Much of RCLA's research focuses on social change organizations and the leadership that enables them to work in unfavorable contexts and yet continue to create positive change in their communities. Their leadership is driven by both dissatisfaction with the present state of systemic inequity and a vision for the future, and is guided by social change values like inclusion, solidarity, democracy and transparency. One of their features is their ability to adapt leadership practices that help build collective power.
Leadership practices are strategic interventions that help accomplish collective work. Rather than mechanistic procedures, these are patterns of action that emerge organically through experimentation and in struggling day-to-day with challenges that have no ready solution.
Bridging difference involves connecting different worlds and worldviews in ways that make alliance building and collaboration possible. Learn more about how social change organizations bridge difference.
Reframing discourse is a practice of explaining issues or describing constituents in a way that prompts cognitive shifts, or changes how people perceive or understand them. Learn more about how social change organizations reframe discourse.
Unleashing human energies is about creating the conditions that allow every member of the group to reclaim their full humanity, and in the process, recognize their inherent power to direct their lives and strengthen their capacity to do so. Learn more about how social change organizations unleash human energies.
Social change organizations are local sites for democracy in action as they open spaces for every member of their communities to participate in making change happen. Social change leadership offers insight for other how other public service and private organizations can become more adaptive, inclusive and effective. Learn more about what this leadership can teach us for the future of public service.
