My head spent the days immersed in matters like employee ownership, organizational strengthening, empowerment, open book management, continuous improvement, transparency and the wisdom inherent in organizations.
My heart was in Nicaragua, at the foot of Peñas Blancas, with more than 50 peasant producers who are spending the week in another edition of the Certificate Program, an on-site immersion into holistic development of their farms, coops, families and futures. I have come to know many of these folks, having worked with them in previous settings, and I miss being with them.
My body was at home in Iowa, trying to figure out how to respond to a mysterious malady that inflames all of my joints and aches my body’s systems like a bad case of the flu. I need to learn what is wrong and how to make it right. I’m saddened not to be in Nicaragua and frustrated at the reasons for it.
So my time was divided among three states of being this week. And as I reflected on my uneasiness at this state of affairs, it dawned on me that what I was experiencing was not unlike the normal circumstances of our Certificate Program participants. Their lives are under the stresses of being torn in multiple directions, as a way of life.
The heads of many peasants are filled with trying to discern what’s happening within their country. Investment has all but vanished. Foreign aid organizations have pulled out long ago. There is enormous tension between the Ortega government and the Civic Alliance, giving ongoing potency to the anxious uncertainties of every day life, even in the countryside.
The peasants must have found it hard to concentrate on their organizations, with their heads already immersed in matters like: What is really happening in our country? What is true? What do I have to do to protect my family and myself? Can I trust my neighbor? How do I process all of it? Of course, all of this is context for the ongoing, every day questions about climate, weather, the cost of inputs, the income from harvest, the presence and absence of rain, maintaining the farm, worrying about kids. Oh yes, and the ever-present worry about health, of the family, of the spouse, of self.
Their hearts are firmly in Nicaragua, even if at times they cannot actually be there. Despite the warped perceptions of a U.S. president, under normal conditions Nicaraguans essentially have little desire to leave Nicaragua. It’s their home. It’s both their inheritance and their future assignment to their children. They treasure their history and culture no less than any U.S. citizen does about their North American homeland. But if conditions and opportunities diminish to the point of complete destitution, then alternatives become realities, and the idea of immigration emerges.
Their hearts know, deep inside, that only new ways of managing the coops will bring about greater success, despite the urges to cling to the old ways, the means by which survival has been possible for generations. There is heartbreak in leaving old ways, the comfortable ways, behind. It can even feel like betrayal. There is anguish in having to choose the unknown.
Their hearts remember that the land that once belonged to their elders, and that should be destined to belong to the youth, is a sacred trust, an honor-bound commitment to family. But their hearts also are fatigued from the consumption of energy and spirit by injustices that so often infect the poor. My acquaintances in Nicaragua are strong of heart, unflinching in the face of crushing poverty, but also realists who are willing to break their own hearts for survival.
Their bodies are the resilient homes for hopeful spirits. Their physical bodies are asked to endure and thrive in the face of limitations on healthcare, nutrition, clean water, education opportunities, healthy incomes and environmental health. In the face of huge physical demands, the rural farmers accept and adapt to such challenges as a matter of course, and largely fulfill the requirements of their days.
I cannot help but imagine the course of activities undertaken by such a farmer experiencing my current set of symptoms. With some embarrassment, I imagine perseverance that puts my days in these weeks to shame. In many ways, our Nica colleagues are far more adaptable to change than we might think.
Comparisons are a likely outcome, I suppose, when time is abundant, when my head is teeming with ideas, when my heart is restless and my body compromised. But there is substantial learning available despite it all, and I find that my Nica colleagues can teach me well, even from a long distance away….
in Nicaragua, working with peasant farmers on issues of cooperativism and continuous improvement.
People dispossessed for so many years collected their savings and gave them to one of their sons, Solin, for him to pay for the coffee that was collected from their own group. Solin had never had so much money; he was like a deer in the headlights. He paid for the coffee. Some of the same people who had saved, behind the back of the rest, went to him to get him to lend them money. Solin first said no, but these people insisted, and he gave in. More people showed up, also from other parts of the country, and he ceded. Solin felt like a little patrón, “The people trust me”, his chest puffed out like a balloon. This path of giving out other people´s money, saying that it was his, led him to lie and believe his own lie. When other people showed him his mistake, Solin offered them money to shut them up, and if they did not accept it, he would slander them. One day he looked himself in the mirror and was frightened to find that he did not recognize himself.
When the owners of the money asked him to give it back, he had lent it all out. “And where is the money?”, they raised their voices. “You have already eaten it,” the theft reverberated like 10, 100 and 1000 years ago. Solin and several of the savers had betrayed their own path. Both took the path trodden for centuries by the old hacienda owners and fieldhands, by the comandante and those who died, by the manager and those who believed themselves to be cooperative members.
This story illustrates what happens frequently in cooperatives. A group of people save, define their purposes, agreed on their rules and then betray that path. The old path trodden by the patrón where the fieldhands follow for their pay, become indebted and to look for a favor, a path also taken by governments and churches (“Holy Patron Saint”), clouds and blocks any other path. In the story this group of people and Solin look at themselves in the mirror, or ask about their resources, and are surprised to be on the old path of dispossession, moving from being “servers” to “being served”. Their biggest tragedy is not so much the use of the money, but the fact that they have betrayed their path, this is the reason for the bad use of the money and the fact that their lives have taken a 360 degree turn, arriving at the same place. How can people who organize be able to follow their own path?
1. Individual-collective duality and the dilemma of betrayal
In organizations that face corrupt acts, there is finger pointing, accusations and complaints. “He is incorrigible”, “he is guilty of bad administration”, “she is not accountable”, “she uses our money for her benefit and that of her managers”, lash out the members. These
phrases in a cooperative belie an individual perspective, accentuated by the religious conservatism of “personal salvation”, and by the neoliberal doctrine where what is important is the individual and not society–there is no such thing as society, said the first female British Prime Minister M. Thatcher in 1987, during the full eruption of neoliberalism. Reproducing this perspective, nevertheless, is a way of “washing our hands”, of showing oneself to be innocent while pointing out others as the guilty parties.
These same expressions, nevertheless, can be read as “spitting against the wind” from the collective perspective. Because the member who is doing the accusing, with or without a title in some organ of their organization, on seeking a loan directly from the administrator, behind the back of his own cooperative, is not exercising his/her role, and/or violates the rules of their own organization; on the other hand, the corrupt administrator establishes himself reproducing the idea of the patrón;: “With 100 cordobas I keep them happy.” Many times even the State or aid organization officials who support the cooperatives borrow money from the managers, knowing that it is money that belongs to the cooperatives. “The spit” also falls on this member and this official who preaches cooperativism. A systematic act of corruption happens, above all, because of the lack of functioning of the respective organs, because of the lack of compliance with the rules of the organizations, and the accounting norms on the administrative side, as well as because of the acceptance of aid organizations*.
The members know the rules and procedures, but they see them as tedious, “paperwork”, “bureaucracy” – high transaction costs, they would say in economics. The members of the organs also see it in this way: “meeting is a waste of time.” While the patrón “from one big roll” decides to lend to them or not. In this process the members believe the administrator about any version about the source of the money, there is no culture of verifying their versions, because, they think, it would be distrusting and ungrateful; for that very reason, they do not ask for receipts either, the patrón does not do receipts – his word is enough! In addition to believing him, they fear him, “a person with other people´s money is capable of anything”, they whisper, so they keep quiet – do not speak in front of the patrón! This is a rule that is resurrected. From here the “vice” of playing with “other people´s money”, more than individual and exclusive of the manager or some president, is a collective “vice”; a collective act causes individual behavior – of corruption or honesty. See the upper part in Figure 1.
“The law is not being applied to him”, state the members and advisers of the organizations. With this they mean to say that organizations have laws, the State oversees compliance with the law; and that aid organizations have rules, and they do not apply them. This, however, continues to assume an individual perspective, believing that by “applying the law” “the patron is going to self correct”. It ignores what the history of any country tells us, “the patrón makes the laws”, be that with his right hand or his left. So we detect that this individual perspective, clothed in a collective and legal perspective, is moved by structures of dispossession; the “accusing”, the “abusing other people´s money” and “preaching laws” make the path of cooperativism disappear, and accentuate the path of dispossession – it is the dilemma of the betrayal. So we perceive that this structure is like rails for a train, it does not matter who the conductor is that is driving the train, nor how many years of schooling he might have, how many advisers and protectors of the law he has, that train will move along the rails; not matter who the administrators or presidents may be, these structures (“rails”) trap the conductors. In this way cooperatives can go broke, while these structures remain unmoved –“in an open treasure even the just will sin”, goes the saying.
