Emergent Strategy: Shaping Change, Changing Worlds

Chapter 3 discusses the impact that embodying the fractal element can have on the well-being of individual organizers and social organizations. By focusing on the individual level first, brown lays the foundation for understanding how fractal work can be applied to broader organizing efforts. This choice centers her key argument of embodying the change one wishes to see in the world: “I am a cell-sized unit of the human organism, and I have to use my life to leverage a shift in the system by how I am, as much as with the things I do” (54). This perspective underscores the transformative potential of fractal work and how it can be a catalyst for social change.

However, brown acknowledges that embracing a collaborative leadership model and managing a need for control can be challenging. She openly shares her struggles with this process, building ethos by referencing her experience in the field. brown recognizes that social conditioning often fosters a sense of individual achievement and uniqueness, which is ultimately divisive: “[It] goes against my inner ‘specialness.’ I am socialized to seek achievement alone […]” (54). The journey of embodying emergent strategy involves confronting and unraveling these ingrained patterns, which may initially mean a clash with personal bias. Individuals can transcend the limitations of the ego by being more intentional in their efforts and focusing on how they can implement fractal work in their family, friendship groups, and community.

Intertextuality continues to be important in these chapters as brown incorporates poetry, lecture notes, and scientific anecdotes to build her argument. Maya Angelou’s verses from the poem “On the Pulse of Morning” echo the underlying principles of fractal work, emphasizing the links between science and the arts rather than maintaining intellectual hierarchies that prioritize certain kinds of thinking. The poem’s lines capture the spirit of possibility and transformation that are central to the concept of fractals. The notion of each new hour holding new chances for a new beginning aligns with the idea that every moment presents an opportunity for growth and change. Fractal work recognizes that change is constant and encourages individuals to embrace the present moment as a catalyst for positive transformation. By understanding that even small actions can have profound implications, individuals can open themselves up to their potential impact. Referencing Maya Angelou here also situates brown’s work in a lineage of Black women writers and activists, building on and collaborating with the thinkers who came before her.

In the shift to discussing fractal work in community organizing, brown shares the story of the Ruckus Society, which underwent a complete transformation in its practices. Sharing institutional examples creates a sense of legitimacy in the text; brown provides proof to corroborate her personal anecdotes and ideas. This organization lacked a sense of community, and it championed privileged communities and people in leadership positions. However, the realization that they were not modeling the changes they championed prompted them to undergo a profound shift in their approach. The organization implemented models of leadership that prioritized collaboration and inclusivity and made a conscious effort to include people of color in the organizing team, rather than confining them to performing roles. This shift symbolizes a commitment to equitable representation and authentic empowerment, demonstrating the profound impact that can be achieved by aligning internal values with external actions.

brown exposes the link between adaptation and intention within the framework of emergent strategy in Chapter 4. In a mixed-media style, the author combines her observations with various extracts that echo a shared view of adaptability grounded in nature. Being adaptative without being intentional does not inspire effective social change, and the chapter warns of the ways adaptation can manifest itself in a purely reactive form. Regardless of what change lies ahead, adaptation occurs, successfully or unsuccessfully. Therefore, movements must ensure clear, collective intentions are in place to better prepare for imminent challenges, from the most mundane to the most drastic.

The chapter first explores adaptability in an individual sense but always relates it to the collective experience of community organizing and facilitation work. brown draws inspiration from the deep connection observed in animals that murmur, swarm, and shoal, highlighting how their individual decisions are based on and for the advancement of the group. As a response to the movements of their immediate peers, birds adjust speed and angle mid-flight: “There is deep trust in this: to lift because the birds around you are lifting” (71). She encourages the building of trust and deep connections within social movements in a similar fashion. Shared trust acts as a fundamental tool to enable responsiveness and strategic decision-making. Besides fostering a relaxed environment for members to work together toward a common goal, it also gets rid of the burden many leaders carry of being the sole decision-makers, prioritizing a collaborative approach to leadership and encouraging individual agency in members. By discussing common misconceptions about the natural world—for example, that animals are only ever in competition with each other rather than working together—brown creates space for the reader to interrogate whether their perceived knowledge about human nature and individualism is also imperfect.

Chapter 4 also includes practical guidance on developing adaptability in social movements. brown encourages individuals to assess their common reactions to change and suggests the practice of seeking the silver lining in disruptive situations, what she calls “adapting towards pleasure” (73). This positive reframing takes place when conscious choices are made to navigate adversity in a way that fosters growth and evades harsh or self-deprecating behavior. Through real-life examples, such as Movement Generation’s framework on navigating change and brown’s training notes, the chapter emphasizes the importance of facilitators, organizers, and all other members of social organizations in preparing communities to intentionally adapt to different types of disruptions.

The exploration of interdependence and decentralization in Chapter 5 illuminates a shift from individualism to collective reliance. One of the main takeaways of the chapter is the transformative potential of building harmonious relationships and complex ways of relating to one another. The chapter underscores the significance of creating spaces for vulnerability and openness, recognizing that true growth and progress are fostered through mutual support and shared responsibility. Straying away from strategies that divide instead of unite, that centralize power instead of decentralize it, is a deliberate choice for brown; she asserts that these structures weaken people’s relationship with themselves and their peers.

Chapter 5 also speaks of interdependence as a continuous engagement that requires ongoing effort rather than a one-time accomplishment. Some of the challenges of sustaining strong collaborative relationships can be mitigated or avoided altogether by acknowledging the importance of being comfortable with one’s true self, accepting the possibility of being wrong, and embracing complexity within one’s self and other individuals. brown ultimately calls for reimagining leadership as a collective action, in which vulnerability and accountability are valued and decentralized practices are embraced. These encourage leaders to create spaces for shared decision-making, collaboration, and interdependence, enabling the movement to thrive beyond the limitations of individual charisma and avoiding the potential reproduction of power imbalances.