Where the power is (1)

Power is manifested through social relations, including relations with institutions like the State, the military, and the capitalist economy. The positioning can change, but not easily. And the same social relations vary in relative power depending on the context. Power develops in the relations to the institutions, not in the institutions themselves. It’s created in […]

Without a consistent revolutionary theory, tactics and strategy are easily confused

We understand strategy as a framework with a specific content. It makes general guidelines within a broad context. These are parameters for action at different fronts and between different camps. This is why strategy, for us, is fundamentally about coordination over time.

The difference between comrades and enemies might seem obvious, but in practice it’s never as clear as it is in theory

We have to consider more than just what people believe; we have to consider what they do.

Political organization: how, why, and to what ends

We have to focus our reflections on concrete needs we have because, if we don’t clearly name the needs, a specific organization risks becoming a depoliticizing, essentializing and time-consuming space.

Producing reality through a process of rupture

We see social force as the potential for carrying out the revolutionary project to its intended goal.

Different from what’s produced by the immediate situation, and different from what’s reproduced by the system

Revolutionary strategy has to make sense and be consistent enough to follow even as the situation evolves. It must be sustainable and coherent to effectively hold things together and “prevent unraveling”.

A new kind of protagonism

Racism, xenophobia, misogyny, etc. are persistent forces acting against the political solidarity of the oppressed classes.

How do we deal with the inevitable zigzagging?

Militant style is not a final product or a glossy presentation. It consists of daily tasks that have a strategic direction.

If the conditions change, the priorities and strategic line need to change

The path that a specific organization follows has to be related to the conditions of a more or less stable general situation, but when there is no way forward, another one must be fought for and produced through struggle.

The Simple Machine Model

To develop a shared strategic perspective, it’s important to articulate both a plan for what we’re trying to do and a narrative of what we’ve done. This allows us to work together to refine our specific organizational perspective and share it with others, outside of the Center for Especifismo Studies (CES), in the form of writings, discussion groups, and public seminars.