Many who organize to pursue feminist causes employ feminist process (e.g., voluntarism, shared leadership, consensus decision making) sa a means of empowering organizational participants. We describe one such effort, the Seneca "Women's Encampment for a Future of Peace and Justice," using Encampment documents, survey evidence and participant-observation. Our analysis reveals that voluntarism (especially in combination with shared leadership and open, fluctuating participation) created a "free-rider problem" where the burden of organizational maintenance was unequally shared: "free riders" did less maintenance work but still enjoyed organizational benefits; "suckers" did more of this work, compensating for the free riders and experiencing burnout and resentment. We conclude that the cultural feminist tendencies of the radical Encampment organizers worsened the free-rider problem; organizers assumed that women would not free ride because women are "naturally" cooperative. Indeed, glorification of "women's caring" encouraged women to play the sucker role. We argue that an effective response to free riders requires rejecting the view of "caring" as attending first to others' needs and redefining it in terms of empowerment-requiring, and assisting, others to empower themselves. At the community level, an effective response requires making and enforcing judgments about which differences to suppress in support of a feminist, egalitarian community.