At the same time this structure is being challenged. On the one hand, there are some members who cultivate a contingent awareness, that it is possible to make your own path and walk it; and on the other hand there are administrators who understand their role, respecting accounting rules and the collective perspective of organizations, shunning “inflating themselves” like balloons that run the risk of “bursting.” They do not “spit into the wind”, but recreate that collective perspective which finds itself supported by mechanisms that are coherent with more communitarian structures, and consultancies that study these rural underworlds – this is overcoming the dilemma of betrayal. See the lower part of Figure 1.
2. Innovative mechanisms for cooperatives as the vehicle for repossession
“They do not let us be peasants”, shot off a Costa Rican leader in 1991, recognizing the onslaught of neoliberalism in turning the peasantry into workers and “wetbacks”. The “be peasants” has been more coherent with community structures, in conflict with structures of dispossession. It goes with mechanisms that make an alternative path possible, mechanisms that we have been learning from the exceptional organizations in Central America: see figure 2.
They are mechanisms that “de-commodify” peasant life, they involve awakening and organizing, deepening their roots, improving the organization of the commons, and sharing the path in a glocal alliance- because every space is glocal (global and local).
Mechanism 1: Voluntary genesis of cooperativism congruent with community principles
Nearly two centuries ago a group of textile workers in England saved part of their salaries to start a store, and with that stabilize their income and defend their basic needs. In Germany peasants organized to free themselves from usury. In both cases, the people understood that individually they were not able to overcome structural problems, like the low buying power of their salary and the usury that indebted them for life; organized, they could do so. Thus they defined their path and walked it. Over time cooperativism has expanded throughout the entire world and has become a double edged sword, a means for repossession for its members and communities from whence they come, and a means for dispossession when small elites appropriate it for profit. Read the brief dialogue in the box.
From the angle of the genesis of cooperativism, this dialogue shows the incomprehension of the administrator about what a cooperative is, as well as the wisdom of the younger brother about the social rule of “respecting someone else´s assets”. “The need of the other affects me”, says the administrator; precisely the crude “need” of people led to the fact that cooperativism emerged standing under the principle of respecting collective assets. The error of the administrator in this dialogue is providing a loan from money that is not his, and doing it outside of the rules and organs of the cooperative that named him “administrator”; with that he dispossessed the members of their resources, and full of a short term vision condemned needy people to suffering. Being “proud” is abusing “another´s assets”. This deformation results from the individual perspective derived from structures of dispossession.
The cooperative that originated in the will of its members to overcome structural adversities, and does it with rules based on community principles, like those expressed by the “younger brother” in the dialogue of respect for collective goods, is a long term structural mechanism.
Mechanism 2: Rooted in diversified bases
The market demands a product and does not matter whether the one who produces it comes from one place or another; the State and aid agencies behave in a similar way, they legalize organizations or demand changes like “including women as members” without regard to where they come from. From working with cooperatives we learned that a cooperative that is rooted in its micro-territory has more possibilities of walking their walk, of being inclusive…
How to be rooted? Even though the members of a cooperative come from the same micro-territory, deciding that the administration –and therefore the financial transactions – are done in the territory itself, requires making explicit in a reflective way several beliefs written in stone for centuries: “Here they are going to steal from us, in the town there are Policemen and that is why it is safer there”, “no buyer or certifier is going to come out here to our place, we have to go out to civilization”, “here we are living in the brush, the patrón lives in the town”, “that little girl doesn´t know anything about administration, only men who ride on motorcycles know it.”
When the members of a cooperative come from the same micro-territory, and decide that their building and its administration are going to be in the same space, then we create favorable conditions for a good cooperative. The possibility that corruption might emerge and intensify is reduced. The mobility of the members to the cooperative´s building, as well as the attendance of women and men in the meetings is greater. We say that more women and men go to the meetings, because of the geographic proximity and because they do not have to travel to the municipal capital to attend meetings; the women can go to the meeting with their babies and/or children, something that is difficult if the meeting is in the municipal capital. This contributes to the cementing of trust among the members. Also the coordination between the administration and the organs of the cooperative can improve. The care of the members and board members over their administration increases, which is why the security of the resources of the cooperative in that place increases. Accessing information and asking their questions is also more possible.
The payments that are made in the territory itself to the members, be it for coffee, cacao, sugar cane or another crops, has an impact on the economy of the territory. The storefronts and small businesses sell more, new businesses tend to emerge. The interest of the partner of the member, and their children, in the receipts that their Father or Mother bring from the cooperative is greater. The possibility of having lovers under the argument that “I am going to town for a meeting” is reduced. It is like the butterfly effect in a world as interconnected as today´s world is, even more so is life interconnected in a micro-territory and in families.
Mechanism 3: the functioning of the cooperative organs and administration
The fact that a member might understand that organized they can overcome their structural problems is one step, the fact that they can facilitate that because their cooperative is rooted in their territory is a second big step. Nevertheless, there are cooperatives that in spite of having taken both steps, go broke or turn into a means for dispossession manipulated by small elites. The third mechanism is that each member, with or without a title, function in accordance with the rules and organs of their organization, without going “in secret” to the “real person in charge”, because the “real person in charge” in the cooperatives are its rules and organs.
It is easy to say that the organs of a cooperative function according to its rules. But it is difficult for it to happen. The phrase that is read in laws and management, that they are “management organs” illustrates that they are not “decision making organs”, that the power of making decisions was expropriated by the elites. How can the organs be “decision making” and the administration “management”, the former with a strategic role and the latter with an operational role? Apart from the fact that they know their statutes (rules), meet systematically and cultivate connections with their members and with external actors, the key is in the fact that they become learning organizations. How? First, each member is seen as a leader in their community, understanding that the biggest treasure is in their own social territory; consequently, their first task being multiplying their visits to other people, members or not of the cooperative, so that through conversations, they might understand the problems and opportunities that exist in their territory. Knowing them and sharing them is their fuel for pushing the cooperative to improve, and it is their source of ideas for enlightening cooperativism.
Second, the relationship between the administration and the organs is developed to the extent that they organize information, analyze it and on that basis define their policies and strategies to be followed. This provides work content for each organ. For example, information on loans and arrears is analyzed by each organ, particularly the credit committee; the Oversight Board finds one of its principle follow up tasks in this; the education committee, as a result of this analysis, proposes to work on financial education with the members about how to save, invest better and working with more autonomy, breaking with that old institution of “going into debt” and putting up with any exploitation for being “indebted”.
Third, making decisions based on the visits and the data analysis makes it possible for them to make better decisions. A particular area is diversification. A cooperative, even one with organs functioning acceptably, if it continues embracing mono-cropping, sooner rather than later will go broke; if it continues, it will work to dispossess. Promoting diversification, nevertheless, is difficult because of the atrocious structure of international power. Today to speak about agricultural cooperatives is nearly to talk about mono-cropping. So there are “successful” cooperatives that have credit, marketing and technology services just for one crop; the effect of mono-cropping on the peasant economy and the environment have been horrible for decades and centuries. The attached box illustrates the expansion of mono-cropping even through organic agriculture reduced to its dimension as a commodity, and the fact that people of good will from international organizations work against the peasantry while believing that they are “benefitting” them. Visiting and analyzing data leads us to question the origins of our policies and respond to the millennial strategy of peasant resistance: diversification and environmental sustainability. If the organs and the administration of a cooperative focus their tasks on diversification of the farm and agro-industry, their cooperative will democratize a little more, and will include more youth and women in general.
The geographical proximity facilitates organizational functioning, and this, focused on diversification, makes the cooperative be even more rooted, produces new innovative rules and starts the path of being an organization of repossession – of peasant viability with economic and social diversification, and environmental stability.
Mechanism 4: Glocal alliance for the cooperative path
These three mechanisms facilitate changes in the cooperative and in the economy of the member families and their territories, but they will achieve sustainability to the extent that they take on the attitude of a cooperative member. It is not just organizing voluntarily, looking at their territory, making decisions through their organs, it is feeling themselves to be, and being cooperative members. What does this mean?
