Conventionally, analysts of social change perceive organizational initiatives in binary terms: projects are seen as being either top-down or bottom-up; local culture is seen as being either modern or traditional. Challenging this restrictive dualism, this important book argues that social change emerges in a nonlinear, circuitous, and dialectic process of struggle. In support of their approach, the authors: - identify four dialectic tensions as being central to the process of organizing for social change: control and emancipation, oppression and empowerment, dissemination and dialogue, and fragmentation and unity; - argue for a dialectic approach which acknowledges that contradictory tensions can and do co-exist (for example, a project can control beneficiaries with tough conditionalities even as it emancipates them); and - draw upon cases set in various contextsasocial justice, academic, corporate, artistic, and othersafrom both developing and developed countries.Challenging this restrictive dualism, this important book argues that social change emerges in a nonlinear, circuitous, and dialectic process of struggle.
|Title||:||Organizing for Social Change|
|Author||:||Michael J Papa, Arvind Singhal, Wendy H. Papa|
|Publisher||:||SAGE - 2006|