Francesca Polletta Quote

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“What comes across in the stories that Myles Horton tells, in SNCC workers’ tales of best organizers, and in the broader literature on organizing is good organizers’ creativity: their ability to respond to local conditions, to capitalize on sudden opportunities, to turn to advantage a seeming setback, to know when to exploit teachable moments and when to concentrate on winning an immediate objective. Sometimes you insist on fully participatory decision-making; sometimes you do not. Albany SNCC project head Charles Sherrod urged fellow organizers not to “let the project go to the dogs because you feel you must be democratic to the letter.” Horton recounted on numerous occasions an experience that he had had in a union organizing effort. At the time, the highway patrol was escorting scabs through the picket line, and the strike committee was at its wit’s end about how to counter this threat to strikers’ solidarity. After considering and rejecting numerous proposals, exhausted committee members demanded advice from Horton. When he refused, one of them pulled a gun. “I was tempted then to become an instant expert, right on the spot!” Horton confessed. “But I knew that if I did that, all would be lost and then all of the rest of them would start asking me what to do. So I said: ‘No. Go ahead and shoot if you want to, but I’m not going to tell you.’ And the others calmed him down.”

Giving in would have defeated the purpose of persuading the strikers that they had the knowledge to make the decision themselves. But Horton sometimes told another story. When he was once asked to speak to a group of Tennessee farmers about organizing a cooperative, he knew, he said, that since “their expectation was that I would speak as an expert… if I didn’t speak, and said, ‘let’s have a discussion about this,’ they’d say, that this guy doesn’t know anything.” So Horton “made a speech, the best speech I could. Then after it was over, while we were still there, I said, let’s discuss what I have said. Well now, that was just one step removed, but close enough to their expectation that I was able to carry them along… You do have to make concessions like that.” What better time to make a concession than when you’re looking down the barrel of a gun? Horton presumably knew that he could get away with refusing to be an expert in the first situation and not in the second. Perhaps the difference was that he was unknown to the farmers and was known to the strikers. But one could argue that a relationship with a history could tolerate aberrant exercises of leadership while first impressions die harder. In other words, extracting rules from the stories that Horton tells is difficult. When to lead and when to defer, when to ask leadings questions and when to remain silent, when to focus on the limited objective and when to encourage people to see the circumscribed character of that objective – the answers depend on the situation and are not always readily evident.”

– Francesca Polletta, Freedom Is an Endless Meeting: Democracy in American Social Movements




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