For centuries indigenous and peasant families have cultivated a mentality of producing to eat. Then in the 1920s in Central America cash crops came in like coffee, sugar cane, cacao, and cattle. In that process they molded a mentality of being a “seller of coffee”, “seller of sugar cane”, or “seller of milk”. Consequently, they reasserted their territory (“country”) in their plot or farm: “My country ends with my agave fence”, they declared, which means that within this area there is a structure and a person in charge, that outside of that is not his world, that his world ends at the fence where the buyers come to buy his products. They do not even sell, they buy off of him. This mentality was intensified by the markets, “I will buy your coffee sun-dried or wet, the rest does not matter”, “I will buy your sugar cane”; likewise national and international aid organizations, allies of associative organizations, with people trained in universities that taught them that only “Inc.” companies produce profits, say to them: “work on the raw materials and the rest will we take care of”, “you are good for harvesting, industry and trade is our thing”.
What is the problem with this mentality? The peasant receives payment for their coffee or milk, that is their world; the other world is that of the patrón, where the profits are; the peasant never is interested in this other world, knowing what their patrón did with his profits; the very fact of asking him was showing ingratitude, insubordination and social suicide – their own people would treat them as someone trying to be his equal. This institutionality has been reproduced in associative organizations and their allies; a member looks for payment for their coffee, sugar cane or milk, they are not interested in knowing whether their organization generated profits or not; in Fair Trade the use of the premium of US$20/qq of coffee is previously defined in social investment, infrastructure… and $5 for the member family to invest in their farm; the premium for organic coffee of US$30 is perceived like this, “premium”, equal to a “roasted cow” that the patrón would provide for them at the end of the harvest, “premium” of a day of fiesta. In other words, the agave fence of the peasant member is “price of NY + premium” (see box); the member family understands that their profits and premiums are not an expression of their rights, but “a favor” (something “extra”, “charity”) of the local or global patrón, that is why they do not ask about it, do not ask for information, nor keep their receipts nor complain over the distribution of profits. Knowing this reality, the patrón (administrator or fair trade coffee buyer) repeats, “with 100 córdobas I keep them happy”, “with pig rinds and booze they leave happy”, “I buy from them at a good price and I give them a premium, whether that gets to the member´s family or not is their issue.”
Complaining over your profits is like being a “beggar with a club”. It is like a woman subjected by her husband, she feels “kept” and without the right to ask him about the “rest of his money”, and it is the mentality of the citizen who pays taxes and instead of complaining that his government reinvest in public works and provide him “good service”, see these works as the result of the goodness of the government (patrón).
The three mechanisms listed need to be complemented by this fourth one, with which we will move beyond this glocal mentality. How? First, building a mentality where the peasant family has awareness about the fact that their actions create value and have unexpected consequences, which is why they can refine their policies and carry out actions of even greater value and impact. This is possible if they observe and reflect on some details; for example, making sure that through the payment for the harvested coffee in that territory positive aggregate effects are generated in the economy of that territory, beyond their “agave fence”; observing the impact of their diversified organic agriculture on their farms as well as on the territory; reflecting on the effect of violating the agreements of their own cooperative, that leads them to lose resources as a cooperative and as a territory. On observing these positive and negative effects, the members can awaken their awareness of being coop members and of moving from their “agave fence” to understand that regardless of their purposes, their actions have a repercussion on the territory. In a parallel fashion, let also global actors awaken and understand that their actions have repercussions on the lives of the peasant people; if they look at a cooperative just as “coffee” or “cacao”, commodities, and believe that by providing a good price and premium they have already contributed to the families, they should ask themselves if they are sure that they have “contributed”; if one person turns into an elite capturing those premiums, are the buyers contributing to the well being of the peasant families?
Second, making relationships between different glocal actors (global and local) be living alliances that are committed to the formation of associativism, complementing the mechanisms mentioned here. This does not mean improving the prices of raw materials. It means that organizations add up all the income (value of sold product +premiums+incentives for quality and other bonuses), subtract their expenses and costs, and from the gross profits they agree to redistribute according to a certain percentage, let us say 50 or 60%. We repeat, it is not a matter of improving the price of the sugar cane or the coffee, it is not distributing the premiums; it is redistributing the gross profits of your organization.* The remaining 50 or 40%, or other percentage, goes to internal funds, social fund, legal reserves, investment fund in the organization…
Third, all the actors, cooperative, associative enterprises, aid agencies, Universities and State Institutions, we all should commit in an ongoing and systematic way to cooperative formation, based on the lessons and challenges of the organizations themselves. On emphasizing profits we are not reducing ourselves to the economic, we understand with Aristotle that quantity is an element of quality; consequently, the members will move from a mentality of “I am a seller of sugar cane” to “I am a seller of granulated sugar”, from “I am a seller of coffee” to “I am a cooperative member exporter of export quality coffee”. This will mean that each member pushes that their organization generates more profits and redistributes them, they will make an effort to be informed, to be trained, to diversify more. With these elements, the formation will help their cooperative and territory, the board and their members, the cooperatives in the north and the south, to maintain strong ties of collaboration and mutual learning.
3. “Muddy” accompaniment from the underworld of the member families
Most cooperatives have been accompanied, be it by the State, Churches, aid agencies or Universities. Standardized accompaniment has meant providing them trainings, legalizing them, buying products from them and /or providing them with donations; it is an accompaniment that does not cross over toward the communities and the underworld of the cooperatives, which is why it ends up legitimizing corruption, or that cooperatives get turned into a means for dispossession. A new type of accompaniment is required so that these four mechanisms emerge, are adapted and make a difference.
Owen and other associative people inspired the emergence of cooperativism in England, Friedrich Wilhelm Raiffeisen accompanied the first cooperative in Germany. A distinctive accompaniment in Central America has been that of the Catholic Church in the years 1960-1970; that accompaniment helped them to reflect on a God living among them, and a Reign of God that began in those very communities – the “treasure” (God) was in the communities themselves. This accompaniment gave rise to dozens of cooperatives and peasant stores based on their own resources; a good part of them still persist after 40 and 50 years. Consistent with this type of accompaniment, even though not from a religious perspective, we describe here an accompaniment that enters into the cooperative underworld in interaction with the 4 described mechanisms.
What are the distinctive characteristics of this accompaniment? The first is that the accompanying people understand that only by entering the underworld of the cooperatives and their territory will they be able to understand the process in which the cooperative finds itself, awaken reflection and help create mechanisms like those worked on here. The fact that we intellectuals might have the “best” assessment is useless if the members are not reflecting on and walking their own cooperative path. For that reason the accompaniers need to pass beyond the control of the “patroncito”, be that the administrator, manager or president, and through the conversation be exposing the struggle between the path of the patrón and that of the cooperative, as well as the complexity of walking their own path.
Second, accompanying is discerning mindsets from the inside. Along with studying the cooperative underworld, where the old path is imposed based on betrayal and subordination, and where people wander between doubt and intuition, the accompaniers discern the mindsets in the cooperatives, and their own mindset as accompaniers. When the cooperative is trapped in acts of corruption, it is moving under the rules of “the clever one takes advantage of what he administers”, and “we always need a patrón”; these rules conceal actions against their own organization; then the members see the accompaniers as “intruders”, unfurl the banner of “autonomy” to keep the accompaniers from “crossing over the threshold” of the territory, and make up lies in the territory that these accompaniers “are taking advantage of the cooperative.” Discerning their mindsets implies “muddying ourselves” in their beliefs and lies, at the risk that this might erode the legitimacy of the accompanier and drive him/her out of the territory. What distinguishes good accompaniment is the persistent act of overcoming our own mentality that it is “enough to train, legalize and help them to export in order to live better”, “taking their pulse” and innovating with member families to the extent that destructive mentalities that prevent learning are dispelled.
Third, accompanying well is allowing member families to take their own steps, provided that we understand that our actions also have repercussions in the lives of the member families. The accompanier risks the fact that the members might perceive him or her also as a “little patrón”, impairing them from walking their own cooperative path. Let us illustrate this with one experience; in a cooperative, after the second mechanism took place, of rootedness, the results in terms of informational transparency, reduction of corruption and a motivating environment because of its economic and social impact in the territory were admirable. So the board members complained to the accompaniers: see attached box.
