campaigning, organisations, when and why and advocacy session 7 finding the critical path to change:...
TRANSCRIPT
Campaigning, Organisations,When and Why and Advocacy
Session 7
Finding the Critical Path to Change:Planning and Implementing a Successful Campaign
February 7-11, 2011, Doubletree by Hilton Cambridge Garden House Hotel
Chris Rose - Campaign Strategy Limited www.campaignstrategy.co.ukwww.campaignstrategy.org
Why campaign ?
• Because all else has failed
• To produce a result• To gain influence• Because formal politics
has failed• Because there is no
market solution
• To give agency to supporters
• To establish legitimacy or show public support
• To define a conversation, an agenda
• To make other strategies such as advocacy, more effective
Campaign work and programme work
• Campaigning is a call to arms or to join an adventure
• Programme work is like a service
Organisation says
We need you because – we need your involvement
We need your support
Organisation says
We need you and you need usWe provide a service – we help you deliver your remit – there is a match - results
campaign (innovation) - programme (routine)
• Joint endeavour
• Motivating /exciting cause / action
• Unknown outcome – drama qualities
• An adventure
• Growth unknown
• Society rethinks its views in real time
•The outcome is guaranteed/ specified
•Funder/doer roles are distinct
•Largely invisible to outside world except for report-backs and direct communication with immediate stakeholders
•Society not involved
•Scale set
More like politics More a service
They need me
My involvement will make a difference
It’s risky but worth a try – it could be big
Low risk
Proven capacities
Known factors
Predictable outcomes
Fits my needs
What does the supporter/ public think ? What is the offer ?
“I am needed”
So we need alignment -I must feel I am needed,
and the
campaign is needed
In the case of NGOs
• It is typically to achieve a public good
• It has legitimacy in proportion to the perceived public need, and the perceived public support
---Society should
be here
---Society is here
Campaigns are legitimised by this deficit
The founding technique
• Most successful NGOs have one simple mechanism which converts values into a way to change the world (agency)
• eg Greenpeace NVDA• eg AI letter to prisoner
.
Strategy of Tactical Positioning
• What is your best tactic ?• Build strategies around that
Sun Tzu The Art of War
Possible roles
Communications Strategies
• Organisational - qualitative - whole organisation level
• Instrumental - campaign level - achieves specific change, proactive
• Project/ conversation level
• Reactive - having ‘answers’ and functional media relations
Organisational Comm’s Strategy
• Who, what, how you are• Way of doing things• Who with, where - positioning• Like a person
• Acts as a design template for all campaigns
Core values
the immutable values that the character springs from
Attributessurface appearances, obvious tangible assets, activities
Personality
its way of doing things - becomes known
Character
inner character visible when tested
Essence
almost indefinable, largely intuited
Organisation-level communication - THE GLASS ONION MODEL – it is see-through and cut in half
-Core values
the immutable values that the character springs from: eg love of nature (eg expressed as defence and reinstatement of the natural environment), non-violence (including commitment to peace), independence (internationalism), commitment to action, bearing witness
-Attributes
surface appearances, obvious tangible assets, activities: eg ships, boats, familiar campaigns eg whales, antarctica, direct actions, protests, solar, greenfreeze, name recognition
-Personalityits way of doing things: eg confrontation, radical, dogged, charisma, tabloid, plus positive, enthusiastic, here’s how, inspirational, leading
-Characterinner character which often only emerges when the chips are down: eg deep commitment to the environment, free spirit, integrity, elimination not management of environmental abuse, mythbound, forward looking, deep optimism, bravery -Essence
almost indefinable, largely intuited, paradoxical, not capable of rational analysis or reductionist dissection: eg freedom, nature, truth.
THE GLASS ONION MODEL Greenpeace example
essence
essence (you know it when you see it)
www.campaignstrategy.org
Have three stories about your project (same general content)
• The popular story - no jargon: test - your relatives could understand (all of) it - use for all public communication
• The policy/professional story (jargon ok) - how the project works
• The political story - why the project is needed, political benefits and drivers
EXERCISE
Decision making
Principle Strategy
Principle & strategy
Strategy Principle
Thinking FeelingOrder ChaosPlanning InitiativeCommand DelegationDelivery CreativityQuantity QualityPerfection ExperimentationControl FreedomConformity ReflexivityResponsibility EnthusiasmAccountability IndependenceFacts Spirit
The ambition box - target selection
Toughness
Size
‘target’ = the amount of the overall problem that you change when the campaign succeeds
Significance
Toughness
Size
‘target’ = the amount of the overall problem that you change when the campaign succeeds
The ambition box - target selection
Management of problem
Elimination of problem
The ambition box - target selection
Significance
Energy efficiency
Replace fossil fuels
Example
Significance
Significant
• across a political system• as a legal precedent • as a new technology • in ending a source of supply • as a new standard • in affecting the performance
of a brand • by opening a process up to
influence by a new sector
• by altering the balance of competition
• by starting a consumer trend, fashion or boycott
• by encouraging similar campaigns
• by creating a ‘dialectical moment’
• by reaching a tipping point• by triggering a switch• by removing a keystone
What I want …
Non-Advocacy
What I want …
Non-Advocacy
What I want …
Advocacy
Target Audiences
Here the audiences are receiving the same
propositions
change
Context
Messenger
Trigger
Channel
Enhanced Advocacy
What I want …
Non-Advocacy
Change factors such as CAMPCAT to suit
Audiences
What I want …
Advocacy
Target Audiences
Here the audiences are receiving different propositions
Here the audiences are receiving the same
propositions
If this makes a change happen
From how the world is, to how it should be – then that’s a campaigneffect
To make a change happen
You usually need to go through
Awareness
Alignment
Engagement
Action
MORE X NOWX
TODAY !
