From the macro to the micro
When it comes to stereotypes of the masses of revolutionary people, the masses have built barricades that look like forts which they hide behind, armed with guns. But if we trace the behavior of masses back far enough to pre-revolutionary situations, masses become groups. In order to understand how masses of people become a revolutionary force, we first need to understand how groups, small groups of ten to twenty people, become revolutionary. By revolutionary I don’t mean that groups consciously advocate for revolutions. By revolutionary I mean that people in the group understand the science of how minorities in groups can influence majorities to change, no matter what the contents.
Who is to blame when groups go wrong?
The most typical responses people give when groups fail to meet their expectations are to:
- blame the leaders;
- blame stigmatized, obnoxious individuals.
For example, at a staff meeting, staff members will say to each other “the leader should have done this or they should have done that”. Psychological analysis of the leaders is in no short supply. The leader is a narcissist, a control freak, an alcoholic or a dictator. Another common strategy is to target members of the group that are stigmatized in some way. They are deemed as recalcitrant, needy, talk too much, talk too little, don’t listen, are unrealistic, are cynical, depressed or inarticulate. Usually people will say to each other, “if only the stigmatized people would get fired, transferred, get sick or find another job, everything would be fine”. But everything wouldn’t be fine. Most groups will unconsciously produce the following to do the work for the majority of people:
- more bad leaders;
- more stigmatized individuals.
From by-standing to complicity
However, there is a third possibility. Let us assume a group has sixteen people. It has two leaders and two particularly obnoxious members, leaving twelve other members. How is it that two leaders and two stigmatized individuals can control twelve other people? Why don’t those twelve other people take control of the situation, challenge the leaders’ faults publicly and shut up the obnoxious individuals? After all, its twelve against four. Why don’t those who appear as bystanders jump into the fray? Why are they putting up with a miserable situation? That is one of the subjects of this article.
Groups of human beings are not machines. They are composed of individuals with free will who can coordinate, cooperate, obey or leave a group. Because groups become “alive” as they function over time, the truth is that in groups, there are no neutral bystanders. Every member of the group is either actively or passively producing expansion or contraction of the group’s power. Those twelve people are complicit in whatever happens in the group, for better or for worse.
My experiences in groups:
Blaming leaders and stigmatized individuals
I have been in groups most of my life. From the age of seven to the age of twenty I played in pick-up baseball and football games. During the same window of time, I endured 12 years of Catholic education in grammar and high school where I was taught by nuns and brothers. For the first 13 years of my life I blamed leaders and obnoxious individuals for group problems. My understanding of groups changed when I became involved with radical political groups.
Awakening to complicity
In my twenties I participated in Men’s Liberation Collective, a radical psychiatry group, community and in a council communist political group. In those groups I learned about Wilhelm Reich and his theory of mass complicity. In my early 40’s I worked as a group counselor for an organization called Men Overcoming Violence. This was a 40-week program which met once a week to help men gain communication skills so as to not resort to battering their partner. I worked in group settings in two half-way houses in San Francisco. I spent about eight months in what I would now call a cult, a left-wing political psychology group. Beginning in 1989 and for the next 27 years, I taught psychology courses at universities and community colleges, including classes in group dynamics and mass psychology. These classes ranged from eight to 40 students. Throughout those years my appreciation of group complicity was a key to understanding why rebellions in groups don’t occur more often. It was both revealing and frightening.
Theories of groups
The earliest years of social psychology in the 2nd half of the 19th century were dominated by political reactionaries who hated groups. Taine, Le Bon and Sighele had never forgotten what the masses did during the French Revolution. For them the whole (the group) was less than the sum of the parts (the individual). In other words, something degenerative happened to individuals when they joined a group. Without any empirical research they characterized groups as childish, criminal, beastly, savage, irrational, impulsive, blood thirsty, primitive, cruel and fickle. Despite the lack of scientific research behind these pronouncements, this stereotype is a staple of mass media today, with the “looting” mantra splashed across the headlines, whenever a natural disaster or a social uprising appears. For them Lord of the Flies depicts what happens in groups without strong leaders.
At the other extreme on the left, whether they are anarchists, communists or social democrats, they all believed that the working-class in masses was heroic. All workers had to do is was overthrow the capitalists and their kind, gregarious and cooperative tendencies would come to the fore. For them the whole (the group) is more than the sum of its parts (the individuals). Major social change only comes about through mass action. The challenge is to awaken in the masses confidence they have the numbers to take over the world. The problem these leftists were unwilling to face is that workers are conflicted about what to do in a revolutionary situation and they can be turned into fascists with the right kind of political manipulation such as used by Goebbels and Hitler.
Mass complicity theory of Wilhelm Reich
When I was first starting out in the early 1970s on my radical political journey, Wilhelm Reich was required reading for being a situationist communist. I read every book of his that was translated into English. Reich was the only psychologist whose theories were more sexual than Freud’s. He had a theory of character armor which explained that working class people didn’t rebel more because they had character armor in their bodies that prevented them from having good orgasms. For Reich, good revolutionaries were bodily unarmored and had good orgasms. I never had a problem with orgasms, but I investigated Reichian therapy to make sure I didn’t miss anything. I spent three years in Reichian therapy.
