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dc.contributor.advisorCeasar McDowell.en_US
dc.contributor.authorGoldenberg, Alex (Alexander Nicholas)en_US
dc.contributor.otherMassachusetts Institute of Technology. Dept. of Urban Studies and Planning.en_US
dc.date.accessioned2010-10-29T18:20:56Z
dc.date.available2010-10-29T18:20:56Z
dc.date.copyright2010en_US
dc.date.issued2010en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/59717
dc.descriptionThesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2010.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (p. 110-111).en_US
dc.description.abstractMany community organizing groups want to expand their effectiveness exponentially. Based on my experience one of the things that seems to be holding them back is frustrations group leaders express about the ambiguity of their roles. As an anthropologist and community organizer I have always paid attention to organizational structure and often saw these frustrations as related to the structure of organizations and their leadership. This study is an effort to understand the link between organizational structure and effectiveness. I investigate this link by looking at what an organization does to achieve one of its goals, leadership development, and analyze how its structure enables it to achieve this goal. The organization I study is City Life/Vida Urbana which is located in Boston and fights against evictions from post foreclosed homes. Building off of City Life's understanding of leadership development I developed a framework for understanding and evaluating deep leadership development. This framework shows how systematically paying attention to listening and dialogue in particular sites uncovers evidence of the development of self, relational and systemic knowledge. This study uses an ethnographic method that focuses on organizational meetings. This method shows how meeting components like the setting, participants and speech style, and combinations of these components in the planning and execution of a meeting, all influence leadership development outcomes. Once City Life's leadership development outcomes have been explained, I explain their organizational structure by analyzing these outcomes through the lens of organizational theory. This analysis reveals how their structure operates and which structural components enable and disable deep leadership development.en_US
dc.description.statementofresponsibilityby Alex Goldenberg.en_US
dc.format.extent111 p.en_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectUrban Studies and Planning.en_US
dc.titleThe structure that builds the movementen_US
dc.typeThesisen_US
dc.description.degreeM.C.P.en_US
dc.contributor.departmentMassachusetts Institute of Technology. Dept. of Urban Studies and Planning.en_US
dc.identifier.oclc669019650en_US


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