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.
Campaigner Aysha Hawcutt stated that residents were 'not anti-homes', but believed the Adlington plan was 'the wrong proposal in the wrong place'. She expressed pride in the community's resilience against the development threats.
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.
Defense Secretary Pete Hegseth took the unprecedented step of designating a U.S. firm-Anthropic-as a supply chain risk. Anthropic's crime? It refused to violate industry-wide protocols against using AI for mass surveillance or autonomous weapons. Hegseth's designation, which has until now been reserved for foreign firms, bars U.S. military contractors from doing business with the company.
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.
In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,
Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.
"Are you okay?" These were Alex Pretti's last words, said to a woman after ICE agents had tackled and pepper-sprayed her. Videos from bystanders show Pretti holding up a phone, attempting to document what was happening before he himself was pepper-sprayed, wrestled to the ground, and killed by those officers. He lost his life not for committing violence, but for documenting it, and stepping in to protect someone facing it.
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.
He is not worthy of the presidency. He takes bribes blatantly. And now he's being a racist, blatantly. They were supposed to deport the dangerous criminals. They were not supposed to go after small children, storm schools, bring terror upon, you know, the little kids and the women and children, not just the immigrants in the school. All the children are scared.
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.
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.
