The Neutrality Trap

chapter eightallies, teams, and leaders

Social change is a social process. To change systems, we need to build systems for change. That means reaching out to potential allies, becoming allies ourselves, developing leadership structures that reflect the strategic aims and values we are pursuing, and connecting across our differences. We subscribe to the principle of treating everyone as potential allies and leaders (but also holding everyone—ourselves included—accountable for our actions).

Activists frequently experience the tension between wanting to build an expansive movement characterized by broad allegiances, open membership, and efforts to engage with those we disagree with and needing to build focused, well‐organized, strategic, committed structures that can endure the inevitable stresses of social action. This tension is long‐standing, and how it is navigated defines the nature of the effort.

At times, it feels impossible to talk with others who think differently than we do. The divisions in our world seem to be getting worse. People are hesitant about engaging in authentic conversations because they fear they may unintentionally hurt someone's feelings, damage a relationship, trigger conflict, or be subject to reprisals.

But if we want to be catalysts for systemic change, building relationships with natural allies as well as with those with whom we have important disagreements is essential. How do we nurture alliances in a highly polarized environment? What role do ...