In the box the leader sees the accompanier as a “little patrón” with the capacity to stop the corruption and impose decentralized administration on the territory of the cooperative. The response of the accompanier to the first complaint is that having intervened as a “firefighter” to “put out the fire” of corruption, even though this act would have saved them financially, it would have constrained them from building their own cooperative path, which is structural and long term. The response to the second complaint reveals an accompaniment that helps to innovate mechanisms to the extent that it studies and learns from the cooperative itself and its underworld. Even now that we have innovated these four mechanisms they would not be recipes for any organization, they are mechanisms that need to be adapted to each situation, and that each cooperative should experience their processes. These two responses illustrate that accompanying is letting member families walk their path, provided that it studies them and provokes reflection.
Finally, in this process we are getting to know ourselves, re-knowing ourselves in our actions, and we are developing a sense of reasoned compassion. Not the “rational being” of homo economicus. On understanding the mentality of a group of members who “always need a patrón that steals from us”, we understand that for more than 100 years this institution has been deeply etched in their grandparents and parents, reproduced now by this group. At the same time we understand that this institution is not characterized by “being peasants”, but that it is the centuries old path of the patrón-fieldhand. This reflective reasoning envisions this reality for us, and awakens “being peasants” in the lives of cooperative member families and our lives, through respecting the collective good, the rules of the collective and mother earth, the horizon for which we produced the four mechanisms.
Accompaniment makes us remember that the change is in alliance between the peasant families and those of us who accompany them, while we walk together. It is not a stationary accompaniment, but along the road. It is a tense alliance, with stumbles and doubts, but embracing each other for the purpose of creating a vehicle for repossession to the benefit of peasant families.
By way of conclusion
We began this text with the following question: How can people who are organizing follow their own path? First we identified how the colonial patrón-fieldhand path intensified by capitalism that only values merchandise (commodities) erodes the cooperative path, and leads people to betray their own path. This teaches us that individual actions respond to certain perspectives (individual or collective), and they in turn come from structures in conflict, communitarian structures and structures of dispossession; and that this cooperative path is connected with community life, also in resistance for centuries. These two paths clash, for example, in “the good of others”: the colonial and capitalist path is nourished by dispossessing “the good of others” (land, financial resources, labor) from the peasantry, while the cooperative path is connected to community structures which precisely originate in repossessing “the good of others”, which in this case is the “collective good”, material assets (financial resources), as well as alliances and collectively decided arrangements. This “good of others” in the cooperative path is then a “social relationship”, as Federici would say.
Lining ourselves up with this cooperative path, we list four innovative mechanisms that, contrary to the saying that “in an open treasure even the most just sins”, make the cooperative into “a treasure with rules and associative governance where even the biggest sinner becomes just.” These four mechanisms are: voluntarily organizing, rooted in specific micro-territories, making the cooperative organs and administration function, and within a glocal alliance framework help the member families to cultivate an awareness of “being a cooperative member”, that their actions generate changes in their lives and the life of their territory, and making the cooperatives expand their profits and redistribute them with informational transparency and as an expression of respecting “the good of others” (common good, collective good, their own good), in contrast to capitalism that is nourished from dispossessing material assets from peasant families. Then we argued that cooperatives need an accompaniment that makes a difference, that crosses over formal and despotic structures and gets into the underworld of the territories, from which they innovate with the member families, like the mechanisms listed here, and accompany them through thick and thin.
Is this text important only for cooperatives and their allies in their social territories? What happens in the cooperatives and their social territories at the micro level is happening in countries at the macro level. Following the cooperative vision is overcoming the “commodity” vision, the colonial patrón-fieldhand path and the belief that “with money you can even make monkeys dance”, and it is creating a society that cooperates, makes rules and follows them, expands their profits and redistributes them, learns and democratizes. Will it happen?
 A case to illustrate this type of accompaniment is that of the Cooperativa La Esperanza de los Campesinas in Panama. See: R. Mendoza, 2017, “A priest, a cooperative and a peasantry that regulates the elites”, in: ENVIO 425. Managua: IHCA-UCA. http://www.envio.org.ni/articulo/5304
 Lucia Linsalata, 2015, “Three general ideas for thinking about the commons. Notes around the visit of Silvia Federici” in Bajo el Volcán, year 15, number 22. Federici talks about the commons in the community, she says “there is no commons if there is no community”. In this article we present the cooperative as an expression of people from a community who decide to organize, and for them “the commons” is within the cooperative, even though in relation to their communities or social territories.
Nicaragua. I’m astonished at the turn of events that has wracked the country I have come to know over the past 13 years. I read about places where I have traveled, remember fondly the warmth of the people I have met, recall the beauty and awe of the land, and then must imagine those same images against a backdrop of grief and gangs, barricades and bullets, hatred and horrors. I am saddened, but only feel a fraction of the despair that my Nica friends must be experiencing. Indeed, I cannot begin to comprehend what Nicas are going through in this time of upheaval.
The context raises the inevitable questions that accompany every instance of political unrest: how could this have happened? Can there be, in fact, any reasonable understanding of what has led to the unraveling of an entire society and system?
They are questions that I have found myself asking about circumstances in the U.S., though understandably in a different context. There are significant differences, but many similarities: a society that is fractured; an overriding unwillingness on both sides of the divide to talk of compromise; massive protests against the government; claims of government abuse of power; calls for the removal of a sitting president; alienation of other nations by virtue of nationalistic postures. The list goes on, and so does my wondering.
In the shadow of the current impasse being experienced in Nicaragua, the Center for Global Education and Experience (CGEE) at Augsburg University is offering a “virtual course” on the crisis there, designed to delve into the competing historical narratives each side uses. The analysis will allow participants to assess the validity of their application today, and deepen an understanding of the perspective of each side. For anyone who loves Nicaragua, who has been enriched by the place and its people, it can be a course of immense clarification and understanding.
But in addition to gaining a better understanding of the crisis in Nicaragua, my own hope is that it might provide me with some insights into the dysfunction which currently grips the U.S. I do not require reminders about how enormously different our respective histories and developments have been; I know them well (as well as some of the intersections between us which figure into the Nica problems significantly). But I have moved within the two cultures significantly enough over recent years to have acquired a perspective which asks whether many of the same factors might have been at work in each.
I’m interested in the CGEE course about current Nicaragua in and of itself, to help me understand what has happened in that beautiful place, and why. But I also have a secondary motive, which is to find some further insights about what has happened in this beautiful place, and why.
The UCA in these days received the news that the budget subsidy that they have received by constitutional mandate – like all universities that belong to the National University Council (CNU)- was drastically cut by 26.74% this year, when the rest of the universities received cuts of between 0.03 to 1.48%. La Prensa interviewed the President of the UCA, who is also part of the National Dialogue, about this incident and the current situation.
One of the most painful chapters of the recent history of Nicaragua was etched with blood and bullets on the principal entry gate of the Central American University (UCA). Stones, broken glass, bullet holes and the impressive padlock that exist there brings to mind the thousands of people fleeing the attack of the Sandinista mobs, who on not being able to reach their prey, discharged their fury against the university that sheltered them.
Since April 18, 2018 the attacks on the UCA have been constant, their students have been jailed or forced into exile, the president is under death threats, the Orteguista Police (OP) stalks those who arrive at the alma mater, and now the National University Council is trying to take away the state subsidy that is due them by law.
The president of the UCA, José Alberto Idiáquez, a Jesuit priest, is convinced that the dictatorship of Daniel Ortega intends to punish the UCA by taking away their state subsidy for promoting critical thinking among the students, because in authoritarian regimes “a thinking person becomes dangerous”, because for them “ignorance is strength”.
How is the reduction of the state subsidy going to impact the university?
All the universities have (a budget reduction) of between 0.23 to 1.4%, and we -26%, that with the devaluation (of the cordoba) we get to 30%, this affects more than two thousand scholarship students that are already in the UCA, and also the new students because on having to fulfill our commitment to those who have to graduate, we cannot with this large a disruption provide scholarships to the new students who have requested them.
Why does the UCA need the 6%?
Last year we had around eight thousand students, and of those, five thousand receive scholarships, but those scholarships are not given for political reasons in this university, they are given for academic reasons. Young people who have good grades, no matter what their color may be, evangelical, Catholic, atheist, from any political party, if they are a good student and keep their grades up, have their scholarship, here there is no political patronage, we have a scholarship commission where the president is the director.
What are you going to do for this academic year?
We are discussing the possibilities, because we also cannot put the young people at risk. This country is a country of uncertainty, and we are experiencing this 24 hours every day, so we have to make that decision as we get closer to it, we cannot put the youth at risk if there is a situation of insecurity, because the parents are not going to send their children either in this context, where in every university you have three or four patrol cars, anti-riot police, I think that is not very helpful.
