#co-operative-group

#co-operative-group

The labor of this kind of organizing was invisible and deeply exhausting. In a precarious workplace, where a so-called 'performance review' could amount to job loss, organizing meant building a bridge while standing on it.

Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.

Within the workplace, the content and conditions of work are largely controlled by employers who often have an interest in degrading the quality of work, both to increase productivity and to increase their control over employees in the workplace. Outside the workplace, employers have both an incentive and the power to undermine measures that would improve the quality of work through the political process.

Losing staff could be detrimental to the projects we worked on, and there was a growing dissatisfaction with how meetings were run. These mostly one-sided discussions left the quieter half of us feeling pushed aside, like our thoughts didn't matter much. If things stayed this way, I worried the good people on our team would start quitting one by one.

A friend recently told me a story that made this reality impossible to ignore. Her elderly parents live near an elementary school not far from the nation's capital. For several years, they had been quietly raising money to provide groceries and basic supplies for families whose children were going hungry. When Republicans suspended SNAP benefits, the need surged overnight. What had been a steady act of care suddenly became an emergency response.

But beyond their sky-high resale price, the viral collectibles may come with a steep humanitarian cost as well. As The Guardian reports, New York-based labor rights group China Labor Watch (CLW) has accused the toys' maker, Chinese toy manufacturer Pop Mart, of employing 16- and 17-year-olds without offering them the necessary labor protections required by Chinese law. The group also alleges that these young workers aren't given adequate health and safety training, among other labor rights violations at the company's factory in Jiangxi province.

The pandemic changed Defector's course. New York shut down, the economy ground to a halt, and the offers of capital dried up. So the group decided to launch a new website on their own dime, this time structured as a worker-owned cooperative in which the journalists, rather than media executives, made all the decisions. The site became the kind of success that's rare in digital media nowadays, bringing in $3.2 million in revenue from over 40,000 paying subscribers in its first year alone.

The change in the administration's tactics in Minneapolis is not a retreat. Instead, they are regrouping and planning another mode of attack, with the hopes that their repression might be met with resistance that is easier to control and contain. People who garner their relevancy and power through the dehumanization and oppression of others will do whatever it takes to cling to their soulless sense of self.

"Ironically, many if not most of these 'sustainability' projects remain disassociated from companies' core procurement strategies, meaning the coffee produced from these projects is not necessarily bought by the companies involved, or only in minimal quantities," the paper states. "And for the coffee that is purchased, prices do not factor into the project design, despite the fact that price is the single variable impacting farmer income that is in the direct control of companies."

In places where inclusion is part of the infrastructure of their economy-supply chains, procurement processes, capital access, or business ownership-people thrive. Inclusive economies create more resilience by expanding the base of potential business owners who can build, own, innovate, and hire. They allow more opportunities for homeownership and investing in the longevity of communities. As our economy becomes increasingly stratified and volatile, we need as much resiliency as we can get.

There's a myth in our society that real change requires force, strength, and domination. We celebrate athletes, CEOs, and politicians who crush their opponents. But history tells a different story. Lasting social change has often been triggered by humble people whose weapons were passion, principle, and an unwavering commitment to justice and the truth - not the truth we see on TV or read in print media, but rather the truth that we feel deep inside ourselves.

For justice-centered leaders, there is a stubborn dichotomy between our genuine commitment to equity, inclusion, and alignment in our organizations on the one hand, and our continuing self-diagnosis of high levels of misalignment, conflict, and turnover on the other. Three years after Maurice Mitchell's seminal piece, " Building Resilient Organizations: Toward Joy and Durable Power in a Time of Crisis," rang the alarm of "urgent concerns about the internal workings of progressive spaces," the current discourse suggests that the needle has not moved much.

Kensington, for those not from Philly, has long had a reputation for potent but affordable street drugs. Interstate 95 and the Market-Frankford elevated commuter train line provide easy access to the neighborhood for buyers and sellers, and abandoned buildings offer havens for drug use and other illicit activity. St. Francis Inn Ministries, which was founded by two Franciscan friars in 1979, serves sit-down breakfast and dinner for thousands of people each year, many of whom suffer from poverty, homelessness and substance use disorder.