Collective action

Collective action encompasses a wide range of activities, from informal cooperation and spontaneous collaboration to organized campaigns and formal institutions. At its core, collective action involves individuals or groups pooling their resources, efforts, and influence to pursue shared objectives or respond to collective challenges. It can take various forms, including protests, strikes, petitions, voting, volunteering, and community initiatives.

Mechanisms of Collective Action:

Several mechanisms drive collective action:

  • Shared Identity: Shared identity, values, or interests create a sense of solidarity and cohesion among individuals or groups, fostering collaboration and collective mobilization around common goals or causes.
  • Resource Mobilization: Collective action often requires mobilizing resources, such as financial contributions, labor, expertise, or social networks, to support organizational efforts, fund campaigns, or sustain collective activities.
  • Leadership and Coordination: Effective leadership and coordination play a crucial role in facilitating collective action by providing direction, organization, and strategic guidance to participants, ensuring coherence and effectiveness in achieving goals.
  • Social Norms and Reciprocity: Social norms, trust, and reciprocity influence individuals’ willingness to engage in collective action, as they shape expectations of cooperation, fairness, and mutual support within groups or communities.

Dynamics of Collective Action:

Collective action dynamics are influenced by various factors:

  • Group Size and Diversity: Group size and diversity can affect the dynamics of collective action, with larger groups facing coordination challenges and potential free-riding dilemmas, while smaller, more homogeneous groups may exhibit greater cohesion and effectiveness.
  • Communication and Information: Effective communication and information dissemination are essential for mobilizing participants, shaping collective narratives, and building support for collective action initiatives.
  • Power Dynamics and Inequality: Power dynamics, inequality, and marginalization can shape the distribution of resources, influence, and participation in collective action, with marginalized groups often facing barriers to mobilization and representation.
  • Institutional Context: The institutional context, including legal frameworks, political institutions, and social norms, can either facilitate or constrain collective action by providing opportunities or obstacles for mobilization, advocacy, and policy change.

Impacts of Collective Action:

Collective action can have profound impacts:

  • Policy Change: Collective action can influence policy decisions, legislation, and institutional reforms by mobilizing public opinion, shaping political agendas, and exerting pressure on decision-makers to address social, economic, or environmental issues.
  • Social Change: Collective action contributes to social change by challenging existing norms, values, and power structures, promoting social justice, equity, and human rights, and fostering inclusive and participatory forms of governance and decision-making.
  • Economic Outcomes: Collective action can influence economic outcomes by shaping market dynamics, consumer behavior, and corporate practices, leading to changes in labor rights, environmental regulations, and corporate social responsibility standards.
  • Environmental Conservation: Collective action plays a critical role in environmental conservation and sustainability efforts by mobilizing communities, advocating for environmental protection policies, and promoting sustainable practices and lifestyles.

Challenges and Limitations:

Despite its potential, collective action faces challenges:

  • Free-Riding: Free-riding occurs when individuals benefit from collective action without contributing to its costs or efforts, undermining collective solidarity and effectiveness.
  • Coordination Problems: Coordination problems, such as communication barriers, divergent interests, or conflicting strategies, can hinder collective action efforts, leading to fragmentation or inefficiency.
  • Repression and Coercion: Repression, coercion, or repression by authorities or powerful actors can suppress collective action, restrict civic freedoms, and deter participation in protests or social movements.
  • Inequality and Exclusion: Inequality, exclusion, and social divisions can undermine the inclusivity and representativeness of collective action, marginalizing certain groups or voices and reinforcing existing power imbalances.

Conclusion:

Collective action is a powerful force for social change, political transformation, and collective empowerment. By understanding its mechanisms, dynamics, and impacts, we can harness its potential to address pressing global challenges, promote social justice, and advance collective well-being. Overcoming the challenges of collective action requires fostering inclusive, participatory, and resilient forms of organizing, building solidarity across diverse groups and communities, and advocating for policies and institutions that support democratic governance, civic engagement, and human rights.

