The authors of this volume ask how discontented, but compliant, publics can mobilize to demand political change. It is not obvious. Organized collective action to challenge the status quo, as opposed to the occasional outburst of resentment, does not "just happen." Nor does it occur as an automatic response to the availability of tools described elsewhere in this book-citizen report cards, public expenditure tracking, participatory budgeting, social audits, right-to-information acts, and so on. Nor does it arise as a result of a provi dential convergence of resources and opportunities, as often described by social movement theorists.Organized collectiveaction challenging the status quo-a social movementrequires leadership that goes far beyond a stereotypical charismatic public persona with whom it is often identified. Unable to rely on established bureau cratic structures for coordination, evaluation, and action, such action depends on voluntary participation, shared commitments, and ongoing motivation. Movements must mobilize under risky conditions not only because wellresourced oppositions often resist their efforts,but also because the undertaking itself is fraught with uncertainty about how-and whether-it can happen in the first place. The capacity of a social movement for effectiveaction depends largely on the depth, breadth, and quality of leadership able to turn opportu nity to purpose.Mobilizing others to achieve purpose under conditions of uncertaintywhat leaders do-challenges the hands, the head, and the heart. As shown in figure 18.1,the challengeof the "hands" is one of action, of learning, of adapt ing, and of mastering novelskills. The challengeof the head is one of strategy,
