Coalitions

In the world of political leadership, bigger is almost always better. For democratic processes, successful leaders must engage public will, community voices, and individual votes. In more autocratic environments, top-down leaders demonstrate their power through mobilizing large numbers of followers who represent many different interest groups. Similarly, leaders who resist the powers that be (whether they are loyal opposition or insurgents) know they must demonstrate broad support to be taken seriously. These leaders build power bases and enhance their effectiveness by creating coalitions made up of individuals and organizations with similar goals and interests. The word coalition comes from the Latin word coalescere, meaning “to grow together.” Over time, the concept of “growing together” has been applied to the combined action of multiple parties with diverse interests seeking to combine resources to work toward a common goal. Coalitions occur at every level of society, uniting constituencies on a global scale or on a neighborhood scale, addressing issues as large as achieving world peace and as intimate as welcoming a newborn into the world. Whatever the purpose, the process is the same: A successful coalition creates synergy (combined action) due to the combined power of its members. The power of numbers, economies of scale that lower costs or increase efficiency, and the joy of affinity make building coalitions a reliable strategy for dealing with what the eminent political scientist John W. Gardner calls “those vexing circumstances in which equally worthy groups want mutually incompatible things” (Gardner 1990, 42).

A coalition is one of many possible forms of collaboration. Imagine a continuum that ranges from communication on one extreme to merger on the other extreme, and coalitions fall in the middle (see Figure 1, below). Although organizational boundaries remain firm, coalition members frequently find that their operations and culture are influenced by the experience of participating in the coalition's work.

Coalitions typically begin when a leader or potential partners identify opportunities to enhance their power or influence through collaboration. Initial meetings may occur in a variety of activities, such as conferences, faith settings (conventions for the purpose of worship or missionary work), round tables, and communities of practice (an informally structured group convened around shared interests; Wenger 1998, 55). Although these activities may lead to the creation of true coalitions—and some may be sponsored by existing coalitions—they are not in themselves coalitions. The border between conversation and coalition is a voluntary commitment among the members regarding the exchanges that will characterize their relationship. Members seek sustainable commitments, that is, they expect to get more than they give. Coalition leaders seek loyal constituents, ready to advance common goals.

After common goals are set, members of a coalition expect to review and coordinate coalition activities with their home organizations. As a result, a coalition with a broad-based agenda or a commitment to diversity will move to action more slowly than will a coalition with a narrow-based agenda because of the time needed for members to engage their own constituents. A coalition with a narrow-based [Page 206]agenda may involve fewer members but will also be more nimble and responsive in its strategy and decision making.

Figure 1.

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