To collect information, it is useful to save documents (including copies in safe places). But it is easy to become overwhelmed by paper or computer files. Just as important as having documents is understanding their significance. Taking notes on events and comparing impressions with others is important.
Spread information
Having information is only a beginning. It’s no use if it sits forever on some shelf. To have impact, information needs to be circulated. The general principle in challenging the hoarding of information in bureaucracies is to “spread” it, namely make it available to those who can make use of it.
Survey results, for example on the morale of workers, can be circulated to all workers.
Information about hazards to workers can be given to the workers affected.
Documents showing mismanagement can be distributed to interested people inside and outside the organisation.
Honest accounts of how the organisation operates can be circulated to everyone.
Anyone who openly circulates information that might damage elites is likely to become a target. Therefore great care needs to be taken in the process of spreading information.
One approach is to circulate information anonymously. This requires extreme caution, such as producing leaflets on word processors and photocopiers that can’t be traced, and avoiding leaving fingerprints or even a stray hair. An alternative is to send email messages using anonymous remailers. Even with such precautions, good guesses about who the author is are sometimes possible by close scrutiny of the writing style and the precise information circulated.
Another approach is for an outsider to circulate the information. This could be a journalist, researcher, ex-employee or activist group — preferably someone with nothing to lose if the organisation mounts an all-out attack. The outsider has greater freedom than any insider, but needs reliable information from insiders in order to be a credible commentator.
Sometimes insiders are able to speak out and retain their positions due to personal circumstances or to links with outside supporters. An example is Hugh DeWitt, a physicist at the Lawrence Livermore National Laboratory, a nuclear weapons design lab in California. DeWitt has long been a critic of positions taken by lab managers, for example disputing their arguments against a comprehensive nuclear weapons test ban. On several occasions DeWitt came under attack from the lab management. That he has maintained his position is due in large part to support from prominent figures and activists on the outside.
Mobilise on the inside and outside
The experience of whistleblowers shows that to build a movement for change, support from outside the organisation is essential. To achieve this, reliable information and reliable means of communication are needed.
As long as the struggle takes place inside the organisation, the elites have an enormous advantage since they control financial and human resources as well as the main systems of communication. When the struggle moves outside the organisation, challengers improve their odds.
Employees do not have freedom of speech. If supporters on the outside speak out, it is more difficult to mount reprisals against them. This is the basis for the leak, in which an insider gives information to an outsider, such as a journalist, who can release it without as much risk. Outsiders need insiders as much as vice versa. Only insiders truly understand organisational dynamics. They have the insight into operations and ways of thinking that is essential to developing a sound strategy.
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Challenging bureaucracies is no easy task. For workers and clients to transform a bureaucracy into a participatory organisation in which free speech is cherished is one of the great challenges of our age. In spite of so-called “freedom of information,” top bureaucrats continue to use information as a means of control. In spite of the rhetoric of democracy and participation, most large organisations are highly resistant to any genuine change. Continued experience in making challenges is vital. Only by repeated attempts can insight be gained into the process of bringing about change. For this, it is important that lessons be learned and communicated to others.
6. Defamation law and free speech
The law of defamation is supposed to protect people’s reputations from unfair attack. In practice its main effect is to hinder free speech and protect powerful people from scrutiny. Strategies for people to challenge oppressive uses of defamation law need to be developed.
Defamation law relies on the power of the state — via the courts — to fine those who lose a case. But only those with lots of money need apply. The power behind defamation law is corrupting, which explains why it is so difficult to make even minor reforms to the law to benefit those with little power or wealth.
What it is
The basic idea behind defamation law is simple. It is an attempt to balance the private right to protect one’s reputation with the public right to freedom of speech. Defamation law allows people to sue those who say or publish false and malicious comments.
There are two types of defamation.
Oral defamation — called
Published defamation — called
