EXCERPTS FROM BRIAN GLICK BOOK "WAR AT HOME"
GUIDELINES FOR COPING WITH INFILTRATION:
l. Establish a process through which anyone who suspects an informer (or other form of covert intervention) can express his or her fears without scaring others. Experienced people assigned this responsibility can do a great deal to help a group maintain its morale and focus while, at the same time, centrally consolidating information and deciding how to use it. This plan works best when accompanied by group discussion of the danger of paranoia, so that everyone understands and follows the established procedure.
2. To reduce vulnerability to paranoia and "snitch jackets", and to minimize diversion from your main work, it generally is best if you do not attempt to expose a suspected agent or informer unless you are certain of their role. (For instance, they surface to make an arrest, testify as a government witness or in some other way admit their identity). Under most circumstances, an attempted exposure will do more harm than the infiltrator's continued presence. This is especially true if you can discreetly limit the suspect's access to funds, financial records, mailing lists, discussions of possible law violations, meetings that plan criminal defense strategy, and similar opportunities.
3. Deal openly and directly with the form and content of what anyone says and does, whether the person is a suspected agent, has emotional problems, or is simply a sincere, but naive or confused person new to the work.
4. Once an agent or informer has been definitely identified, alert other groups and communities by means of photographs, a description of their methods of operation, etc. In the 60s, some agents managed even after their exposure in one community to move on and repeat their performance in a number of others.
5. Be careful to avoid pushing a new or hesitant member to take risks beyond what that person is ready to handle, particularly in situations which could result in arrest and prosecution. People in this position have proved vulnerable to recruitment as informers.
If you can only gather circumstantial evidence, but are concerned that the person is disrupting the group:
Hold a strategy session with key leadership as to how to handle the troublesome person.
Confront the troublemaker, and lay out why the person is disrupting the organization. Set guidelines for further involvement and carefully monitor the person's activities. If the problems continue, consider asking the person to leave the organization.
If sufficient evidence is then gathered which indicates s/he is an infiltrator, confront the person with the information in front of witnesses and carefully watch reactions.
These excerpts are quite helpful, however I still recommend getting the entire book used from Amazon and Half.com and also keep an eye out for the reprint that Glick has said for years now he's negotiating. I wish he felt as passionate as many of us about getting this info directly into the hands of the most people possible, quickest; with or without financial considerations.
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