Typically, either leftists don’t know about Reich or if they do know about him, they refer to the Mass Psychology of Fascism and then say he went crazy. It’s fair to say that the last fifteen years or so of his life Reich did go around the bend, but he never lost his insight into the mass complicity of the masses in the situations we were in. Reich once said that there never could have been a Hitler if there wasn’t a little bit of Hitler in a whole lot of people.
Reich was at his best at criticizing the masses from a left-wing point of view. He argued the fascist rulers were much smarter than communists because they knew mass psychology. He demonstrated how mass complicity works in his books “Listen Little Man” and “the Murder of Christ“.
How Minorities influence majorities—from complicity to power
Let us return to our group of sixteen people: two leaders, two stigmatized individuals and twelve members who are complicit. In our Men Overcoming Violence group, we taught men communication skills so that they don’t batter their partners. In our group we gave our members an opportunity to shape the direction of the group in terms of when we met and how consecutive the meetings were. Since part of the mission of Men Overcoming Violence was to communicate in a non-violent way, we were open to the men practicing this as group members in our program, not just on their partner.
On one occasion, a group member – I’ll call him Antonio – complained that 40 weeks in a row with no break was too much. Men needed a Saturday off now and then where there was no meeting. For the rest of this article, I will use this example to show how group members moved from passive members who were complicit, to members assuming some power as to what the direction of our group would be.
At the end of our two-hour Saturday meeting we allowed 15 minutes of time for members to meta-communicate about how the meeting went and how the program was going for them. It was here that Antonio first brought up the problem of meeting every single Saturday. The following italicized headings are the steps necessary by which a minority in a group can impact a majority. When minorities impact and change majorities the group has gone through a revolutionary process.
Antonio made a proposal both to all members of the group and to the group counselors that we should have some breaks between meetings. He made his pitch to a dead silent reception. Mistakenly, Antonio interpreted this as a sign that no one liked his idea. Dejected, he didn’t say any more. But what Antonio didn’t realize was that group silence can mean many things besides rejection. It can mean some members were not paying attention. It can mean they were paying attention but were apathetic and don’t care. It can mean that some members want to think about it. It could also mean they agree with Antonio’s proposal but are afraid to speak about it publicly because they are afraid to speak publicly about anything. They might agree but withhold saying anything about it because that would violate subgroup norms, whether they be race or class customs.
So, the first skill Antonio needed to cultivate in moving the group from complicity to power was perseverance. Antonio had to bring up his proposal more than once. People needed time to get used to it and those who didn’t agree would have time to think about how they could rebut it. If Antonio brought his claim up repeatedly, he gave the message that he was determined, and he was not giving up easily. In private, we counselors encouraged Antonio not to give up and to try to pitch it again, which he did.
It was not enough that Antonio repeats himself. He had to make his position rhetorically compelling. Aristotle argued that there were four considerations in being rhetorically successful. The claim has to be logical, meaning the person had to have their facts straight and there must be a tight relationship between the facts or the reasons and the claim. The argument also has to come from a reliable source, whether as a primary or secondary source. The third consideration is that the argument was not just rational. It had to have heart and it had to show imagination. In Antonio’s case part of his evidence needs to be something like – he can go to a ballgame with his son on the Saturdays he has off. The last ingredient in being rhetorically compelling is that the claim has to be timely. There has to be a necessity to the claim. There has to be an urgency such that if something is not done now it may be too late. Why is it now or never?
Then the counselors and the rest of the group criticized Antonio’s claim. We told him that the claim had to be specific about how often and in what sequence he expected these breaks to occur. It wouldn’t do to simply say “let’s take a break when the group feels like it”. The breaks needed to be built into our institutional setting. His claim had a pathological (emotional appeal) because he talked about all the places he would go with the time off. His source was good since he was a respected group member who did his work and participated in the program. The timing of the argument was not good. We had only held three meetings, so members had not been ground down by the wear-and-tear of the group in order to make his appeal compelling. Had he brought it up after 10 or 12 meetings in a row, he might have had a better reception.
The rest of the group members and the counselors discussed Antonio’s claim and we decided if we went along with Antonio’s pitch the best time for breaks would be every eight weeks, because that was when we allowed new members to come in. We told the group that if they agreed to take a break it would need to be every eight weeks. However, it wasn’t just the counselors’ decision. It was still up to the group.
Find allies and get them to commit to a public agreement
Even if you persevere and repeat yourself and even if Antonio had followed all four of Aristotle’s criteria of logos, ethos, pathos and kairos, he is only one person in a group of 16. His claim can be dismissed by the group members, whether to themselves privately or to other group members on personal grounds such as these. Antonio is:
- heroic but unrealistic;
- a rebel and a troublemaker;
- a victim of a psychological disorder and has a need for attention; and,
- just an extroverted personality.
