< SUMMARY 5 > FORMING A GROUP: DEVELOP CONSENSUS: << FORMING A GROUP AROUND YOUR POSITION: >> The initial Strategy of taking the Concerned Position of raising your concerns without framing the issue in terms of `sides' will be the source of your power as a group and the basic foundation for your work towards effective action. This position is so important that you will want to consider choosing this position first and then forming your group around this position. << SMALL CORE GROUP NEEDED TO SETUP: >> Before trying to gather a number of people together on your issue, you will need to set up to be ready for them. Setup is a very important part of group formation and is best accomplished by a small group of people. This small group (the Core Group) will establish the basic organization and Strategy of your group and build a good foundation for including more people later on. It is important to resist the temptation to gather together as many people as possible to set up because large groups are difficult to work with, especially when you are just starting out. Working in a small group first will give you valuable experience that will prepare you for working with more people later on. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** PROBLEMS IN LARGER GROUPS: Bringing together a number of people with different backgrounds and points of view in a large group makes it difficult to reach agreement and focus action. In addition, there are a number of tendencies that increase as group size increases that have the effect of excluding some types of people from participation while favoring others. Studies have shown that as group size increases many people become more reluctant to talk in front of the larger group, and a few of the more forceful people come to do more of the talking and decision making. The others feel less personally involved and less needed. Their interest in the group declines and many stop coming to meetings. The result is that the more forceful people dominate in a larger group at the expense of the less forceful people. This can then lead to a serious erosion of the group's grassroots support. ** SMALL GROUPS: MANY ADVANTAGES: In contrast to large groups, small groups tend to encourage full participation by all members. People report high satisfaction with their involvement in small groups. Studies have shown that people in small groups relate more personally with each other, feel more free to talk, and have more time to talk. In addition, the feeling of friendly positive association with other members allows the group to work together without needing a leader or formal structure. IDEAL SIZE OF WORKING GROUP: 2 TO 7 MEMBERS: When group size increases above 6 or 7 members then the characteristics of a large group predominate. Experience and studies have shown that the ideal size of a group of people working on a project and making decisions together is between 2 and 7 people (with an average of 4 or 5). Small groups of this size are ideally suited to handle the setting up of a group to get ready for more members later on. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** CREATING THE CORE GROUP: The Core Group of 2 to 7 members could be formed by inviting people who are concerned with the issue and willing to make a commitment to put a significant amount of time and energy into setting up the group to get off to a good start. Once the group has been set up, Core Group members are then free to decide to take a less active role. DIVERSITY IN THE CORE GROUP: AN ASSET: While being careful to choose people who will be likely to work together well, try to include people from as wide a range of backgrounds and points of view as possible. ** PEOPLE BEST SUITED TO CORE GROUP PARTICIPATION: Emotions are important in motivating people to take action on an issue. Core Group members need to be motivated to be willing to commit a significant amount of time and energy into setting up the group. At the same time, they will need to develop the ability to be detached and objective to see the situation clearly. The best candidates for the Core Group come from people who are average to slightly above average in their emotional involvement in the issue. People more emotionally involved than this are not well suited to participate in the Core Group because they have difficulty in developing the necessary detachment to rise above their emotional involvement in the issue. These highly motivated but emotional people are better suited to participate in the group after it is set up. Their emotional energy can then be channelled into specific projects where they can see the results of their work and feel that their contribution is having an effect. