Consensus Decision Making, Northern Ireland and Indigenous Movements (Research in Social Movements, Conflicts and Change, 24)

Presents case studies on decision making that cut across a wide breadth of social movement contexts, including Peace Brigades International teams, a feminist bakery collective, Earth First, the NGO Forum on Women, Friends of the Earth, the Tlapanec indigenous movement in Mexico, an on-line strategic voting campaign, and Korean labor movements. Decision making is the oil that greases the wheel of social movement organizing. Done poorly, it derails organizations and coalitions; done well, it advances the movement and may model those changes movements seek to effect in society. Despite its importance, movement decision making has been little studied. Section One makes a singular contribution to the study of social movement decision making through seven focused case studies, followed by a critical commentary. The case studies on decision making cut across a wide breadth of social movement contexts, including Peace Brigades International teams, a feminist bakery collective, Earth First, the NGO Forum on Women, Friends of the Earth, the Tlapanec indigenous movement in Mexico, an on-line strategic voting campaign, and Korean labor movements. The section concludes with Jane Mansbridge's synthesis and critical commentary on the papers, wherein she continues to make her own substantive contributions to the literature on consensus decision making. The three papers in Section Two focus on Northern Ireland, where frustration with inter-community conflict resolution spawned a movement promoting intra-community or 'single tradition' programs. Two chapters provide invaluable comparative studies of the benefits and shortcomings of these counter-movements, while the third paper applies constructive conflict and nonviolent action theories to recent developments in the annual parades disputes. The volume closes with two papers on Native American issues. The first examines an initiative to teach conflict history and build conflict analysis and resolution skills among the Seneca Nation. The final case study of two Native American women's organizations demonstrates how socially constructed identities are critical to movement framing processes and collective actions. With this volume, RSMCC continues its long-standing tradition of publishing cutting edge studies in social movements, conflict resolution, and social change Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh -- Jane Mansbridge -- Part II: The troubles and conflict resolution in Northern Ireland Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh -- Jane Mansbridge -- Part II: The troubles and conflict resolution in Northern Ireland -- Joanne Hughes Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh -- Jane Mansbridge -- Part II: The troubles and conflict resolution in Northern Ireland -- Joanne Hughes -- Shaunna L. Scott Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh -- Jane Mansbridge -- Part II: The troubles and conflict resolution in Northern Ireland -- Joanne Hughes -- Shaunna L. Scott -- Lee A. Smithey and Lester R. Kurtz -- Part III: Identity and conflict resolution in Native American communities Introduction / -- Patrick G. Coy -- Part I: Conflicts and consensus decision making in social movements -- Lynne M. Woehrle -- Anna Snyder -- Martin Hébert -- Patrick G. Coy -- Andrew Whitworth -- Jennifer Earl and Alan Schussman -- Doowon Suh -- Jane Mansbridge -- Part II: The troubles and conflict resolution in Northern Ireland -- Joanne Hughes -- Shaunna L. Scott -- Lee A. Smithey and Lester R. Kurtz -- Part III: Identity and conflict resolution in Native American communities -- Bianca Wulff and Brian Blancke Introduction /-- Patrick G. Coy-- Part I: Conflicts and consensus decision making in social movements-- Lynne M. Woehrle-- Anna Snyder-- Martin Hébert-- Patrick G. Coy-- Andrew Whitworth-- Jennifer Earl and Alan Schussman-- Doowon Suh-- Jane Mansbridge-- Part II: The troubles and conflict resolution in Northern Ireland-- Joanne Hughes-- Shaunna L. Scott-- Lee A. Smithey and Lester R. Kurtz-- Part III: Identity and conflict resolution in Native American communities-- Bianca Wulff and Brian Blancke-- Timothy B. Gongaware. Decision making is the oil that greases the wheel of social movement organizing. Done poorly, it derails organizations and coalitions; done well, it advances the movement and may model those changes movements seek to effect in society. Despite its importance, movement decision making has been little studied. Section One makes a singular contribution to the study of social movement decision making through seven focused case studies, followed by a critical commentary. The case studies on decision making cut across a wide breadth of social movement contexts, including Peace Brigades International teams, a feminist bakery collective, Earth First, the NGO Forum on Women, Friends of the Earth, the Tlapanec indigenous movement in Mexico, an on-line strategic voting campaign, and Korean labor movements. The section concludes with Jane Mansbridge's synthesis and critical commentary on the papers, wherein she continues to make her own substantive contributions to the literature on consensus decision making. The three papers in Section Two focus on Northern Ireland, where frustration with inter-community conflict resolution spawned a movement promoting intra-community or 'single tradition' programs. Two chapters provide invaluable comparative studies of the benefits and shortcomings of these counter-movements, while the third paper applies constructive conflict and nonviolent action theories to recent developments in the annual parades disputes. The volume closes with two papers on Native American issues. The first examines an initiative to teach conflict history and build conflict analysis and resolution skills among the Seneca Nation. The final case study of two Native American women's organizations demonstrates how socially constructed identities are critical to movement framing processes and collective actions. With this volume, RSMCC continues its long-standing tradition of publishing cutting edge studies in social movements, conflict resolution, and social change--Résumé de l'éditeur A dialectical approach to group analysis suggests that groups and organizations are not static, but rather a result of human relationships that interact, conflict, adjust, renew, and interact again, within the context of the history of the organization and the encompassing structures of society. 01......Page 1 02......Page 2 03......Page 10 04......Page 38 05......Page 68 06......Page 92 07......Page 130 08......Page 161 09......Page 194 10......Page 234 11......Page 259 12......Page 285 13......Page 320 14......Page 361 15......Page 406 16......Page 439