greenpeace beleidsbeinvloeding 2013

Change through confrontation

Greenpeace & beleidsbeïnvloeding

Joeri Thijs08/06/2013

Mission statement

Greenpeace is an independent, global campaigning organisation that acts to changeattitudes and behaviour, to protect andconserve the environment and to promote peace.

Core values

Independence

Non-violence

Confrontation

Solutions

HistoryGreenpeace was born in 1971 in Vancouver, Canada out of opposition to nuclear weapons testing.

Grown from a small group of concerned citizens to…

Global Greenpeace organisation

27 National Regional Offices

Activities in 41 countries

2.8 million supporters

1,500 employees worldwide

Thousands of global

volunteers

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Greenpeace = campagne-organisatieGreenpeace = campagne-organisatie

Enkele basisprincipes

Case I: Beïnvloeding van/via bedrijven – Nestle, Mattel

Case II: Beïnvloeding beleid – Brusselse ring

Lobby-tips

BURGER/CONSUMENT

BELEID BEDRIJVEN

LOBBY

ACTIE

SE

NS

SENS

ACTIE

RESEARCH - ONDERZOEK

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Greenpeace = campagne-organisatie

Enkele basisprincipesEnkele basisprincipes

Case I: Beïnvloeding van/via bedrijven – Nestle, Mattel

Case II: Beïnvloeding beleid – Brusselse ring

Lobby-tips

Power -analyse

Critical pathway

Motivational strategy

An example : Suzie's campaignImagine Suzie, 8 years old, on a very very hotSunday afternoon. Mum and Dad are sitting in theliving room, reading, and Suzie's in the garden. It's so hot, Suzie decides to do something :

• What is Suzie's objective ?• Who can give her what she wants ?• Who can she influence ?

• What is the motivational message ?• What are Suzie tactics ?

Suzie’s campaign

The Problem

WHAT DO I WANT?

Who can make the change?SUZIE’S POWER ANALYSIS

Analysis• Who can give me what I want?

Analysis • Who can I influence?

Analysis• Who can I influence?

What will make him change? Strategy (Critical pathway)

SUZIE’S MOTIVATIONAL (communicating) STRATEGY

You are a bad papa to

neglect your daughter

What do I do to motivate him?Tactics (Motivational strategy)

Win

1 Players• Who might be involved ?• What is their power regarding the issue ?

Power Analysis : the 3P'sPlayers – Power – Processes

• Key actors map

Influ

ence

Position

- +

Power Analysis : the 3P'sPlayers – Power – Processes

2 Power• Who holds power (over whom and

what) ?• Where does power flow to/from ?• Why would this change ?

Power Analysis : the 3P'sPlayers – Power – Processes3 Processes• Identify decision points • Look at trends, external events and

anticipate these, make the best use of them when they happen

• Who can be our allies?

• Who will be against the change?

• Who will ‘normally’ be neutral?

• Who influences these players?

• Who can Greenpeace influence?

Critical pathway

Critical pathway

• Describes a series of ‘influence steps’ that will achieve your goal

• Identifies which players need to be moved, kept where they are or ignored

• Spells out who will influence other players to move, how they will do this and what the outcome will be

• Start at the end and work backwards

Sometimes you need to...

• remove or weaken the influence of a player (eg by discrediting them 'name&shame')

• make sure neutral players stay neutral (and don't start working against you)

• segment players or exploit internal divisions• introduce new players in order to shift the

balance of power (eg leverage points)

Critical pathway

Communications• Campaigns are needed because there is an urgent

problem which has to be made public in order to be resolved.

• Non-urgent problems may require education or information but they are unlikely to justify campaigns.

• Campaigns are communication exercises. Effective motivation needs simplicity in message and purpose.

• Communicate only one thing at a time. Use a simple unambiguous 'call to action' which requires no explanation.

KISSYou all remember SWOT and SMARTinitials, but do you know what KISS standsfor ?

Start where your audience is, know you audience, tailor you message, KISS

Keep It Simple, Stupid !

Strategy without tactics is the slowest road to victory.

Tactics without strategy is the noise before defeat.