The new president of the CNU is the president of the UNAN-Managua, Ramona Rodríguez. How is the relationship with the new administration of the CNU?
I do not have any personal situation, even in the Dialogue we would greet one another, I think that this is not a matter of personalizing it, nor do I have anything against the new president of the CNU…we are respectful, but what we will not allow are unjust attitudes, and we cannot allow that students continue to be detained, we have to denounce that, we have ex students of the UCA who are jailed, (Edwin) Carcache is one of those who continues in jail. The people politically abducted cannot continue there, because it is a great injustice and the UCA is committed to the students.
Could it be said that the UCA is paying for defending the students?
I think that there are several factors: a university where people think becomes dangerous, a thinking person becomes dangerous, because (George) Orwell in his famous novel 1984 said that “ignorance is strength”, so in this university people are taught to think, to be critical thinkers and to have contact with the reality. You are not going to study in order to obey orders from someone who is telling you to kill another person… In the Society of Jesus and the Jesuit educational institutions we have to be on the side of the victims, the people who are suffering and who are experiencing injustices, like our students who do not have any reason to be hidden.
They are not promoting this critical thinking in other universities?
I could not talk about the other universities, but I can tell you that here in the UCA it is fundamental…even though I should say that it was a lack of respect on the part of the UNEN to make that petition against the UCA, because they know perfectly well that here there are poor students like them, but that think differently. So, punishing one person because they think is a bad sign. I think – as you are saying – that this is a punishment for having critical thought, and it is not just now, since I have been president they have been telling me “be careful about what you say”, and I believe that there are issues that one should not be quiet about, if they are killing students, murdering peasants and taking them prisoner, that the demand of the service of faith and the promotion of justice obliges you to not stay quiet, because if not, we are going to be accomplices.
Daniel Ortega promised the UNEN to evaluate their petition to take the 6% away from the UCA and include the universities of the Caribbean, how are you preparing yourself?
First of all, I am happy that Mr. Ortega thinks about the Caribbean…but not at the cost of taking money away from another university out of punishment, because they do not think the same as he, that it what it seems to me is not right, but I do congratulate him, if he truly is going to support the universities of the Caribbean.
Have you discussed a scenario without the money from the 6%?
Right now we have to discuss, it because this is a step before [that one], it would seem that since we are not well-thought-of, if the economic situation gets worse, it would not surprise me that they would take away the 6%, I do not discard that possibility.
In June 2018 you received death threats, do they continue?
I have received (messages through) Whatsapp where they insult me, since I have precautionary measures (from the IACHR), I report them. I cannot say that Mr. Ortega and the Ms. Murillo are ordering me to be killed, I cannot say that, but it is clear that at some moments when I go out they are following me. I have also received insults from people who tell me that I am a “coup monger”, that I am a “traitor priest”, and other insults that are not worth mentioning, which are typical of those trying to discredit a person.
Are you in fear for your life?
The truth is that I am calm, if it happens it happens, I believe that as a human being even Jesus himself was afraid when he sweated blood and put things in the hands of his Father…My professors were murdered in El Salvador, I know what I am involved in, and I know the consequences that being a Jesuit and being in favor of justice imply.
Have you thought about leaving the country?
No, I have to stay here, I would only leave with the six million inhabitants, even though I no longer know how many of us are here right now. If it is time for me to go to the cemetery, well some day I will have to go there.
In Nicaragua there is a lot of uncertainty. You were part of the National Dialogue, do you see some way out of the crisis?
You are asking me a very difficult question, when you see that all the signs are of non dialogue, and that rather people who think differently are attacked, the truth is at this moment I do not see in Mr. Ortega and Ms. Murillo the willingness to do that. They will have their own reasons, but nor can I be unrealistic, because the signs are not signs of dialogue, rather of harassment, because they have not stopped raiding houses, capturing people unjustly and a situation of fear.
Could external pressure be the solution?
I hope that good sense comes at the right time and that they realize that there is nothing to gain by leaving the country destroyed, continuing to kill people, all of us have hope that there is a reasonable way out. I as a priest always ask God that we find a way out, I know that all these things are pressures for which the people of Nicaragua pay a cost; so he who has food and is assured is fine, but the poor, who are the majority of this country, are the ones who are paying that cost.
Is it possible that there be a solution that would not imply an armed conflict?
I said when we were starting the dialogue that it would be a disaster that this country would go into a civil war, this would be a big mistake. I think that we Nicaraguans have to peacefully endure, because we have to show that it is not weapons, it is not killing people that problems get solved.
In the film “Spartacus” on the slave rebellion in 71 BC we recognize the strength of a shared vision. After twice defeating the Roman legions, the gladiators/slaves fell before the legion of Marcus Crassus, who says to thousands of survivors: “you were slaves and you will be slaves again, but you can save yourself from crucifixion if you turn Spartacus over to me.” So Spartacus takes a step forward and shouts, “I am Spartacus”. The man by his side also steps forward, “I am Spartacus”. Within a minute all shout that they are Spartacus. Each gladiator/slave choses death. Why? Following Peter Senge (1990, the Fifth Disciplne) they are not expressing loyalty to Sparacus, but to a shared vision of being free in such a profound way that they prefer dying to being slaves again. “A shared vision – says Senge – is not a idea, not even an important idea like freedom. It is a force in the hearts of people.” In this article we lay out some long term visions, show their importance for lasting change, and we take note of the role of organizations related to the peasantry of our millennium.
That vision of being free emerged as a profound human aspiration in the face of the slavery system, a fire that neither the cross nor death were able to extinguish. In the movie the lover of Spartacus comes up to him and reveals to him that his vision will be realized, “Your son will be born free!” 2089 years later that powerful vision continues present in the foundation of our societies.
Another vision, one of democracy, emerged even before in the years of 500 BC. Even though it excluded 75% of the population (slaves, women and foreigners), that vision arose based on assemblies, building institutions under the power (cracia) of the people (demo). 2500 years later, in spite of the fact that the elites flipped that vision to where democracy exists only under the control of a minority, that Greek vision based on assemblies continues moving millions of hearts.
The vision of the reign of God was sketched out by Jesus of Nazareth, son of a peasant woman and a carpenter, in 30 AD. In a hierarchical and despotic patriarchal world, Jesus envisions the possibility of a “kingdom” for those who are looked down upon – who might be like children, destitute and who would build peace, a reign that is small and becomes big like the mustard seed. Since then, that vision of the kingdom, in spite of being androcentric (king-dom), has mobilized millions of people. It is a vision that made Luther in the 1500s challenge the institutional church and translate the Bible into vernacular languages so that people might have access to God without religious intermediaries.
In the XVIII century the encyclopedists (1751-1772), living at a time with a minority of educated people, envisioned “putting up a wall against barbarism.” That vision of making “papers speak” has moved humanity with revolutions and fights against racism and extreme poverty. It is enough to see the movie “The Power of One” filmed in 1992, based on Africa in the 1930s, to recognize the vision of the encyclopedists, that learning to read made a difference. It is also the advice that we heard from our grandmothers in the countryside, “study, a pencil weighs less than a shovel.”
Even though the idea of organization and the construction of the State emerged with capitalism in the XVI century, societies envisioned alternative forms of organization to the control and rule of capitalism and the State. Thus the cooperative emerged in England against the textile industry and in Germany against usury, under the conviction of joining forces in line with the ideas of associativity of Saint-Simon, Fourier, Cabet and Owen. Along these lines the agrarian cooperative movement in the United States from 1870-1910 made explicit the cooperative vision of democratizing the economy (L.Goodwin, 1978, The Populist Movement). This alternative vision, of joining forces –“elbow to elbow we are much more than two”, as Mario Benedetti would say – to democratize the economy continues moving millions of people who are organizing.
