Last summer, a multiracial, multigenerational group of over 25 coaches, consultants, and capacity builders started meeting in response to our shared sense that internal conflicts at progressive organizations were undermining social justice movements. As part of this work, we rigorously read and discussed Maurice Mitchell’s article about key trends and fallacies in progressive movement organizations and the dimensions of organizational resilience needed to win.

We feel compelled to add to the critical conversation Mitchell has sparked by sharing our reflections, primarily as an invitation to other coaches, consultants, and capacity builders to sharpen our collective analysis, skillfulness, and accountability in working with organizations. We also hope that our reflections help organizations, staff, and leaders themselves apply these lessons to their own context.

We offer four interlocking observations:

1. There is a fundamental cycle of disconnection that is driving leaders and staff apart. (Continue reading here)