Sun Tsu

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case I: Beïnvloeding van/via bedrijven – Nestle, MattelCase I: Beïnvloeding van/via bedrijven – Nestle, Mattel

Case II: Beïnvloeding beleid – Brusselse ring

Lobby-tips

ProblemDeforestation & peatland conversion in Indonesian rainforests for pulp & paperTarget: APP: Asia Pulp & Paper Group

ObjectivesContract cancellations by clients of APP

APP engages in negotiations with Greenpeace on peat clearance and moratorium on forest conversion as a result of contract cancellations

Main strategies

Investigate

Global, step-by-step public pressure on APP-clients with visible brands, like Mattel (Barbie)

ResultsContract cancellations by Mattel, Lego & Hasbro & Disney + zero deforestation policies.In an agreement with Greenpeace, APP announced a new Forest Conservation Policy that “puts an immediate end to all natural forest clearing in Indonesia”. Greenpeace: “We commend APP for making this

commitment to end deforestation, but it’s what happens in the forest that counts and we will be monitoring progress closely”.

Approach to companies

1. Commit – brand commitment, statement in corporate policy

2. Practice – supplier practice, act on supply chain

3. Advocate wider change – lobby for legislation or business agreements (level playing field)

Basic rules• Investigation

• No one-shots

• No permanent friends, nor enemies

• Creative & sustained confrontation• Solution-oriented

• Clear demands

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case I: Beïnvloeding van/via bedrijven – Nestle, Mattel

Case II: Beïnvloeding beleid – Brusselse ringCase II: Beïnvloeding beleid – Brusselse ring

Lobby-tips

Brusselse ring

Probleem

Gemiddelde steenkoolcentrale: 3,7 milj ton CO2/jaar

Verkeer Ring: 0,47 milj ton CO2/jaar

Verkeer uitgebreide Ring: 0,62 milj ton CO2/jaar

Totaal wegverkeer België: 25,7 milj ton CO2eq/jaar

Jaarlijks: + 150.000 ton CO2/jaar

Lancering plannen : 2008

2009

2009

2010

2011

2013

Successen?

• Publiek debat = hogere druk op dossier• Alternatieven mee in onderzoek genomen• Kosten-baten analyse onderdeel van procedure• Twee publieke hoorzittingen in VL Parlement• Lokale autoriteiten roeren zich in het debat• “Aanzuigeffect “ algemeen aanvaard

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case I: Beïnvloeding van/via bedrijven – Nestle, Mattel

Case II: Beïnvloeding beleid – Brusselse ring

Lobby-tipsLobby-tips

Before the meeting (1) Dress Code:

Try to look neat and normal -

no holes, no tuxedoBe comfortable in your clothes.

Basic Homework:•How are they profiling themselves? • What is their ‘constituency’?• What issues do they know best?• Check any cultural/protocol issues

*Visit website, their CV, google them, ask colleagues*

Before the meeting (2) Find out from their staff:

• expected meeting length• who will be there• (could also ask: who else have they met / will meet)• (any tips? positioning, interests…)

Consider bringing with you:• a report or briefing (ideally in their native language)• a colleague of the same nationality, or

an NGO/trade union representative, ora ‘normal’ person (e.g. fisherman, farmer, scientist)

Before the meeting (3)

Final task before meeting:• check the news• check what he/she looks like

Prepare the meeting:• decide what action you want this person to take• memorise a short list (as 2-3 bullets) of issues you want to raise• think of brief arguments/real stories around points• know positions by others (industry, decision-makers, NGOs)

Meeting starts

Frame the broader issue in your intro (before details)

Introduce your organisationIntroduce yourself and why you’re thereBe punctual

Listen (also watch body language, yours & theirs)

Be polite (but firmly steer back to your issues)

Meeting continues

If you don’t understand something, ask

Rule #1:*BE BRIEF*

Adapt:If hostile, name allies they’d be sympathetic toIf positive, ask who else we should talk to

Keep track of time, to raise all your points

No jargon, acronyms, abbreviations

Checklist after the meeting

You made all your main points

You left the impression that you’ll follow-up - and you will…

You know what worked (or not) for next time

You know how this person will ‘vote’

You left the impression of a knowledgeable, convincing, polite campaigner

You will inform colleagues of outcome

Questions?