civics homework


about meeting someone and ask him about the attachment see the 2 of the attachment the most important thing talk about the interest , leadership and , relationship network


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 Do an individual relational meeting with yourself and/or

have an experienced organizer do one with you.
What are your principal public interests?
Who do you know who shares these interests? Who do you
know of with whom you might be able to get a meeting
either yourself or with help from someone you know?
What would you like to accomplish in relation to these
interests and these people?
This should allow you to identify at least one and hopefully
3-5 possible arenas. Choose among them based on your
degree of interest, access, and aims.
 Begin with someone you know, or someone that
someone you know can connect you with. Failing that,
begin with someone in your arena of interest who is in
a publically identifiable leadership role but not
 Get as much background on them as possible
 Google
 Person referring
 Observation
 Begin with where they are …
 Good first questions include:
 So what brought you (to this neighborhood, city,
country, etc; to organization X, to working in field Y)
 Questions which build off something you have noticed
in their office.
 Questions which praise an achievement and ask how
they did it (then probe for why).
 Ask agitational questions
 Get their story/stories
 Be interested. If you are not you may as well leave.
 Probe using more agitational questions:

Why did you do that?
What are/were you trying to accomplish?
Who helped you?
What did you learn?
 Keep the questions appropriate to what is going on
(don’t just pull them off a set list; it should be a
 Especially in second and later meetings you should
reinterpret what the person has said in a way that lays
the groundwork for a further relationship.
 Have you ever thought of …?
 Would you be interested in meeting other people who
have similar interests?
 What would you do if someone asked you to …?
 Or, if they are already acting or moving toward action
 What do you plan to do?
 What would help?
 Who would help?
 End before the meeting is over.
 Thank the person for their time.
 Ask who else you should be talking to.
 Followers are interested only in their own problems, have few public
relationships and will only act to resolve problems that affect them
 Tertiary leaders understand that their problems also affect other people
and are connected to related problems. They have followers and will act
on problems affecting those in their network.
 Secondary leaders understand that particular problems are
manifestations of much broader problems. They have networks of
tertiary and other secondary leaders who they mobilize to address
these broader problems. They organize issue campaigns and create
 Primary leaders are interested in principles and values. They have
networks of primary, secondary, and tertiary leaders. They conserve,
build, or transform enduring organizations or major institutions.
 A broad vision, and a well developed set of principles and
values. This doesn’t necessarily mean being a scholar or
even formally educated; it does mean engaging big picture
 A network which includes at least some secondary leaders
who are themselves able to “turn out” substantial numbers
of people for actions which are not part of the ordinary
activities of their organizations and which are explicitly
aimed at affecting change.
 They work to build organizations and institutions which
embody and promote their principles and values over the
longue duree.
 An interest in broad problems which go beyond the
ordinary functioning of their organizations. They want to
change things, often in a really big way, but they do not
have the breadth of perspective regarding where these
issues fit in the big picture which characterizes primary
 Spontaneously they tend to have networks of other
secondary leaders. These networks tend to support each
other’s “causes” without actually building a mass base.
Secondary leaders can be trained to build networks of
tertiary leaders who can tap into the interests of ordinary
people and build a much larger base.
 They often see themselves as part of a movement (political,
religious, social, etc.)
 Interested in problems. These may be very complex
and important like climate change or renewable
energy or very simple and concrete. But even if the
problem is big they approach it technically rather than
politically (by looking for a better way to do things
rather than building power and changing policies or
structures or civilizational ideals)
 Have followers, generally spontaneously recruited,
who they can turn out in small numbers for actions
outside the ordinary functioning of their organization,
because of personal ties or because people respect
their work.
 Primary Leaders: Institutions which are defined by a
set of principles and values (religious institutions,
political parties which are ideologically defined, some
labor, civic, and fraternal organizations).
 Secondary Leaders: Organizations focused on
effecting change on one or more concrete issues.
 Remember that people can lead based on any of the
various forms of power or a combination thereof:
organized money, organized people, or organized
 They can use their own resources, those of others, or a
 The higher the level of leadership the broader its
spatiotemporal effects, but also the more difficult they
may be to discern.
We live in a bureaucratic society in which positions are:
 Ranked based the money, power, and status they are
supposed to carry.
 This rarely corresponds to reality, but higher ranked
positions do give a certain preferential access to money and
relationships, largely based on a specific form of mana
(legal rational authority).
 This must, however be activated good organizing skills.
Higher up does not automatically mean more powerful.
And because bureaucratic jurisdictions are limited some
positions may make it more difficult to build and exercise
power in certain arenas.
Here is my self-interest map

What I want to accomplish:
Define a new spiritual/civilizational ideal
Make significant spiritual progress in accord with this ideal, achieving at least
nonconceptual/experiential/connatural knowledge of the first principle (mystical
Build new institutions or transform old ones to carry this ideal including:

Scholarly and teaching institutions which can develop and promote this ideal,
A political-theological leadership organization which can develop and implement a strategy for
realizing the ideal in the public arena, and
 A religious community which can support a new form of consecrated life which integrates
contemplation and action, marriage and parenthood

What supports I need to do this:
time and space for my scholarship (respect, autonomy, modest financial security, solitude
and peace)
 Students, relationships with primary and secondary leaders in the academic, religious, and
political sectors, and with mentors and friends who can support my spiritual development
 Sources of inspiration: beauty, travel (pilgrimage and exploration)

Focus: increasingly longue duree –centuries and lifetimes.
 Primary sources of mana:
 Publication record (8 books and one under contract; numerous articles)
 scholarly, religious and political lineages from: Bellah, Houtart, Harris, Cortes,
 degrees from Berkeley (GTU), Yale, Chicago;
 Track record at UDC, UAS, CC, UNM, UACJ, CCSJ, Dallas.
 My own character
 Primary Relationships
 life partnership: Maggie Mansueto (Coeli and Zhe Zhe)
 relationships with scholars and organizers listed above as well as weaker
relationships with a few more primary leaders (Tu, Nasr) and numerous
secondary and tertiary leaders in academic administration (Bain, Caulfield,
Chesney), interfaith dialogue; very weak/old relationships with
religious/political/community leaders in Dallas, Chicago, Gallup
 Primary sources of funding
 Almost completely dependent on salary income
 Small consulting, royalty, and investment income
 Scholarship/research
 Basic: social theory, philosophy, theology
 Applied: sociocultural intelligence
 Creative: fiction, painting (magic realism/science fiction)
 Organizing
 Strategic relationship building/mission definition and
positioning strategy
 Operational level leadership in academic and political arenas
 Pastoral:
 Helping individuals find their way, using a nonconfessional
approach drawing on my research and organizing skills.
 Academic
 Administration
 Faculty
 Nonprofit Leadership/Government/Consulting:
 Interfaith Dialog, Deliberation, and Organizing
 Public Humanities
 Leadership Advisory and Organizational Development Consulting
 Alternatives/complementary activities
 Alternative practitioner (Guide for the Perplexed)
 Writing fiction and developing serious alternate reality games
which promote engagement with fundamental questions of
meaning and value and engagement in the public arena.

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