Organizing for success:

1. 1 Organizing for success: IVAW’s organizational structure and the three levels of decision making in organized competition For best results, view as slide show (press the F5 key)

2. 2 • The purpose of this presentation is to • Explicate the decision making process and how national strategy guides member actions • Explain IVAW’s organizational structure • The desired end result is that • Every IVAW member understands the three levels of decision making and how the tactical and operational levels are driven by the strategic level. This will ensure that we are all working to achieve a common goal. • Every member understands our power structure. This will maximize our efficiency and prevent gaps or overlaps in cooperation between the various elements in IVAW.

3. 3 The following descriptions of responsibility at each level of IVAW decision making are not all inclusive. Leaders at all levels have myriad responsibilities; this presentation concentrates on those responsibilities that directly relate to the relationship between different levels of decision making.

4. IVAW’s organization is flat and decentralized as opposed to a more vertical hierarchy. “Flat” and “vertical” refer to how organizational structures are depicted visually. As the diagrams below illustrate, it is impossible to show on a PowerPoint slide how flat IVAW truly is (the chapter names are written in the smallest available font). On the following slides, the “chapter,” “regional coordinator” and “members” boxes are narrow for the sake of saving space, but a true diagram of IVAW’s organizational structure would be so flat that it would extend off both sides of the slide. Regional Coordinators New England Northeast Mid Atlantic Great Lakes Southwest Northwest Southeast Plains South Central Mountain Chapters Toronto Denver Olympia Eastern North Carolina New Hampshire Central New York New York City Los Angeles Cleveland Bay area Minnesota Kansas City Madison Central Illinois Boston San Diego Burlington Chicago Fort Drum Philadelphia Atlanta Seattle Fort Meade Washington DC Members (600+)

5. Board of Directors (BOD) Executive Director (ED) Staff Operations/ “strategy” Team (OT) Regional Coordinators (RC) Chapters Members Chapters Toronto Denver Olympia Eastern North Carolina New Hampshire Central New York New York City Los Angeles Cleveland Bay area Minnesota Kansas City Madison Central Illinois Boston San Diego Burlington Chicago Fort Drum Philadelphia Atlanta Seattle Fort Meade Washington DC

6. Board of Directors (BOD) Executive Director (ED) Staff Operations/ “strategy” Team (OT) Regional Coordinators (RC) Chapters Members Regional Coordinators New England Northeast Mid Atlantic Great Lakes Southwest Northwest Southeast Plains South Central Mountain

7. Board of Directors (BOD) Executive Director (ED) Staff Operations/ “strategy” Team (OT) Regional Coordinators (RC) Chapters Members (600+)

8. Contrast our flatness to the vertical hierarchy of a Marine rifle battalion (minus H&S Co.), which contains 900 members to our 600: BN CO BN XO BN SgtMaj “S” shops Rifle Company CO Rifle Company CO Rifle Company CO Weapons Company CO Rifle Company XO Rifle Company XO Rifle Company XO Weapons Company XO Rifle Company 1stSgt Rifle Company 1stSgt Rifle Company 1stSgt Subordinates not depicted Rifle Company GySgt Rifle Company GySgt Rifle Company GySgt Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Fire Tm Ldr Fire Tm Ldr Fire Tm Ldr

9. BN CO Imagine how much longer it takes word to get from here BN XO BN SgtMaj “S” shops Rifle Company CO Rifle Company CO Rifle Company CO Weapons Company CO Rifle Company XO Rifle Company XO Rifle Company XO Weapons Company XO Rifle Company 1stSgt Rifle Company 1stSgt Rifle Company 1stSgt Subordinates not depicted Rifle Company GySgt Rifle Company GySgt Rifle Company GySgt Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Fire Tm Ldr Fire Tm Ldr Fire Tm Ldr

10. BN CO BN XO BN SgtMaj “S” shops Rifle Company CO Rifle Company CO Rifle Company CO Weapons Company CO Rifle Company XO Rifle Company XO Rifle Company XO Weapons Company XO Rifle Company 1stSgt Rifle Company 1stSgt Rifle Company 1stSgt Subordinates not depicted Rifle Company GySgt Rifle Company GySgt Rifle Company GySgt Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Fire Tm Ldr All the way down here Fire Tm Ldr Fire Tm Ldr