WE WANT X
If we just try to change advocacy into a ‘campaign’ we get ‘policy literalism’ – repeated and enlarged or louder demands for ‘what we want’
Often seen as‘protest’
Protest ?
What we want …
What we want …
What we want …
MORE X NOWX
TODAY !
WE WANT X
If we just try to change advocacy into a ‘campaign’ we get ‘policy literalism’ – repeated and enlarged or louder demands for ‘what we want’
Often seen as‘protest’
Protest ?
What we want …
What we want …
What we want …
???
CAMPCAT factors + values + heuristics + framing
Does he notice ?What does he see ?Does he agree ?
So this is why ‘enhanced advocacy’ or campaigns are likely to work better as they tune the communications to the audiences
???
Does he notice ?What does he see ?Does he agree ?
CAMPCAT factors + values + heuristics + framing
Types of campaign
All: an organised activity with a particular end in mind
Most: also enlist the support or action of others
For example …
Fundraising – raises money
Advertising
Sales
Marketing
PR
Political – as above but with political objectives
Electoral – seeks to influence votes to win an election
Awareness
Mobilisation/engagement – seeks to increase activity
Behaviour
NGO/ voluntary sector campaigns
Can include any of the above and may
Go this far or this far or this far or this far
awareness > alignment > engagement > action
“instrumental” campaign = uses campaign techniques as an instrument to achieve change – causes actual change to happen
Like a tool for change
Can do it yourself
Need to persaude others of the cause
Need to engage others in acting
Need to engage others in acting in ways that will lead to end result
Eg advertising, protest, publishing, advocacy
Eg petitition sign ups
Eg behaviour change, supporter recruitment, form local groups
Eg instrumental campaign achieves strategic change
Awareness outcome
Alignment outcome
Engagement outcome
Action outcome
Requirement Difference made Output legacy
Basic Pathway
Issue mapping
Select intervention
Concept
Critical Path Proposition
Communications Strategy
Activities & Resourcing Plan
Launch and run campaign
Monitor, revise
Next cycle
Sign off
Sign off
Phase 3: Live campaign
Phase 2: Communications development
Phase 1: Concept development
What each stage does
Maps the issue
Locates the campaign
Drafts the ‘product’
Concept
Select intervention
Issue map
Sign off
Maps the issue
Locates the campaign
Drafts the ‘product’
Concept
Select intervention
Issue map
Defines the strategy
Determines core communications content
PropositionCritical path
Sign off
Concept
PropositionCritical path
Select intervention
Issue map
Sign off
Management buy in gives confidence + OK to try development of campaign
Maps the issue
Locates the campaign
Drafts the ‘product’
Defines the strategy
Determines core communications content
Communications strategy
Activities and resourcing plan
Final sign offs
Launch,Roll out
monitor
Next cycle
PropositionCritical path
Defines the strategy
Determines core communications content
Provides management tools to run campaign: budget, activities, timetables. Project specifications
Communications strategy
Activities and resourcing plan
Final sign offs
Launch,Roll out
monitor
Next cycle
PropositionCritical path
Defines the strategy
Determines core communications content
Provides management tools to run campaign: budget, activities, timetables. Project specifications
Gives ok to launch
Shows campaign happening: story begins. Awareness, alignment, engagement, action
Communications strategy
Activities and resourcing plan
Final sign offs
Launch,Roll out
monitor
Next cycle
PropositionCritical path
Defines the strategy
Determines core communications content
Provides management tools to run campaign: budget, activities, timetables. Project specifications
Gives ok to launch
Checks for progress and need for revision
Shows campaign happening: story begins. Awareness, alignment, engagement, action
Communications strategy
Activities and resourcing plan
Final sign offs
Launch,Roll out
monitor
Next cycle
PropositionCritical path
Defines the strategy
Determines core communications content
Provides management tools to run campaign: budget, activities, timetables. Project specifications
Gives ok to launch
Checks for progress and need for revision
Shows campaign happening: story begins. Awareness, alignment, engagement, action
Takes us on next step of long term critical path
Phase OneConception, Scoping
Development
Phase TwoPlanning
Phase ThreeImplementation
Phase FourEvaluation
And Feedback
Campaign Cycle