and Confirm the Actuality of Change	367	(1)
Developing Your Organization	367	(3)
Develop Leadership	367	(1)
Expect Natural Turnover	368	(1)
Get People Doing Something Right Away	369	(1)
Know That Things Will Take Longer Than They Should	369	(1)
Decide if an Easily Achieved Gain Is Better Than One Gained from Struggle	369	(1)
Accept the Reality of Unearned Dividends	369	(1)
Move Past Reaction	370	(1)
Theory of Structural Limitations	370	(1)
General Stages of Organizational Development	370	(2)
Introduction	371	(1)
Initial Action	371	(1)
Emergence of Leadership and Structure	371	(1)
Letdown, Loss of Members, and Floundering	371	(1)
Recommitment, New Tasks, and New Members	371	(1)
Sustained Action	372	(1)
Continued Growth, Decline, or Termination	372	(1)
Small Group Process	372	(8)
Task and Relationship Dimensions	372	(1)
Effective and Ineffective Groups	373	(2)
Stages of Group Development	375	(1)
Common Pitfalls for Groups Promoting Change	376	(2)
Meetings That Keep the Momentum	378	(2)
Types of Organizations	380	(7)
Membership Organizations	380	(1)
Open Organizations	381	(1)
Coalitions	381	(4)
Networks	385	(1)
Core Group and Steering Committee Organizations	386	(1)
Incorporating	387	(6)
Benefits of Incorporating	388	(1)
Basic Steps of Incorporation	388	(3)
Exploding the Lobbying Myth: Taking an Active Role	391	(2)
Conclusion	393	(1)
Helpful Web sites	394	(2)
CHAPTER 13 Taking Action Strategies and Tactics	396	(41)
Major Action Strategies and Tactics	399	(27)
Confrontation	403	(9)
Negotiation	412	(6)
Collaboration	418	(4)
Cooptation	422	(4)
Other Strategic and Tactical Considerations	426	(3)
Adhere to a Firm Code of Ethics	426	(1)
Recognize Mutual Benefits	427	(1)
Education as a Strategy	428	(1)
Create a Receptive Environment	428	(1)
Understand the Power-Issue Relationship	428	(1)
Get the Right People in the Right Places	429	(1)
Tricks for Special Occasions	429	(2)
Stacking a Small Room	430	(1)
Defusing an Opposing Argument	430	(1)
Keeping the Record Straight	430	(1)
Individualized Petitions	431	(1)
Strategies and Tactics the Target May Use on You	431	(3)
Buffer Groups	431	(1)
Divide and Conquer	431	(1)
Absence of Decision Makers	432	(1)
Vague Agreements	432	(1)
Telling You What You Want to Hear	432	(1)
Endless Meetings	432	(1)
Requests for Volumes of Information	433	(1)
Withholding Information	433	(1)
Overwhelming You with Information	433	(1)
Providing You with Special Attention or Offerings	433	(1)
Feigning Injury or Hurt Feelings	433	(1)
Commandments of Change	434	(1)
Do You Have What It Takes?	434	(1)
Conclusion	435	(1)
Helpful Web Sites	435	(2)
PART III A Closer Look at Typical Change Contexts	437	(69)
CHAPTER 14 Enhancing the Quality of Neighborhoods	440	(26)
What Is a Neighborhood?	441	(4)
Neighborhood as a Focus of Attention for Professional Workers	443	(1)
Some Fundamental Challenges to Neighborhood Health	444	(1)
Neighborhood Assets and the Dakota Experience	445	(1)
Quality Neighborhoods	445	(2)
Natural Processes of Neighborhood Change	447	(4)
Invasion-Succession Model	447	(1)
Life Cycle Model	448	(1)
Political Capacity	448	(1)
Additional Models of Neighborhood Change	449	(2)
Understanding Neighborhood Organization	451	(6)
Types of Neighborhood Organizations	451	(3)
Activities of Neighborhood Organizations	454	(2)
Elements of Successful Neighborhood Organizations	456	(1)
A Comprehensive Neighborhood Revitalization Program	457	(3)
Basic Change-Related Tasks	457	(1)
Tools for the Neighborhood Builder	458	(2)
Additional Factors Related to Successful Neighborhood Change	460	(2)
Sources of Strength	460	(1)
Economic Considerations	461	(1)
Diverse Perspectives	461	(1)
Enhancing the Prospects for Success	462	(1)
Some Final Considerations	463	(1)
Something for the Children	464	(2)
CHAPTER 15 Increasing the Effectiveness of Established, Formal Organizations	466	(18)
Types of Changes	469	(1)
Elements Affecting the Behavior of Organizations	470	(2)
Organizations as Systems	470	(2)
Structural Characteristics of Organizations	472	(1)
Additional Processes Influencing Change	472	(2)
Overcome Success	472	(1)
Overcome Failures	472	(1)
Recognize Potential Problems	473	(1)
Principles for Increasing Your Effectiveness	474	(7)
Some Final Considerations	481	(1)
Breakfast at Tommie's	481	(3)
CHAPTER 16 Lobbying for Change	484	(22)
Getting Started	487	(1)
Basic Components of an Organized Lobbying Effort	488	(3)
A Skeletal Outline of the Legislative Process	491	(3)
Basic Lobbying Activities	494	(6)
Letter Writing	498	(1)
Testifying	499	(1)
Other Things You Should Know or Do to Increase Your Effectiveness	500	(3)
Some Final Considerations	503	(1)
The Hearing	503	(3)
References	506	(16)
Index	522