11. BN CO BN XO BN SgtMaj “S” shops Rifle Company CO Rifle Company CO Rifle Company CO Weapons Company CO Rifle Company XO Rifle Company XO Rifle Company XO Weapons Company XO Rifle Company 1stSgt Rifle Company 1stSgt Rifle Company 1stSgt And vice versa Subordinates not depicted Rifle Company GySgt Rifle Company GySgt Rifle Company GySgt Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon CO Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Platoon Sgt Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Squad Ldr Fire Tm Ldr Fire Tm Ldr Fire Tm Ldr

12. Since IVAW is so flat and decentralized, lateral communication, self-discipline and a strategic mission focus on the part of all members and elements are absolutely essential to our success. Every action taken must pass the litmus test, “will this action move us closer to our strategic goals? How?” Also, even though IVAW is extremely flat (having only four degrees of verticality) compared to most other Western organizations, some degree of vertical authority is necessary for any strategy-based organization. Regional Coordinators New England Northeast Mid Atlantic Great Lakes Southwest Northwest Southeast Plains South Central Mountain Chapters Toronto Denver Olympia Eastern North Carolina New Hampshire Central New York New York City Los Angeles Cleveland Bay area Minnesota Kansas City Madison Central Illinois Boston San Diego Burlington Chicago Fort Drum Philadelphia Atlanta Seattle Fort Meade Washington DC Members (600+)

13. 4 IVAW’s organizational structure: Driven From the Bottom Up Board of Directors (BOD) Executive Director (ED) Staff Operations/ “strategy” Team (OT) Regional Coordinators (RC) Chapters Members

14. 5 IVAW’s organizational structure Board of Directors (BOD) Notice that the arrows go both ways, not just down from the top. Leaders at every level from the individual on up are expected to take initiative to exploit opportunities without waiting for orders; doing so will speed up our OODA loop. In this sense, the saying that “it is better to ask forgiveness than permission” is literally true. Once they’ve taken an action, leaders at every level must constantly offer intel and feedback laterally and upwards without waiting to be asked. Since they have the most accurate picture of what is going on around them, their feedback provides other leaders with a more accurate picture from which to base their decisions. This concept is known as “recon pull” as opposed to top-down “command push.” Executive Director (ED) Staff Operations/ “strategy” Team (OT) The various elements under the ED are arranged laterally with none having ultimate authority over another. These elements will make IVAW successful by cooperating and sharing ideas with each other as much as possible. Regional Coordinators (RC) Chapters Members

15. 6 The Three Levels of Decision Making Strategic Goals Notice that each level of decision making overlaps the adjacent level, just as some real-life decisions will have significance on more than one level. For example, if the D.C. Chapter has been campaigning to recruit Marines and decides that IVAW would benefit more if D.C. focuses on National Guardsmen instead, their operational decision will affect the tactics they must use since the two groups have different demographics. It is also possible for some tactical decisions to directly affect the strategic level. In the age of digital communication, a single member’s heroic action or foolish stunt can be caught on cell phone camera and broadcast the world over within minutes, resulting in profound effects on the antioccupation movement as a whole. Art of winning wars Strategy Art of winning campaigns Operations Art of winning battles and engagements Tactics

16. Strategic Goals Board of Directors (BOD) Art of winning wars Strategy Executive Director (ED) Staff Operations/ “strategy” Team (OT) Art of winning campaigns Operations Regional Coordinators (RC) Chapters Art of winning battles and engagements Tactics Members

17. Strategic Goals8 • Mission Statement: • Immediate withdrawal of all occupying forces in Iraq; • Reparations for the destruction and corporate pillaging of Iraq so that Iraqi people can control their own lives and future; • Full benefits, adequate healthcare (including mental health), and other supports for returning servicemen and women. Board of Directors: Oversees long-term strategic goals on behalf of IVAW; passes related policies by majority vote. Oversees Executive Director’s execution of policy. Provides broad guidance to membership, but does not get involved in day-to-day execution except as required by extraordinary circumstances. Ultimately responsible for and answers to IVAW’s membership as a whole.