Framework NameDescriptionWhen to Apply
Collective Action– Collective action refers to coordinated efforts by individuals or groups to achieve common goals or address shared interests or concerns. It involves cooperation, collaboration, and collective decision-making among participants, aiming to mobilize resources, leverage collective power, and bring about social, political, or environmental change. Collective action can take various forms, including social movements, community organizing, advocacy campaigns, and collective bargaining, and may involve diverse strategies such as protests, petitions, lobbying, or grassroots organizing.When addressing societal issues, advocating for policy change, or promoting social justice, to engage in collective action by mobilizing individuals or groups, building coalitions, and organizing collective efforts to address shared concerns, leveraging collective power to influence decision-makers, institutions, or societal norms, and fostering collaboration and solidarity to advance common goals and promote positive social, political, or environmental outcomes.
Social Movements Theory– Social Movements Theory examines the dynamics and strategies of collective action by analyzing the formation, mobilization, and outcomes of social movements. It explores factors such as grievances, resources, organizational structures, and political opportunities that influence the emergence and success of social movements in challenging existing power structures, advocating for social change, or promoting alternative visions of society.When studying social change, analyzing political activism, or understanding grassroots organizing, to apply Social Movements Theory by examining the motivations, grievances, and strategies of social movements, identifying opportunities for collective action, and assessing the impact of social movements on public discourse, policy outcomes, or societal norms, enabling a deeper understanding of the dynamics of social change and the role of collective action in promoting social justice and equality.
Resource Mobilization Theory– Resource Mobilization Theory focuses on the acquisition, allocation, and utilization of resources by social movements to mobilize supporters, sustain organizational infrastructure, and achieve collective goals. It emphasizes the importance of financial, human, and symbolic resources in enabling collective action, highlighting strategies such as coalition-building, fundraising, and media advocacy that enable social movements to overcome obstacles, build capacity, and exert influence on decision-makers or institutions.When organizing advocacy campaigns, mobilizing community support, or leading social change initiatives, to apply Resource Mobilization Theory by identifying and leveraging resources such as funding, expertise, or social networks to support collective action, developing strategies to expand organizational capacity, and fostering partnerships or alliances that enhance the effectiveness and sustainability of social movements, enabling more strategic and impactful advocacy efforts and advancing common goals or causes.
Collective Efficacy– Collective Efficacy refers to the shared belief among group members in their collective ability to achieve desired outcomes or overcome challenges through joint action. It emphasizes the importance of trust, solidarity, and collaboration within groups or communities in fostering resilience, social cohesion, and collective action. Collective efficacy enhances group motivation, coordination, and perseverance in pursuing common goals, enabling individuals to overcome barriers and achieve collective outcomes that may be unattainable through individual efforts alone.When promoting community empowerment, building social capital, or fostering grassroots activism, to cultivate collective efficacy by nurturing trust, collaboration, and shared identity within groups or communities, providing opportunities for collective problem-solving, and celebrating shared successes or achievements that reinforce group cohesion and confidence, fostering a sense of agency and resilience that empowers individuals to engage in collective action and address shared challenges or opportunities.
Political Process Theory– Political Process Theory examines the role of political institutions, structures, and processes in shaping collective action and social change. It analyzes factors such as power relations, policy decisions, and institutional arrangements that influence the mobilization, organization, and outcomes of political activism or social movements. Political Process Theory highlights the importance of political opportunities, alliances, and contention in enabling or constraining collective action and shaping the dynamics of social movements and political change.When advocating for policy change, lobbying for legislative reforms, or engaging in political activism, to consider Political Process Theory by assessing the political context, identifying opportunities for influence or intervention, and strategizing collective action efforts to leverage political openings, build alliances, and mobilize support for policy agendas or social reforms, enabling more effective engagement with political institutions and processes and advancing collective goals or interests.
Identity Politics– Identity Politics focuses on the mobilization of group identities and experiences in shaping collective action, social movements, and political activism. It examines how individuals’ identities based on race, gender, sexuality, ethnicity, religion, or other social categories influence their political consciousness, solidarity, and participation in social and political struggles. Identity Politics emphasizes the intersectionality of identities and the importance of recognizing diverse perspectives and experiences within social movements and collective action efforts.When addressing social inequalities, promoting diversity and inclusion, or advocating for marginalized communities, to apply Identity Politics by acknowledging and centering the experiences and perspectives of marginalized groups, fostering solidarity and coalition-building across intersecting identities, and advocating for policies or reforms that address systemic injustices or promote equitable representation and opportunities, enabling more inclusive and intersectional approaches to collective action and social change.
