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We love the local. From the cherries we buy, to the grocer who sells them, to the school where our child unpacks them for lunch, we express resurgent faith in decentralizing the institutions and businesses that arrange our daily lives. But the fact is that huge, bureaucratic organizations often still shape the character of our jobs, schools, the groceries where we shop, and even the hospitals we entrust with our lives. So how, exactly, can we work small, when everything around us is so big, so global and standardized? In Organizing Locally, Bruce Fuller shows us, taking stock of America’s rekindled commitment to localism across an illuminating range of sectors, unearthing the crucial values and practices of decentralized firms that work.
           
Fuller first untangles the economic and cultural currents that have eroded the efficacy of—and our trust in—large institutions over the past half century. From there we meet intrepid leaders who have been doing things differently. Traveling from a charter school in San Francisco to a veterans service network in Iowa, from a Pennsylvania health-care firm to the Manhattan branch of a Swedish bank, he explores how creative managers have turned local staff loose to craft inventive practices, untethered from central rules and plain-vanilla routines. By holding their successes and failures up to the same analytical light, he vividly reveals the key cornerstones of social organization on which motivating and effective decentralization depends. Ultimately, he brings order and evidence to the often strident debates about who has the power—and on what scale—to structure how we work and live locally.

Written for managers, policy makers, and reform activists, Organizing Locally details the profound decentering of work and life inside firms, unfolding across postindustrial societies. Its fresh theoretical framework explains resurging faith in decentralized organizations and the ingredients that deliver vibrant meaning and efficacy for residents inside. Ultimately, it is a synthesizing study, a courageous and radical new way of conceiving of American vitality, creativity, and ambition. 

Since the 1980s, strategies for improving public education in America have focused on either competition through voucher programs and charter schools or standardization as enacted into federal law through No Child Left Behind. These reforms, however, have failed to narrow the performance gap between poor urban students and other children. In response, parents have begun to organize local campaigns to strengthen the public schools in their communities. One of the most original, successful, and influential of these parent-led campaigns has been the Community Collaborative to Improve District 9 (CC9), a consortium of six neighborhood-based groups in the Bronx.

 

In Organizing for Educational Justice, Michael B. Fabricant tells the story of CC9 from its origins in 1995 as a small group of concerned parents to the citywide application of its reform agenda—concentrating on targeted investment in the development of teacher capacity—ten years later. Drawing on in-depth interviews with participants, analysis of qualitative data, and access to meetings and archives, Fabricant evaluates CC9’s innovative approach to organizing and collaboration with other stakeholders, including the United Federation of Teachers, the NYC Department of Education, neighborhood nonprofits, and city colleges and universities.

 

Situating this case within a wider exploration of parent participation in educational reform, Fabricant explains why CC9 succeeded and other parent-led movements did not. He also examines the ways in which the movement effectively empowered parents by rigorously ensuring a democratic process in making decisions and, more broadly, an inclusive organizational culture. As urban parents across America search for ways to hold public schools accountable for their failures, this book shows how the success of the CC9 experience can be replicated elsewhere around the country.