18. Strategic Goals9 Board of Directors (BOD) It is the responsibility of the members to inform the BOD of policy requirements (for strategic guidance and/or legal protection) and follow established policy. Members

19. Strategic Goals10 Board of Directors (BOD) • The BOD then serves the membership by: • providing broad strategic guidance that gives the membership as much leeway as possible to use the best tactics for a particular situation while • preventing strategically damaging situations. • Ensuring that the membership is kept up-to-date on IVAW policy Members

20. Strategy11 BOD: Writes policy as necessary to fill gaps in existing strategy based on the input of the membership and ED. Strategy:Organize veterans and active duty troops to withdraw their support for the war, which has been identified as a critical vulnerability (CV). Destroying this CV will, when combined with the coordinated destruction of other CVs by other organizations, force an end to “The War” as an entity. Executive Director: Advises BOD on policy needs and reports strategic developments as requested. By organizing membership and consultant input into a coherent format, attends to strategy that is based on strategic goals. Executes strategy by delegating authority to operational elements. Manages national office and staff. Ultimate overseer of IVAW ‘s day-to-day decision making.

21. Operations12 Operations: Strategic success does not come merely as an additive result of many successful tactical outcomes; OT, RC’s, Chapters and National Staff all work with each other laterally (without needing the ED as an intermediary) to ground IVAW’s strategy in solid tactics that are used in the right place and time. This level of thinking is known as operationalizing or campaigning. Implicit in this is understanding when NOT to engage tactically because it would be a waste of resources or, even worse, counterproductive. Operational decision makers are expected to act independently and laterally without the direct supervision or interference of the ED. Because of this considerable leeway, the operational decision makers must have an airtight understanding of their responsibilities, IVAW’s strategic goals, and the intent of the ED. Staff Operations/ “strategy” Team (OT) Regional Coordinators (RC) Chapters

22. Operations13 Staff Operations/ “strategy” Team (OT) • Campaigns: • Active Duty Outreach • Winter Soldier • Truth In Recruiting • Bus tours Regional Coordinators (RC) Chapters

23. Tactics14 Tactics: IVAW’s membership uses tactics down to the individual level to make real-time, “on the ground” decisions about how to act on what they see in front of them. “Tactics” can be thought of as “what technique and why?” Members must choose their tactics carefully, as a tactic that wins a battle may still hurt the overall strategy. Members

24. Tactics15 Tactics: For instance, a decision to sabotage a prowar group’s demonstration may prevent that group from making their point at that place and time (thereby winning the battle), but if a bystander records the act on a cell phone camera and places the video on YouTube, our public image may be damaged, which would make it harder for us to convince other service members to resist (which is integral to our strategy). Members

25. Strategic Goals: • Immediate withdrawal • Vets taken care of • Reparations for Iraq 25 Ineffectual Counterproductive Strategy Strategy Campaigns Range of tactical actions It is useful to envision strategy as the “lane” in which campaigners must keep their tactics in order to achieve our strategic goals. Successful strategy is permissive enough to give tacticians maximum leeway without becoming counterproductive and restrictive enough to prevent tacticians from becoming so broadly focused that they cease making measurable progress toward the strategic goals, i.e., become ineffectual.

26. Once more, with feeling 17 Strategic Goals Board of Directors (BOD) Art of winning wars Strategy Executive Director (ED) Staff Operations/ “strategy” Team (OT) Art of winning campaigns Operations Regional Coordinators (RC) Chapters Art of winning battles and engagements Tactics Members

27. 18 BOD Another view: IVAW’s current organizational structure shown as a network instead of a hierarchy. Included are lines of communication that if we work with each other to improve will make us more effective! ED Regional Coordinators Operations Team National Staff Chapters Strategic Goals Strategy Operations Tactics Ineffectual/ Needs Improvement Membership

28. 19 Questions/ feedback? Email board@ivaw.org

29. 20 Questions/ feedback? Email board@ivaw.org Keep Up The Good Work! "The enemy advances; we retreat. The enemy camps; we harass. The enemy tires; we attack. The enemy retreats; we pursue." – Mao Zedong, 1931 -In Solidarity, IVAW Board of Directors October 2, 2007