Antonio needed to find allies. How did he do this? He got the phone numbers of the members whom he senses might be sympathetic to his claim because of what he knows about them and talks to them between the meetings. It is not enough to get them to be sympathetic over the phone or privately in person. It has to be public. I remember as an adjunct faculty member, I would bring things up at faculty meetings. Other teachers would listen politely, but nothing would be said or done. Then after the meeting, a couple of adjuncts would come up to me and say how much they appreciated what I said. I thought to myself “why in the world didn’t you say anything when I was making an appeal in the meeting”? Finding allies to change the direction of a group means asking them to make a commitment to speaking in public before and after you make your pitch. It means verbalizing their own reasons at the time.
How many allies do you need? It is a mistake to think you have to convince all or even half the members. You just need to have enough to make an impression that you are a political force within the group to be reckoned with. What that means is that the majority will be affected by your presence and your views will be taken into consideration even if they are not discussed. In a group of sixteen, three or four people is enough. In other words, about 20-25% of the group.
Anticipate the objections of the majority and rebut them
Between meetings, Antonio drew up on paper three columns. In the first column he put the names of the people he thought would be opposed to his proposal. In the middle column, in bullet form, he listed their objections. In the last column he rebutted their objections, as much as he could, and committed his arguments to memory. When he made his proposal at the next meeting, he said something like, “I know there are significant objections to my proposal. Some of you may feel that it drags the program out even longer than it already is. Others may feel like having two weeks off with no group structure might cause a relapse to being violent. Well, I thought about that and here is my answer”.
He didn’t name the people who might object, he simply named the objections. That kept those members from being put on the spot and less likely to be defensive. He didn’t pull out the paper and read it. That would be perceived as being too lawyer-like and might be a turn-off. He also didn’t name every possible objective because that would be overkill. He could save those objections if he needed them for another round of group discussion. Anticipating objections and rebutting them like this will build up his credibility: “Wow, Antonio has really thought about this. He’s done his homework. He’s serious” these members might think to themselves.
None of these group members will want to follow the proposal of someone who seems rigid or fanatical. Even if Antonio is right about everything, it is better to intentionally give ground on the little issues. People are far more willing to work with you, if they feel that you are dialectical and can go back and forth on an issue and concede points. Antonio did do this and we think this is one reason he was able to keep his allies.
Present your message so that it appeals to the whole of the group
As much as possible, try to make the claim as an appeal to the interests of the group as a whole. In Antonio’s case, he suggested to one of the counselors that his proposal would be welcomed by counselors so they would get a break too. He also argued that this would be better for the men who enrolled in the problem long after Antonio’s cohort graduated. Of course, there is Antonio’s self-interest involved. However, as much as possible, if there is some part of the proposal that appeals to wider interests, it might have a better chance of passing.
Seize spatial seating advantages on the day of the meeting
It is very important that if there is any flexibility in the seating arrangements that Antonio take full advantage of them. If the tradition of the group is for everyone to be seated (including the counselors) it will be too much for Antonio to stand to make his proposal. But if it is possible to stand without it seeming weird as the act of standing commands more authority than sitting. In addition, Antonio had three allies. On the day of his presentation he made sure that each of his allies were evenly spread out so that they could see each other and interpret others’ body language. Also, if they were spread out, they appear to be independent voices rather than as part of a clique. One ally spoke before Antonio, and one spoke after Antonio. They all gave different reasons for wanting the break every eight weeks.
Present your message so that is part of a plan
Since the counselors already suggested that they would go along with Antonio if the breaks were every eight weeks, the structure was set. However, he still had to convince the rest of the group. Would the eight-week break proposal go into effect immediately or would it be gradual? Since some group members were not convinced that extending their program an extra five weeks was a good idea, Antonio suggested that they try two breaks in the next 16 weeks and then revisit the proposal.
Having a plan also means having an articulated division of labor as to who will do the work, a timeline for each step to be taken as well as some measurable indicator of whether the proposal was a success or not. Antonio and his allies agreed to write up a questionnaire at the end of the 40-week program and ask members on a scale of one to ten how successful the proposal was. The questionnaire also included essay questions, asking what group members did with their time off, and whether they had any violent incidents during that time.
Meta-communicate: reveal the steps you took to move the majority to other group members
Antonio’s methods should not be kept secret by Antonio and his allies. Antonio should reveal all the steps in this article to his fellow group members so they too could try to influence the majority of the group on other issues. In this way, the twelve formerly complicit members of the group move to become active minorities so that the group maximizes its collective creativity by making all members capable of transforming the group. In this way, leaders would be reduced in stature because the seat of creativity will be the group rather than the leaders.
All members of a group are always co-responsible for what happens to it, whether we like it or not. Most of the time most members in groups are dragged along in the galleys of groups unaware of what is happening, stupidly blaming leadership or annoying individuals for what happens in the group while doing nothing about it. But it doesn’t have to be this, as this article tries to demonstrate. Complicit members can become active minorities who demand that majorities come to life and maximize their resource basis through collective creativity of the group. To do that is to revolutionize group dynamics.
• First published in Planning Beyond CapitalismPrint