(Thanks for taking a look -- see JPGs, at the 'Political Illustrations' link below for corresponding graphics.)

Chris




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Favorite web sites: chicago.indymedia.org, wsws.org, marxist.com, rwor.org, fightbacknews.org, laboraction.org, ifamericansknew.org, substancenews.com, socialismandliberation.org, whatreallyhappened.com, plenglish.com, moneyfiles.org/temp.html, informationclearinghouse.info, blackcommentator.com, narconews.com, truthout.org, raven1.net

Photoillustrations, Political Diagrams by Chris Kaihatsu
community.webshots.com/user/ckaihatsu/
MySpace: www.myspace.com/ckaihatsu





IDEOLOGIES & OPERATIONS -- DYNAMICS
by Chris Kaihatsu, ckaihatsu (at) gmail.com, 5-07

[1. SIMPLE EXAMPLE] Just as no two people will have exactly the same attitudes and opinions, these two positions are close enough to each other to support a platform in common.

[2. and 3. ECONOMIC CAPITAL, POLITICAL CAPITAL ; VARYING QUANTITIES OF ECONOMIC CAPITAL & POLITICAL CAPITAL] Economic capital, or funds, can provide material resources -- goods and services -- that, like political capital, can increase a platform's visibility, stature, and effect. Political capital is comprised of active and passive agreement among supporters, including "in-house" labor power. Political capital is built and increased through shared principles, shared goals, shared agreements, shared activities, and reciprocity of input over time. Note that either economic capital or political capital can raise a platform, though over-reliance on one or the other will result in overall weaker underpinnings. Usually the two are complementary and will not vary much from each other.

[4. SOCIAL MATERIAL: SOMEWHAT LOWER ENERGY / MATERIAL AS A MANUEVER - OR - SOMEWHAT HIGHER ENERGY / MATERIAL AS A MANUEVER] Since nothing is static the two positions will never be exactly equal. Whether intentional or not the differences in material backing between two close positions will either stabilize into a settled power relation or may give rise to tensions which themselves may lead to manuevers or to less-than-intentional dynamics that play out like manuevers.

[5. SOCIAL MATERIAL: TOO MUCH UNEVENNESS MAKES COMMON PLATFORM UNSUSTAINABLE] Too much of a material difference between positions leads to an unsustainability of the platform in common, thereby destroying it. This would equate to a major policy shift or a paradigm shift.

[6. POWER PLAYS, BRINKSMANSHIP] One position may manuever to jeopardize the platform in common by shifting away enough to threaten a crash in support for the platform. Examples of intra-organizational manuevers include (ACTIVE:) breaches of arrangements, not maintaining consistent substance over time, aggressive information operations (including historical falsification or ignoring significant events from the past -- "Year Zero" manuevers), misrepresentations, insults, patronization, condescension, projection, ad hominem attacks, slander, mindfucks, one-sidedness, (PASSIVE:) negligence, guesswork, assumptions, passivity, and communication shutdown.

[7. INTRA-ORGANIZATIONAL INFLUENCE] Dynamics between two allied positions may encounter tension, experience friction, and possibly alter due to intentional influence and/or passive influence. Examples include (ACTIVE:) bullying, aggressiveness, overbearingness, one-sidedness, (PASSIVE:) unrealistic identity, fantasy, delusion, co-dependency, and clinginess.

[8. PROXIMITY, CLOSENESS] If both parties / positions are generally agreeable within the context then they will naturally have respective, consensual effects on each other, leading to respectively closer, or more intimate, positioning.

[9. CONSOLIDATION, BALANCING ACT] Conditions, both objectively and subjectively, may combine to coax or force parties / positions extremely close together, possibly to the detriment of broad-enough support for their platform. This may also be termed as a narrow base of support, a narrow scope, or marginalization.

[10. COMPLEXITY: CAN WORK WITH MORE THAN TWO] All of these inter-party / inter-position dynamics can apply to several, or even a multitude, of positions. The increased complexity necessitates a corresponding increase of political management work in order to provide adequate interconnections, also known as "being on the same page."