Finally the non violent vision of M. Gandhi (1869-1948) in order to achieve the independence of India from the British empire, and improve the well being of both. That pacifist movement saw that “humanity cannot free itself from violence except through non violence”, that “eye for an eye will leave everyone blind” and that “there is no path for peace, peace is the way”. It is a vision in line with Jesus: “you hear that it was said, eye for an eye, and tooth for tooth. But I tell you, do not resist the one who is evil; before, to anyone who would hit you on the right cheek, turn to him also the other (Mt 5:38-39). The methods of Gandhi, in accordance with that vision, were the use of hunger strikes, the “salt march” (salt satia graha) that affected the principal source of taxes for England, and being coherent in his actions and ideas (he made his own clothes and was a vegetarian), methods introduced in accordance with the realities and experiences that thehy promoted. That movement inspired Martin Luther King in the United States in the 1960s in his vision of a society where people were treated equally, regardless of their race and color. And Domitila Barrios of Bolivia walked the same route in 1978 with a vision of a country without fear overthrowing the dictatorship of Banzer peacefully, in the words of Eduard Galeano:
I was seated in the principal plaza with 4 other women and a poster that said: “We come from the mines, we are on a hunger strike until the military dictatorship falls.” People made fun of them as they went by. “So just like that 5 women are going to overthrow a military dictatorship! Hahaha, what a great joke!” And the women, unmoved, in solemn silence…After the 5 women they were 50, then 500, then 5,000, then 50,000 and then half a million Bolivians that came together and overthrew the military dictatorship. Why? Because those women were not wrong, fear was what was mistaken.
All these shared visions connect hearts by common aspirations. Yuval Noah Harari (2011, Sapiens: A brief History of humankind) tells that in human evolution homo sapiens differentiated themselves from other species like chimpanzees by their ability to invent myths capable of mobilizing millions of people to cooperate. Visions belong to that genre, they are real, palpable and move incredible forces born from human hearts.
Peasant and indigenous visions
In our days we hear visions that, like those quoted, are mobilizing a good part of humanity. Scrutinizing them, we understand that they are both new and connected to millennial flames. Let us start with the oldest. Our ancestors that lived close to 2 million years ago as hunters and gatherers envisioned human survival based on agriculture, which led them to domesticate plants and animals between 9500 and 3500 BC. Since those years in our DNA is that tense vision of humans subjugating nature or plants like soy beans, wheat, sugar cane and sunflowers multiplying at the cost of “domesticating” humans (Yuval Noah Harari).
Following that vein, the vision of peasant families has been to have land. In the 1970s in Honduras (Azomada, Lempira), the peasants saw idle land taken away from their ancestors and recognizing that fire that came from their grandparents to “recover a piece of land to produce on it”, took those lands as thousands of peasants have done on the face of the earth under the anti-large estate idea that “the land Is for those who work it with their hands” of Emiliano Zapata in 1911. In 1985 when the war was raging in Nicaragua, the State moved 74 indigenous families from Cusmapa and San Lucas to Samarcanda (San Juan del Rio Coco), organized them into cooperatives to confront the Nicaraguan Resistance, as had happened in so many places in the country; one of the leaders, Claudio Hernández recalls, “to get land with coffee we risked our lives, and we accepted being treated as fieldhands and soldiers”; the paradox was that many of those involved in the Nicaraguan Resistance also were fighting for land.
In the 1980s Ricardo Falla S.J. put that vision into words: “a peasant without land is like a being without a soul.” In 1993 I went to La Primavera in Ixcan, Guatemala where hundreds of families that returned from Mexico with the signing of the peace agreements were working the land collectively; at one dinner that a woman shared with me, she whispered: “help us, my husband was killed by the military, I want a piece of land to leave to my children, that his death not be in vain!”; it was a vision shared by families of Mesoamerica and beyond.
Being a farmer is more than having land, as in 9500 BC. In Nicaragua Marchetti and Maldidier (1996, El campesino-Finquero y el Potencial Económico del Campesinado Nicaraguense) detected that peasant vision: “I dream of that day in which my friends visit me and say, what a beautiful farm you have!” The land would not just be a plot with annual crops on it, but a diversified farm with permanent crops – because “tree have value”, said Tupac Barahona and Marcelo Rodríguez with the peasantry of Masaya (Nicaragua) and nourish biodiversity, as Abraham Cruz observed in Peñas Blancas (El Cuá, Nicaragua); “the birds of the forest come to eat on the farms.” In Honduras, Carlos Cantoral from Terreritos (Nueva Frontera) in the 2000s, sketched out what food sovereignty and peasant autonomy is, echoing our ancestors thousands of years ago:”being a peasant is producing what my family eats, without depending on anyone” – without a debt with the usurer, without giving in to the intermediary, and without lowering your head in the presence of the politician and religious leader. And again in Honduras Porfirio Hernández de Trascerros (Nueva Frontera) in 2018 describes those who lose that vision: “even having cattle they walk around money in hand looking for their corn grinder,” unfortunate is that family that does not first ensure their food. These are the families that resist being a clone of monocropping, families that grow their corn and produce their food on more and more diversified farms, which gives them the freedom to generate their own thinking and experiments, and a basis for cultivating their autonomy and resisting proletarization – and much more if it is organic agriculture.
Being a farmer and processing what is produced to ensure food “in green and mature times” has been a vision for thousands of years. Humanity learned to dry meat under the sun in its era of hunting and gathering, and in the years of 3000 BC made bread, and the Incas stored potatoes as starch, exposing potatoes to the sun during the day and to the cold at night. In this vein we find the peasantry of the XVII and XVIII centuries envisioning agro industrializing raw material in their communities. That vision, in spite of being squashed by capitalist industry and later by the socialism of Preobrazhensky and Stalin, persisted within Europe itself. That is why there are around 1100 flavors (brands) of beer in Belgium today, or vineyards and wine in Trentino, Italy. And it persists in Latin America. In Honduras in 2008 (Laguna de La Capa, Yoro), in the face of the “vocation” of the agricultural frontier to receive a peasantry whose grandchildren migrated with sugar cane and sugar mills defeated by the slavish rule that “only the rich make sugar”, the COMAL Network and peasant families started to process granulated sugar in the community itself. Cirilo George from the APROCATY Associative Enterprise put that fire into words, “we will not go back”, referring to the fact that individually they fell with their sugar cane into that destiny and that slavish rule, but organizing themselves, they made that vision of agro-industrialization palpable, as the Manduvirá Cooperative of Paraguay has done. In 2015 Raul Cruz from the Forest Rangers Cooperative (El Cuá, Nicaragua), after years of growing coffee, visiting two roasters, had a vision: “I imagined myself selling roasted, ground coffee”; what he imagined kept him from sleeping and he began to make his roasters from barrels in order to today sell roasted, ground coffee in 1 lb packages. Visions that move human will and show a path for creating living communities.
Having land, being a farmer, processing food…and selling! What a chain of visions! Even though the peasantry sees itself at odds with commerce, their aspirations include commercializing in order to cooperate. Within this perspective, in Honduras (Encinos, Intibucá) in the midst of intimidating polices under the Alliance for Progress of the 1960s and 1970s, women and men who would walk for days through mud to buy what they were not producing, envisioned “bringing in a store managed by us the Lenca peasant ourselves, right here.” That community, like the members of the La Unión Store in Taulabé, Honduras. Maquita Cosunchej of Ecuador, or the Hope of the Peasants Cooperative in Panama, overcame the old rule that “peasants and indigenous are no good at selling, only at planting.” Maybe individually it is difficult for a peasant family to sell, they say that it is a “betrayal of a promise” (buying oneself in order to sell your own product later), but organized is another story, because “the market is really relationships of people coming together, getting to know one another and trusting one another”– Peter Druckers would say to Peter Schwartz (1996, The Art of the Long View). In the 1990s again in Honduras a dozen leaders of several organizations, among them Auristela Argueta, saw a vision that continues to light up deep Mesoamerica: “we now have land, we are producing our food and something more, a market for selling and exchanging our products.” That aspiration that markets can connect organized people to one another, was the seed that gave rise to the Comal Network of Honduras.
What is distinctive about these visions and the imperative to see them
These visions, far from the current ones that businesses tend to express to generate capital or the blueprint of organizations of “being a leader” to find donations and “to put a patch on the problem” (formulate visions as a formality), move human determination through time and are like flames that do not go out, in search of a greater good. What distinguishes them? They are born out of crises, when that which should die, does not, and what should sprout, does not, as A. Einstein used to say: “creativity is born from anguish as day from night.” Adversity is overcome by “swimming against the current” and connecting oneself with centennial and millennial human aspirations that, like tectonic plates, shake even the most solid land, like that outrageous belief that a divine being or the market writes human destiny. They are understood by people discontent with the status quo, geniuses who question their worlds, see other possible realities, expand their mental horizons and really believe in their capacity to create the future because they experience it daily. As Blanca Rios advised her sons Juan, Victorino and Noel Adams, members of the Bosawas Cooperative in El Cuá, Nicaragua, “never feel you are on a horse, even if you are in the stirrups, because many people on a horse can end up on foot.” They are shared visions that emerge from personal visions, and not from adhering to visions prepared by managers or consultants; they derive their energy and commitment precisely from the fact that they come from personal visions.
