As we watch how his White House deals with critics either in the media, or from the people at large, we learn how well Obama has learned his lessons from his long history of being taught and then teaching Alinsky's "Rules for Radicals."
"Obama learned his lesson well. I am proud to see that my father's model for organizing is being applied successfully beyond local community organizing to affect the Democratic campaign in 2008. It is a fine tribute to Saul Alinsky as we approach his 100th birthday." --Letter from L. DAVID ALINSKY, son of Neo-Marxist Saul Alinsky
"True revolutionaries do not flaunt their radicalism", Alinsky taught. "They cut their hair, put on suits and infiltrate the system from within." Alinsky viewed revolution as a slow, patient process. The trick was to penetrate existing institutions such as churches, unions and political parties. Do you remember Van Jones? He nearly quoted this in his own putting aside the joy of being an open revolutionary to be more effective by hiding his radicalism.
Barack Obama is an Alinskyite.... Obama spent years teaching workshops on the Alinsky method. In 1985 he began a four-year stint as a community organizer in Chicago, working for an Alinskyite group called the Developing Communities Project. Camouflage is key to Alinsky-style organizing. While trying to build coalitions of black churches in Chicago, Obama caught flak for not attending church himself. He became an instant churchgoer. Of course whose church did he attend but the leftist radical Rev. Wright's.
"he very first radical: from all our legends, mythology, and history... the first radical known to man who rebelled against the establishment and did it so effectively that he at least won his own kingdom — Lucifer.” Saul Alinsky
Tactics as defined in Alinsky's "Rules for Radicals."
"Tactics are those conscious deliberate acts by which human beings live with each other and deal with the world around them. ... Here our concern is with the tactic of taking; how the Have-Nots can take power away from the Haves." p.126
Always remember the first rule of power tactics (pps.127-134):
1. "Power is not only what you have, but what the enemy thinks you have."
2. "Never go outside the expertise of your people. When an action or tactic is outside the experience of the people, the result is confusion, fear and retreat.... [and] the collapse of communication.
3. "Whenever possible, go outside the expertise of the enemy. Look for ways to increase insecurity, anxiety and uncertainty. (This happens all the time. Watch how many organizations under attack are blind-sided by seemingly irrelevant arguments that they are then forced to address.)
4. "Make the enemy live up to its own book of rules. You can kill them with this, for they can no more obey their own rules than the Christian church can live up to Christianity."
5. "Ridicule is man's most potent weapon. It is almost impossible to counteract ridicule. Also it infuriates the opposition, which then reacts to your advantage."
6. "A good tactic is one your people enjoy."
7. "A tactic that drags on too long becomes a drag. Man can sustain militant interest in any issue for only a limited time...."
8. "Keep the pressure on, with different tactics and actions, and utilize all events of the period for your purpose."
9. "The threat is usually more terrifying than the thing itself."
10. "The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition. It is this unceasing pressure that results in the reactions from the opposition that are essential for the success of the campaign."
11. "If you push a negative hard and deep enough, it will break through into its counter side... every positive has its negative."
12. "The price of a successful attack is a constructive alternative."
13. Pick the target, freeze it, personalize it, and polarize it. In conflict tactics there are certain rules that [should be regarded] as universalities. One is that the opposition must be singled out as the target and 'frozen.'...
"...any target can always say, 'Why do you center on me when there are others to blame as well?' When your 'freeze the target,' you disregard these [rational but distracting] arguments.... Then, as you zero in and freeze your target and carry out your attack, all the 'others' come out of the woodwork very soon. They become visible by their support of the target...'
"One acts decisively only in the conviction that all the angels are on one side and all the devils on the other." (pps.127-134)
"Alinsky's second chapter, called Of Means and Ends, craftily poses many difficult moral dilemmas, and his 'tenth rule of the ethics of means and ends' is: 'you do what you can with what you have and clothe it with moral arguments.' He doesn't ignore traditional moral standards or dismiss them as unnecessary. He is much more devious; he teaches his followers that 'Moral rationalization is indispensable at all times of action whether to justify the selection or the use of ends or means.'...
The qualities Alinsky looked for in a good organizer were:
Ego:Reaching for the highest level for which man can reach, to create, to be a 'great creator,' to play God"),
Curiosity: raising questions that agitate that break through the accepted pattern.
Irreverence: "nothing is sacred, the organizer detests dogma, defies any finite definition of morality"),
Imagination:"the fuel for the force that keeps an organizer organizing",
•A sense of humor:"the most potent weapons known to mankind are satire and ridicule", and an
Organized personality with confidence in presenting the right reasons for his actions. "as a moral rationalization after the right end has been achieved.'
"'The organizer's first job is to create the issues or problems,'
and 'organizations must be based on many issues.'
The organizer 'must first rub raw the resentments of the people of the community; fan the latent hostilities of many of the people to the point of overt expression.
He must search out controversy and issues, rather than avoid them, for unless there is controversy people are not concerned enough to act. . . . An organizer must stir up dissatisfaction and discontent.'"