Structural Functionalism– Structural Functionalism examines the role of social structures and institutions in facilitating or constraining collective action and social change. It emphasizes the functional interdependence of social institutions, norms, and roles in maintaining social order and stability while also addressing societal needs and challenges. Structural Functionalism analyzes how social structures and systems shape individual behavior, group dynamics, and collective outcomes, highlighting the role of social cohesion, division of labor, and institutional arrangements in enabling or inhibiting collective action.When analyzing social dynamics, studying organizational behavior, or assessing community resilience, to employ Structural Functionalism by examining the role of social structures, norms, and institutions in facilitating or impeding collective action, identifying mechanisms for promoting cooperation, addressing social inequalities, or fostering social integration and cohesion, enabling a systems-level understanding of the conditions and factors that shape collective behavior and social change processes.
Network Theory– Network Theory explores the structure and dynamics of social networks and their influence on collective action, information diffusion, and resource mobilization. It analyzes patterns of connectivity, centrality, and cohesion within networks, as well as the flow of information, resources, and influence among network members. Network Theory highlights the importance of network structure, ties, and brokerage in facilitating communication, coordination, and cooperation among actors, shaping the emergence and effectiveness of collective action initiatives.When organizing community-based initiatives, facilitating collaboration, or promoting knowledge sharing, to apply Network Theory by mapping social networks, identifying key actors and connections, and leveraging network properties such as centrality, density, and diversity to support collective action efforts, fostering communication, coordination, and resource exchange among stakeholders, and enhancing the resilience, innovation, and impact of community-driven solutions to shared challenges or opportunities.
Community Organizing Models– Community Organizing Models encompass various approaches to grassroots organizing and collective action aimed at empowering communities, mobilizing residents, and addressing local concerns or issues. These models emphasize participatory decision-making, leadership development, and community empowerment strategies that enable residents to identify priorities, build coalitions, and advocate for change through collective action. Community organizing models often involve tactics such as door-to-door canvassing, community meetings, and direct action campaigns to mobilize support, raise awareness, and influence decision-makers or institutions.When mobilizing community resources, addressing neighborhood issues, or advocating for community development, to utilize Community Organizing Models by engaging residents, building partnerships, and organizing collective action efforts that empower communities to address shared concerns, fostering local leadership, and promoting civic engagement, enabling residents to take ownership of community issues, build social capital, and collaborate on solutions that reflect their priorities and aspirations.
Framing Theory– Framing Theory examines the construction and interpretation of meaning in communication and how it shapes perceptions, attitudes, and collective action. It focuses on how messages are framed or presented to influence how issues are understood, evaluated, and acted upon by individuals or groups. Framing Theory highlights the role of framing devices, such as language, metaphors, and narratives, in shaping public discourse, mobilizing support, and framing collective action efforts in ways that resonate with target audiences and promote desired outcomes.When crafting advocacy messages, designing communication campaigns, or mobilizing public support, to apply Framing Theory by strategically framing issues, using language and narratives that resonate with target audiences, and highlighting shared values or concerns that motivate collective action, enhancing message effectiveness, persuasion, and mobilization, and maximizing the impact of communication efforts on public attitudes, policy debates, or social movements.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Lindy Effect

lindy-effect
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.

Antifragility

antifragility
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Goodhart’s Law

goodharts-law
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Moore’s Law

moores-law
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Value Migration

value-migration
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.

Bye-Now Effect

bye-now-effect
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.

Groupthink

groupthink
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.

Stereotyping

stereotyping
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.

Murphy’s Law

murphys-law
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”

Law of Unintended Consequences

law-of-unintended-consequences
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.

Fundamental Attribution Error

fundamental-attribution-error
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.

Outcome Bias

outcome-bias
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.

Hindsight Bias

hindsight-bias
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.

Read Next: BiasesBounded RationalityMandela EffectDunning-Kruger EffectLindy EffectCrowding Out EffectBandwagon Effect.

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