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** IF THE NUMBER OF PEOPLE EXCEEDS 7: If there is no way to reduce the number of people who will be actively involved in the Core Group then you need to set up the Expanded Group. This involves more work in organization and structure. (See Expanded Group: in this section groups are structured with different responsibilities in an attempt to keep the advantages of small groups while allowing an active role for more people.) ** DEVELOPING CONSENSUS IN YOUR GROUP: PROBLEMS WITH MAJORITY RULE IN SMALL GROUPS In large groups majority rule may be a practical method of making decisions. In small groups majority rule can be destructive to the sense of unity within the group and lead to serious problems over time. EXAMPLE: A small Core Group of 5 people are deciding on an important action. There is a major difference of opinion within the group leading to a vote of 3 members voting for the action and 2 voting against. Majority rule would allow the action to take place. The result would be that 2 members would feel very uncomfortable with the action and question the importance of their input in the process. This could lead to serious damage to the working relationship in the group. If this happened a number of times then the members losing the vote would have a strong tendency to withdraw from the group, resulting in a loss of valuable input. In addition, the concerns raised by the members voting against the action probably also represent concerns that other members of the community may have. These are concerns that need to be addressed. Majority rule would allow action to be taken while serious concerns remain unresolved. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** CONSENSUS IS WORTH THE EFFORT: In Consensus decision making, no action is taken without the acceptance of all members of the Core Group. As different points of view come up they are addressed to the satisfaction of each member before going on. This method is practical in small groups. The key to Consensus is careful attention to the concerns of each individual. As each person senses their input is valued, they gradually become more willing to reach a compromise for the good of the group. The time spent in reaching Consensus is more than compensated for by the sense of community and mutual respect that develops within the group. This high motivation and personal involvement can help carry the group through even the most trying times. ** CONSENSUS: DISTINCT ADVANTAGES: Small groups can benefit from using Consensus in a number of ways because: -- People are less likely to leave the group when their input and concerns are valued. -- By refraining from decisions that alienate individual members, Consensus fosters mutual respect and a good working relationship within the group. -- In developing Consensus, people within the group learn the skills of negotiation and compromise that will prove valuable in the future. -- Concerns raised by individual members may represent concerns that will arise in the larger community. By addressing them before action is taken many potential problems are avoided. -- Consensus, by refraining from any action that does not have the support of all the members, tends to minimize the dangers of overzealousness that characterize many groups dealing with emotionally charged issues. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** HOW DOES CONSENSUS WORK: A proposal for a position or an action is presented. Members raise their concerns and suggest possible problems with the proposal. Through discussion the proposal is revised to address the problems raised. Members comment on the revised proposal and the process is repeated as long as there is progress. DO WE HAVE CONSENSUS ? The proposal is stated and the question is asked `Do we have consensus on this proposal?' Each member is individually asked what is their reaction to the proposal in its present form. A member can take any one of the following positions: -- I agree. -- I agree but still have some concerns (state the concerns). -- I disagree for the following reasons (state the reasons) but I don't feel it is an important enough issue to block Consensus so I'll step aside and allow it to pass. -- I disagree and feel it is an important enough issue that I can not support it in its present form. Block Consensus. ** IF CONSENSUS IS BLOCKED: If Consensus is blocked then the action or position can not be taken in its present form. An attempt is made to come up with a compromise that will satisfy all the concerns or a new proposal is made. ALTERNATIVE METHOD TO BREAK A DEADLOCK: In groups that are seriously and conscientiously trying to come to an agreement, consensus works well. Blocked consensus can often save the group from serious mistakes and lead to alternative proposals that are more beneficial to the group. Some groups decide there may be a need for a method of breaking a deadlock. Provisions can be made for a vote (usually some number above majority) if a number of serious attempts are made and no consensus is reached. The decision to use this method must be made very carefully because it has all the disadvantages of majority rule and, in addition, it often leads to the resignation of members who have their votes over-ridden. If used at all, it should be used only to deal with a very serious situation. Most small groups are fully satisfied with consensus and never feel the need for such an action. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** `WE HAVE CONSENSUS' Once Consensus has been reached, the proposal will go on to Role Playing where it will be tested to make sure it will have the desired results. @ < SUMMARY 6 > ROLE PLAYING: PUTTING YOURSELF IN THEIR SHOES: << ABILITY TO PREDICT THE FUTURE: >> What if you had the ability to predict the future? Imagine if you could: -- know how key groups in your community could react to your position. -- anticipate your Adversary's reaction to your move. -- have a good idea on what angle the media would take on your action. -- have a sense of how the public could respond. With this information you could see and avoid many potential problems. << ROLE PLAYING: KEY TO VALUABLE INSIGHT INTO THE FUTURE: >> Through the use of Role Playing you can begin to anticipate the reaction of key groups to your group's contemplated actions. You can predict to a surprising degree if your action or position will produce the desired results. How? By carefully studying the influences and pressures on each of the key groups involved in your issue and putting yourself `in their shoes', you can begin to see how they think and feel. By gathering more information on how each of the key groups acted in the past you can come to know them better and improve the accuracy of your predictions. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** KEY QUESTION: IF I WAS IN THEIR SITUATION, WHAT WOULD I DO? This powerful technique is based on a simple principle: people react to the pressures and influences of their situation in predictable ways. In any given situation there are only a limited number of options available. To the extent that you can accurately `put yourself in the shoes' of each of the key groups and gain insight into how they think and feel, you can have a pretty good idea what options are available to them and which ones they are most likely to choose. This is the key to success in Role Playing. The more you use the Role Playing technique the easier it will be to see things from their point of view. ROLE PLAYING GIVES POWERFUL ADVANTAGES. It allows you to: 1) Avoid making critical (and often irreversible) mistakes in public. 2) Be prepared for immediate reaction to the press or your Adversary by having prepared responses to questions and actions you anticipated through Role Playing. 3) Develop better alternatives than your original planned actions. 4) Anticipate and be prepared for the next round of moves and set the stage for long range plans by learning to see a few moves ahead. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** ROLE PLAYING AN ENJOYABLE ACTIVITY Many people find Role Playing an enjoyable part of working with their group. By involvement in Role Playing, people often discover abilities that they rarely use and then enjoy going on to develop new skills in this area. The excitement and feeling of accomplishment in accurately predicting the behavior of a key group is great incentive to continue working with this technique. People are often surprised to find that developing the Role Playing technique can give valuable insight into other areas of their lives. ** SETUP FOR ROLE PLAYING: IDENTIFY KEY GROUPS What people and groups are likely to be effected by (or interested in) this issue? You will need to sit down in your Core Group and identify the key groups likely to be involved and define their relationship to the issue and to the other key groups. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** KEY GROUPS LIKELY TO BE INVOLVED: Key groups are likely to come from the following categories: ADVERSARY: strongly committed to the point of view that causes you concern. PEOPLE LEANING TOWARDS YOUR ADVERSARY: people or groups with a strong motive to move towards your Adversary's position. AGENCIES INVOLVED: Often various government agencies are directly or indirectly involved in the process of resolving an issue. Define their roles. (ie: Town Boards, Planning Boards, County Legislatures, State agencies, etc.) INTERESTED PEOPLE AND GROUPS: Who is likely to be effected by or interested in this issue? Groups of people may be involved by occupation, economic class, neighborhood, ethnic background, common interest, and other factors. THE PUBLIC: The average person not directly involved in the issue. How would they view your involvement in the issue? Anticipate public opinion. THE MEDIA: Newspapers, radio, TV and local publications. At first, concentrate your attention on your local and regional newspapers. After establishing yourself, you can begin to expand your focus as needed. (NOTE: Issues of public concern involve a number of aspects that need detailed explanation. They are best presented initially through the written word. Because newspapers are not limited by the `on-air' time constraints of radio and TV, they are well suited to present an in-depth coverage of the issue.) ** EXAMPLE: IDENTIFY THE KEY GROUPS INVOLVED: A citizens group, concerned with a military low altitude flight path proposed for their rural area, initially identified the following Key Groups to consider in their Role Playing Sessions: ADVERSARY: Branch of the military involved. PEOPLE LEANING TOWARDS YOUR ADVERSARY: Veterans' Groups. AGENCIES INVOLVED: The State Department of Environmental Conservation was involved because Environmental Review procedures applied. The flights crossed a number of towns in the County, so the County Planning Office was also involved. INTERESTED PEOPLE AND GROUPS FROM THE COMMUNITY: The people most impacted were those under the proposed flight path. It was a rural area, and it was decided that 2 groups of people were involved: Farmers (mostly dairy) and Rural Non-farm people. THE PUBLIC: Both rural and townspeople. MEDIA: There were a number of local and regional newspapers, one with strong leanings towards the military, that needed to be considered for Role Playing. A local radio station was also included because important deadlines for a comment period needed to be announced. