THE PHILOSOPHY AND PRACTICE OF DEVELOPMENTAL LEADERSHIP
I want to lift my sister up. She is not heavy. If I don't lift her up I will fall down.
I want to lift my brother up. He is not heavy. If I don't lift him up I will fall down.
I want to lift my people up. They are not heavy. If I don't lift them up I will fall down.
We now return to the questions that have driven our study of public homeplaces: Why have the Mothers' Center movements, the National Congress of Neighborhood Women, and the Center for Cultural and Community Development been so effective and enduring? Why have so many of the participants emerged as powerfully voiced people who speak up for both themselves and their communities? What has enabled these organizations to respond to diverse and changing needs yet remain cohesive and stable over long periods of time? How have they enabled their members to imagine that things could be different and to develop the skills to realize their dreams? Why have most been able to bridge vast differences of social class, ethnicity, age, and race so well?
We have sought answers to these questions by identifying the philosophies and practices the founders of public homeplaces hold in common. We believe these commonalities provide important clues about learning environments that enable even marginalized and silenced people to claim the powers of their minds and fight for the right to participate in the life of the larger society. The number of commonalities we were able to identify are striking, especially considering the