These shared visions reorder life. If your vision is that your family eats what you produce, that makes you reorder your farm, the work of your family and your relationships with your neighbors, and if that vision is shared by other people of an organization, this reorients the organization toward that vision. They are concrete visions, here and now, visions that make them encounter the stranger and discover themselves. They are visions that cause changes day to day, brick to brick, seed after seed, the drop of water that cracks the stone.
In the face of these visions of future frameworks that we want to create, the challenge for peasant and indigenous organizations is to encourage their members to express their visions, understand them, and embody them in agreements and new rules to support the peasantry, the basis for food and assurance of environmental sustainability for humanity. For that purpose, the more an organization opens itself to learning, the more it tunes its ear to hear the visions, the more it takes out a pencil to take notes and ruminate on them, the more it reinvents itself, breaking rules like “the older one gets, the less one changes”, “the more one studies, the more one forgets about where they came from”, and “the more power one gets, the more farther they get from the people”. A peasantry that organizes itself and awakens to the fact that they can create their future, is more connected to the vision of Jesus, feels more the vision of the gladiators/slaves, seeks to have more democratic assemblies, aspires more the path of non-violence, makes agriculture an art, and weaves more of their own thinking, seed after seed- like constantly falling drops of water that eventually make a hole even in stone. Shared visions, in the midst of the tensions and adversities of all times, move human mountains and help us to be generators of long term change that started just yesterday.
The height of injustice is to be deemed just when you are not. Plato
Even an honest man sins in the face of an open treasure. Saying.
The VII song of the Odyessy tells how the goddess Circe warned Ulysses that the sailors of those waters were so enchanted by the song of the sirens that they went mad, and lost control of their ships. To not succumb to that enchantment, Ulysses asked that he be tied to the mast of the ship, and that the oarsmen have wax put in their ears, and ordered that if he, because of the spell of their song, would ask that they free him, instead they should tighten the knots. So it was that Ulysses and his oarsmen were saved, and the sirens, failing in their objective, threw themselves off the cliff.
Facing unfair commercial relations, Fair Trade (FT) emerged as an alternative so that people who organized might improve their lives and be a space of solidarity among different actors beyond their countries´ borders. Nevertheless, in our case study in Nicaragua and Central America, we show that the institutional structure of power relationships under the market control of elites is like the sirens in the myth, capable of seducing the FT network, turning it against its own principles, and turning solidarity into just a bunch of words, numbers and papers. How can FT tie itself up so as to not succumb to the song of the sirens, and in this way, grow, enhancing its FT alternative principles? To respond to this question we take as a given that there are exceptional cooperatives, organizations, and people who confirm the importance of organizing and cultivating global solidarity, and that there are successful cooperatives, in countries in the south as well as in the north, in FT as well as outside of it. Nevertheless, in this article we study certain practices of the FT framework that seem to indicate its involution, and on that basis we suggest its reinvention. To do so we focus on coffee, which constitutes 70% of the volume of what is sold through FT.
The following reflection was written during my recent week in Nicaragua. I had the unusual experience of writing it on paper, with a pencil, no less. It was composed in nearly “real time,” as if for a journal, and only minutes after the experience occurred. Maybe that’s partly how it came to be such a personal, emotional record. (And for the record, writing with paper and pencil still works.)
The time is 8:35. We are overnighting in the municipality of El Cua, in the department of Jinotega. The mountains of Peñas Blancas are just behind us; indeed, the road from the mountains to El Cua features some of the most beautiful kms anywhere on earth. The vistas around each corner are filled with valleys and peaks that truly steal the breath away. Hotel El Chepita is arguably one of the more modern accommodation in the town, though in order to flush the toilet in my bathroom, I am required to lift up on the back of the toilet until the stopper, which is somehow attached to the tank lid, is pulled up and the flush can commence.
We are a little late getting in. We arrive to an empty registration desk and even the desk bell fails to summon anyone to receive us. Mark calls the phone number for the hotel and we can hear the distant ringing of a phone, but it has no more effect than the bell. A guest from the lobby, impatiently waiting to retrieve her room key, comes to the desk and bangs on that desk bell with a fury. But the assault proves to be no more effective than the other summons, so we simply wait and discuss other lodging options.
After maybe 15 minutes, a young woman comes running to the desk with profuse apologies and a promise to get us registered immediately. She defends herself by explaining that she is the only person working at the hotel in that moment and she is having understandable difficulty covering all bases. As she records our identities, she does inquire whether it would be acceptable if one of the rooms has no TV. Since I still do not speak Spanish with any skill even approaching “just getting by,” a TV is of no import to me so the registration continues.
The room, not unexpectedly, is sparse in its appointments. There is no chair. No table. No clothing hooks adorn the walls, the bathroom has no counters, my room looks directly across the narrow street to a discotheque (yes, even in this era) and the music there is only drowned out by the persistent roar of motorcycle and truck engines racing down our street. I can shut my slat-style windows, but I need the air in my air-conditioner-free room. Besides, two of the glass louvers are missing from my windows, so the effectiveness in shutting out noise is highly suspect. But the barking dogs in the property next to ours do take a break every half-hour or so to rest their voices.
My room is dark and hot. (Oh-oh, there go the dogs again.) I keep the single overhead light turned off, to reduce the heat and the depressing feeling that overhead lights always convey to me. The overhead fan tries hard to keep up with the heat in this upstairs room, but the blades cannot turn fast enough to generate any meaningful cooling. All I can do is to lie on my bed in the dark and read by the light of my Kindle. I keep the bathroom light on, though, because the 8 o’clock hour is too early to fall asleep for the night, even in weary Nicaragua.
Staring across the room into that dimly-lit WC gives me pause to wonder to myself how I possibly came to be in a place like this on a Tuesday in March. It is certainly unlike any place I ever experience in the course of my “normal” life.
And that is precisely the point. The sounds, the smells, the conditions reveal the life of rural Nicaragua in ways that words or even photographs cannot. At this moment, I would not choose to be in any other place but this. In a single, isolated moment I am confronted with gratitude for the good fortune of my life, the shame of my self-centeredness, a humility at my recognition of being the most fortunate of men, an anger that I have not shown the strength and wisdom to have accomplished more, a thankfulness for the men and women here who have taught me even as I posed as the teacher, and gratefulness at being permitted to be among people who are at war with the injustice of their poverty. Ironically, this place and time represents privilege: my privilege at the opportunity to become a part of their lives, if only for a short time.
To be sure, this evening I miss my wife and the comforts of our Iowa home, as I always do when I travel. But I am filled up tonight in ways that I could not at home. In this moment, it turns out that the most important grant during this trip is the one made to me….
You have to look at coffee like the fingers on a hand; the first year we plant, the second year the coffee develops, The third year we harvest, the fourth we harvest more and the fifth year the coffee begins to decline R. Mairena, President
The cooperative works for me: it sells my coffee at a better price, it gives me credit. And it guides me in growing coffee. M.D. Gómez, Member
Plato in his book “The Republic” tells the story of the cave. A group of prisoners remained chained in a cave since their birth. They cannot turn their heads, they can only see the wall in the back. Behind them is a corridor and a bonfire. Men are passing through the corridor with different objects which project shadows on the wall because of the light. The prisoners believe that the shadows of the objects are real. One day one of the prisoners is freed and seeing the light from the fire, the people, trees, lakes and the sun, realizes the origin of the shadows and that they are only shadows. He returns to the cave to free his fellow prisoners, who on hearing that the shadows were only shadows, do not believe him, make fun of him and treat him as if he were crazy. This allegory reveals the strength of mindsets (tacit beliefs that rule the lives of people).
What is this kind of mindset in a cooperative? How can a cooperative free itself and build its own way? We explain this mindset, study it seeking to change it: we do it from the experience of the Solidaridad Cooperative in Nicaragua.