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** IMAGINE YOURSELF AS A MEMBER OF EACH KEY GROUP: WHAT MOTIVATES THEM? Once you've identified the groups involved, then decide what motivates them to be involved in this issue. Sit down in your Core Group and consider each Key Group separately by putting yourself `in their shoes'. Imagine the pressures that the group is experiencing. What would your concerns be regarding this issue if you were a member of this group? ** EXAMPLE: KEY GROUP FARMERS: In the low altitude flight issue, dairy farmers were under a lot of economic pressure at this time with low prices for milk and high input costs. The general conditions were long hours at low pay with not much prospect for improvement. Many farmers were selling their family farms at low prices. Under these conditions it would be unlikely that farmers would be involved in an issue unless directly effected by it. How would low altitude flights effect farming? Would the `startle effect' of the flights cause injury to livestock or cause loss of milk production or cause dangers for those working around machinery? Research was needed to determine how much of a problem this would be. Conclusion: Under the present conditions, farmers were not likely to become involved in this issue unless it could be demonstrated that they would be directly impacted. If the potential for negative impact could be demonstrated then the farmers most effected could be highly motivated to take action. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** ROLE PLAYING BASED ON YOUR EXPERIENCE: The first step in Role Playing is based on putting yourself in the Key Group's place. Your understanding is based on your experience and your ability to imagine the pressures they are under. In addition, you may have friends or relatives that come from that group and you can imagine how they would react. Often a surprising amount of information can be gained this way by drawing on all the members of your Core Group for input. There are times when you will need to Role Play certain groups in more depth and detail for a better understanding. In that case you would then go outside your Core Group to gather more information. (See next section) @ < SUMMARY 7 > MORE INFORMATION FOR ROLE PLAYING: THE PRESS AS AN EXAMPLE: << ROLE PLAYING BY PUTTING YOURSELF IN THEIR POSITION: EXAMPLE: THE PRESS: >> Putting yourself in the position of a newspaper reporter, you could imagine that you would be looking for an interesting story or an good angle on an ordinary story. As a reporter you would like to see your editor decide to give your story good coverage, perhaps placement on the front page. The editor wants to sell papers and needs articles that attract readers. << ROLE PLAYING: REVISED VIEW AFTER GAINING MORE INFORMATION: THE PRESS: >> After contacting people who had more experience in dealing with the press, it was learned that advertisers are often a more important source of income to a newspaper than the readers. Editors may de-emphasize some articles that might offend their advertisers. For example, the newspaper serving the area around a military base in a low altitude flight issue could be expected to give ample opportunity for presentation of the military side of the issue, since many of its advertisers depend on the base for income. ** GET MORE DETAILED INFORMATION FROM YOUR INTEREST GROUP: To get a better understanding for Role Playing go out to members of your Interest Group (people interested in the issue but not yet actively involved) or people you know who may have closer contact with the groups that you've decided to Role Play. If possible talk with members of the Key Group. You are looking for 2 types of information: 1) What pressures and influences are members of this group under? 2) What have they done in the past? ** CORE GROUP MEMBER RESPONSIBLE FOR MORE INFORMATION: One or more members of the Core Group could volunteer to be responsible for gathering, or contacting others to gather, more information on each of the Key Groups. The Interest Group would be a good place to start. Maybe a member of the Interest Group would volunteer to gather information for the Core Group on a specific Key Group. For example, people who follow local issues in the press would be a good source of information on the news media and individual reporters. (Many are aware of a general fondness of the press and the public for the `little guy vs the Big Bureaucracy' angle on a story.) ROLE PLAYING LIMITED TO CORE GROUP: Remember, Interest Group members are gathering information for the Core Group to use in Role Playing. It is usually not appropriate to involve people outside the Core Group in the actual Role Playing of a proposed action because with more people knowing about a proposed action the possibliliy of an inadvertent release of information increases. Interest Group members can be involved after Role Playing has come up with a proposal that looks good. Interest Group members could then be asked for their reaction to the proposal before taking action to make sure you have a good base of support in your Interest Group. