For multiple generations, Americans and most of the rest of the world have been conditioned to believe that organization is a top-down affair that requires a central leadership that hands orders across the ranks of a rigid structure. The people within the structure operate as parts of a greater machine, and the success of the machine is (supposedly) directly related to how close the smaller parts (people) work together and follow those orders. Unfortunately, many activists in the liberty movement also assume that this is what an organization is and how it works.
Surely, there is a need for people with a talent to inspire others to thought and to action. But these men and women are nothing unless they can motivate individuals to eventually take their own initiative without orders. A true leader is a teacher — nothing more. And if he really cares about the future prosperity of the people he is teaching, that teacher’s objective will be for his students to exceed his own capabilities and to become independent in their accomplishments.
For a movement driven by a desire for the preservation of freedom and sovereignty, organization requires structure, but not rigidity or centralized leadership. The collectivist model of the human machine or hive is a flawed model that oppresses individual contributions that could be revolutionary. The corporate model, for instance, is a perfect example of an organization built mostly on lies (just look at the inconsistencies of real debts versus real profits for most major companies) and that fuels itself on the integration of people as replaceable gears and bolts on a rusted, shuddering Ferris wheel ride. Corporations might appear to make money, but they never meet their ultimate potential as organizations because most of the people within them could not care less about the purpose or even health of the system as long as they continue to draw a paycheck. When an organization merely limps along on the thin thread of the survival principle, this is the opposite of success.
The liberty movement has to abandon outmoded and ill-conceived notions of mainstream organizational models and take more stock in decentralized activity. A lack of an arbitrarily designated pecking order or the pyramid scheme of top-down branching management is a good thing for our cause, not a disadvantage.
Original article posted on Feb. 4, 2015 by Brandon Smith