1. Mental frameworks and their origins
“The large estate provides, and the farm is a drain”, “we always need a patron”, “the patron knows and decides, the rest obey”, “only one crop, more inputs, more production”, “the dumber the fieldhand, the more hardworking they are”, “ the cheaper you pay the fieldhand, and the cheaper the land is, the more money can be made”. These beliefs sustain a hierarchical and discriminating framework, internalized by a good part of our society.
This mentality was refined over centuries all over. By 1880 Matagalpa had an indigenous population with more than 200,000 mzas of mountainous land, most of it was expropriated by the State for coffee; the mindset was in line with the myth of mestizo Nicaragua (J. Gould): “coffee, a civilized crop, indigenous an obstacle for civilization.” Thus between 1889 and 1895 there were more than 200 foreigners in Matagalpa. In time, in the zone of Arenal, Thomas, Manning, Crespi, Harrison and Vita formed large estates. Vita founded the Aranjuez estate (hacienda), later bought by Potter, then by De Savigny, later on turned into the first mountain hotel and later Somoza turned it into a Sanatarium for people with tuberculosis. From the start of the XX century up to now, temporarily interrupted by the war in the 1980s, the following haciendas were formed: El Quetzal, Marsellesa, Monimbo, La Aurora, El Paraíso, El Paraisito, Los Helechos, Santa Ana, La Esperanza and La Minita. The Solidaridad cooperative is in Aranjuez and El Arenal, has an indigenous past and is now surrounded by haciendas.
The hacienda system was imposed with State backing. Racism and dispossession mechanisms went hand in hand, which is the origin of that mentality that persists even in our times. In the 1990s a hacienda closed the road on 62 members of the Carlos Rodríguez cooperative, forcing them to sell their lands at the price that the hacienda had set. Currently the El Quetzal hacienda closes the road after 6pm, thus leaving the communities “closed in”, communities where its own workers live, as well as some families who are members of the cooperative. After 2010 several haciendas of the area have been facing a drop in the production of their coffee, the soils are exhausted, the exploited environment no longer produces: more inputs, more dead soil, the more coffee is exposed to full sunlight, the more the soil is washed away with the rainfall.
The very act of explaining the origin of that mentality awakens people. The hacienda has built itself by taking. More inputs and mono-cropping has led to greater soil deterioration. Closing roads no longer leads to cheaper land, nor does it force the hand of producer families. The “stupid” fieldhand, leaving the hacienda, has become a farmer.
2. A check on the hacienda: the cooperative
The 63 members of the cooperative have more than 300 mzs of land and produce about 7,000 qq of export coffee. The cooperative collects and exports 60% of the coffee of its members, 30% of that as quality coffee. 20 years ago most of these 63 members were fieldhands – some of them foremen – of the haciendas, they were families with little or no land, some of them producing some flowers and vegetables. Of the 63, some 25 members produce between 30-100qq export coffee per manzana, producing more than some haciendas. A small producer of Aranjuez, who is not a member of the cooperative, with 5 mzs of coffee, won the 2017 Cup of Excellence Award with 91.16 points. That is quality coffee! Diversified coffee farms with bananas and citrus, and not mono-cropping haciendas, produce quality coffee, not just standard coffee. All of this makes the land increase in value, puts a check on the hacienda, and in addition the hacienda sees its earnings decreasing.
It is easy to find examples to illustrate these results. There is a member who is a single mother who lives off her 2 mzs of coffee and bananas, that produces enough for her to support her mother and married daughters. Another member of the cooperative was able to intensify his coffee with bananas and citrus through the cooperative, and left his job as a fieldhand of the hacienda. There is a foreman who became a member of the cooperative and ended up being president of the cooperative.
What has generated this change? Well, the cooperative! Its strategy? First, it understood the importance of regularity in the application of inputs (urea and leaf sprayed fertilizer) that coffee needs in order to produce more, which is why the cooperative provides in-kind credit so that, under technical supervision, each member family applies it and pays for it with that same coffee, for which the cooperative finds markets. Secondly, they got past the biannual nature of coffee (one good year of production and the next year low production), pruning 25% of the coffee each year, and systematically renovating their old coffee plants. Third, the member families are concentrated in a microterritory and receive credit services, technical assistance and collect the harvest right there, which reduces their transaction costs and facilitates a close relationship between members-leaders and members-administration. Fourth, strong leadership pushing the cooperative in new challenges in a calm, gradual way; “directed credit”, “piloting direct exporting with a small amount”, and “getting into milling with low volume”; they do it as they establish relationships with the social banking sector, coffee buyers and chemical input companies.
Seen from the results, organized small scale production provides more and better farms, good for the people and good for the environment. Nevertheless, seen from the processes, following a different path from that of the hacienda, the response is two pronged: increasing family ownership over their production, but not over their organization. On the one hand, the discipline of applying inputs every 30-35 days on their coffee, and selectively pruning 25% of the plants has become a custom, and thereby a tacit law; as well as turning their coffee in to the cooperative, paying their loans and waiting for a better price. On the other hand, the mindset planted by the hacienda persists: “more inputs, more production”, “without the president we would fall”, “information is not up to date and does not get to the members”, “decisions about credit and who can have a better price for their coffee are not made in the organs of the cooperative”, “a buyer even chooses 10 members to buy their coffee”, “we members rely on the president, we only come in to get our loans and our payments”, “the members who do not increase their production will not increase it no matter what we give them”, “if we apply the rules of the cooperative we would be left without members”, “let the member with the most volume of coffee set the price”. A good part of the cooperative and some of its allies breathe in this mindset.
The benefits of the cooperative for the member families and the environment, for Aranjuez and el Arenal are visible, but their durability depends on changes in their mentality. As Saint-Exupéry said in his novel The Little Prince, what is most important is what is invisible. Taking your own path involves getting off the path of the hacienda.
3. Transformation of mental models
In addition to increasing production, the cooperative proposes increasing coffee quality, diversified farms with environmental sustainability, stronger relationships with the social banks and buyers, members who study their farms, and good relations between members, leaders and workers. And they are on that path. One member who studies and experiments: “I make a selective leaf spray, because I am watching over my plants, I recognize the coffee bore or rust, I observe it daily, if it progresses, I spray it, if it does not progress, I enclose it”; “I spray the entire coffee field, for prevention”; “ before putting a chemical on it I test it a little”, “what I learned when I had organic coffee I continue applying, I spend less and it goes further”, “I have coffee trees for repopulating and to sell”. The member/leader, the one that asks questions, accepts positions of responsibility and exercises them, complies with the rules of the cooperative and the decisions of its respective bodies, is still a subject under construction. Relationships with the workers, encouraged by a coffee buying organization, are making progress: “Coffee with a union aroma” (https://www.youtube.com/watch?v=_SD3QBJ7r_U&feature=share)
For that the cooperative is refining its strategy. First, it is strengthening the observation and study that led them to determine the regularity in the application of inputs, this time to get beyond the belief of “more inputs, more production” to “more observation and management, more quality production”, including mixtures of coffee in micro-lots. Second, it is keeping its decision to have an office and services in the same territory, trying to get their sons and daughters to participate in the life of the cooperative – as members and personnel-staff. Third, it is making the policies and rules of the cooperative be applied, that decisions come from the organs of the cooperative, that members, board and administrative staff be subject to those agreements, and that the international allies respect and strengthen that institutionality. Fourth, the distribution of earnings based on updated information be posted on the wall- information on loans, financial statement, balance statement, volume of coffee collected, services of processing and exporting – so that the member families might come in to be informed, because informing is forming.
The Solidarity cooperative has taken a giant step: it stopped the hacienda. But even though it is at a standstill; it is still intact; the member families, even though are progressing in production and organization, are dividing up their land through inheritances, and their cooperative instrument continues being a challenge. The myth of the cave could change in the cooperative framework if the 4 elements of the strategy – observation, territory, institutionality and transparency – are carried out as the origin of its “light”, that would let them dismantle the mindset of the hacienda (“shadows”) and discern a new path. Their challenge is also the challenge of the entire world.
 René has a PhD in development studies, is an associate researcher of the IOB-University of Antwerp (Belgium), collaborator of the Winds of Peace Foundation (http://peacewinds.org/research/) and member of the COSERPROSS RL cooperative. email@example.com Edgar is also a collaborator of the Winds of Peace Foundation.
 We talked with the member families, their leaders and staff and we facilitated workshops in Aranjuez. This article is the result of that collective learning with the member families that observed their farms and reflected on their cooperative. We are grateful to J. Koldegaard for his comments on the draft of this article.