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** SPECIAL NEED FOR PRESS COMMITTEE: Most information to be used in Role Playing can come informally from the Interest Group (and others) to the Core Group member responsible for gathering information on that group. However, a detailed understanding of the local media is essential and it would be a good idea to consider gathering people from the Interest Group into a Press Committee. Initially their job would be to gather information on each of the local and regional newspapers for use by the Core Group in Role Playing (radio and TV might be included as needed). After a proposal for action has passed Role Playing in the Core Group then the Press Committee could help the Core Group in dealing with the press. Working with the Core Group member responsible for the media, the Press Committee could help in preparing press releases and serve in an advisory role on press related matters. ** GUIDELINES FOR PRESS COMMITTEE: CREDIBILITY IS HARD WON AND EASILY LOST: Double check everything you plan to say for accuracy and have documentation ready for statements that may be challenged. Avoid the temptation to overstate the facts. Role Play all actions in regards to the media. SPEAK WITH ONE VOICE: After your group has decided to take a position or action, then your spokesperson will make any statements and answer questions from the press. (Have plenty of extra copies of the statement for the press and others) Make it clear that only the spokesperson speaks for your group and that individual members speak for themselves but do not represent the group's position. FOCUS COMMENTS: Limit the information you supply to the press to the aspects of the issue at hand. Supplying too much unrelated information may tempt reporters to take an interesting angle on the story that changes the emphasis of your position. DEVELOP A WORKING RELATIONSHIP: Develop a personal working relationship with members of the media. Show by your actions that you are reliable, honest, and ready to stand by what you say. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** IS YOUR ROLE PLAYING CONSISTENT WITH OTHER INFORMATION? After gaining more information from your Interest Group and others, decide if you have a good grasp of the group you are Role Playing. Are the Key Group's actions consistent with your understanding of the group? For example, are you getting the coverage in the press you expected? IF YOUR ROLE PLAYING IS NOT CONSISTENT WITH A GROUP'S RECORD: TAKE NEW VIEW: What influences and pressures are members of the group under that you may not be aware of? Would subdividing the group into 2 separate groups give you a better understanding of their behavior? If it is a formal group, what people actually make the decisions in this group? Are these individuals under different pressures than the group? (For example, are decisions influenced by personal involvement, outstanding character traits, or long term personal goals like: public office, promotion, personal ideology, etc.?) Groups and Organizations don't make decisions, people in those groups make the decisions. In a formal group, find out who makes the decisions. For example, you expected good coverage in the local paper because the reporter was very interested in your position, but no article appeared. Take a new view of the newpaper by Role Playing separately the reporter and the editor. In the end it is the editor who decides what appears in print. ** EXAMPLE: NEW VIEW OF KEY GROUP: The initial identification of Key Groups involved in a low altitude flight path issue divided the rural people under the flight path into 2 groups: Farmers and Rural Non-farmers. After going out to their Interest Group and other people in the flight path, it was observed that the Rural Non-farm group was actually made up of 2 very distinct groups. The `Locals', (people from families that lived in the area for a long time) and the `Outsiders', (people who moved into the area usually from urban areas to be in a rural setting). `Locals', in general, had a strongly pro military attitude based, to a large degree, on the fact that rural areas have traditionally seen the military as an educational and economic opportunity. In addition, `Locals' often viewed opposition to the flight path as opposition to the military. In sharp contrast, many `Outsiders' showed a tendency towards an anti military position and commonly expressed opposition to the flights as part of a larger opposition to the role of the military in society. The `Outsiders' comprised a very small percentage of the people in the flight path. This strong difference in attitude in the 2 groups made it necessary to Role Play the groups separately. ** Mountain Vision Software R # 1 Box 222 Colton N Y 13625 ** READY FOR STRATEGY: If the information you've gathered from your Interest Group and others is consistent with your Role Playing then you are ready to move on to a consideration of Strategy. @ < SUMMARY 8 > STRATEGY: A PLAN OF ACTION: << WHAT IS A STRATEGY ? >> A Strategy is a plan of action that looks beyond the next move. Rather than expecting immediate results, Strategy depends on a series of actions to reach a goal. Because a Strategy is a general plan of action, various methods can be used to accomplish a given strategy. << STRATEGY USED IN EVERYDAY LIFE: >> People use Strategy in everyday life, often without realizing it. For example, you have made a list to go shopping, and one of the stores you plan to visit closes earlier than the other stores. One Strategy is to hurry all your shopping in hopes of reaching the last store before it closes. This Strategy is often chosen without a conscious decision. Another Strategy would be to visit the store most likely to close first before going to the other stores to avoid the need to rush. People often make decisions without being aware that they are choosing between different Strategies. To become an effective group, you will need to become aware of the fact that you are using a Strategy and make conscious decisions as to the advantages and disadvantages of alternate Strategies. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** DO YOU HAVE TO BE AN EXPERT TO COME UP WITH GOOD STRATEGY ? No, people from all walks of life use Strategy every day. People trying to stay within their food budget often use Strategies in shopping. For example, one method is to buy commonly used items when they are on sale and plan meals around them. Parents often use Strategies in dealing with the behavior of their children. For example, they might try to reason with their children to show them the effects of their actions or they might choose a system of reward and punishment (or a combination of both methods might be used). People who play (or watch) sports or play video games (or games like chess) are aware of the value of Strategy to increase the chances of winning. For example, if your opponent plays an aggressive game and is willing to take many risks then you may decide to play a defensive game and watch for your opponents mistakes. Farmers, hunters, auto mechanics, businessmen, lawyers, union people, and many others all use Strategies in their work and in their lives. ** 1ST STEP: RECOGNIZE THE UNSTATED STRATEGY: Many actions involve an unstated and often unconscious strategy. Start by learning to see the unstated Strategy in an action. Look carefully both at your own proposals for action and the actions of your Adversary. Ask yourself: Why is this action being taken? What is the short term goal? What is the long term goal? In this way you can recognize the unstated Strategy behind an action. Often merely recognizing the Strategy implied by your action will cause you to reconsider your proposed action. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** EXAMPLE: UNSTATED STRATEGY: After hearing your Adversary's position on the issue, your group may want to respond by venting their outrage and frustration with the situation by attacking your Adversary in the press in strong emotional language. The unstated Strategy here is a variation of the biological Fight or Flight Reaction (when you feel threatened and there is no escape then fight). Inherent in this Strategy is the belief that the more you express your anger and frustration by lashing out at your Adversary in public, the more people will turn against your Adversary and join your side. This has been the basic Strategy of many groups just starting out. Although venting your anger initially feels good (because it is a `natural' reaction), it has not been an effective Strategy for groups because it alienates people. ** IS THIS STRATEGY REALLY IN YOUR BEST INTEREST ? Stating an unstated Strategy allows you to see what you are doing more clearly. You can then decide if this is really what you want to do. For example, the Strategy of venting outrage does get attention in the press (controversy is a good angle for a news story) but it comes at a high price. People who are not directly involved in your issue often pay more attention to your extreme method of delivering information than to the information itself. Many feel they are being forced to choose sides and resist such a decision without more time and information. The end result is that the Strategy of venting anger alienates many of your potential supporters and polarizes some people into supporting your Adversary's position who otherwise might not have become involved. Clearly a Strategy that risks losing potential supporters and pushes people to your Adversary's position has to be seriously questioned: Is it really in your best interest to do this? ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** BASIC STRATEGY FOR GROUPS STARTING OUT: The common Strategy of venting anger is not recommended because it is rarely effective. Wouldn't it be wiser to have a Strategy of building a broad base of support by appealing to the widest possible audience in your community? With a broad base of support you become a credible group and you can put your Adversary in a position where they must deal with your concerns. The Strategy of building a broad base of support and appealing to the widest possible audience (see outline: Choosing A Position) has been shown to be very effective and is a good overall Strategy for groups starting out. ** ANOTHER IMPORTANT OVERALL STRATEGY: INCREMENTAL GAINS: Many groups in search of immediate results ignore the Strategy of incremental gains. This Strategy is based on the advantages of working for small incremental gains in the process of moving towards your goals of having your concerns addressed. It is in sharp contrast to the `all or nothing' approach commonly employed by many groups of going for big gains by dramatic and risky moves with no concern for what happens if they don't succeed. In the incremental gains Strategy you build on numerous small gains to a position where larger gains are possible. Besides being more effective, by accomplishing small gains you have something to show for your work each step of the way and you aren't risking a complete loss as you would with the `all or nothing' approach. The Strategies of building a broad base of support and building on incremental gains will allow you to move towards becoming an effective group and avoid the serious mistakes that most commonly characterize ineffective groups. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** READY FOR ROLE PLAYING STRATEGY SESSION: With a sense of the importance of Strategy and the ability to Role Play the groups you're identified as being involved in your issue, you're now ready for the Role Playing Strategy Session where your Core Group will test your proposals for action. @