SOCIAL CHANGE THROUGH SOCIAL POLICY
Leonard A. Jason and Kenneth I. Maton SCRA Webinar Series Sept. 19, 2014
OVERVIEW
What are the principles of social change? What are the key elements of the social policy process
(actors, phases, contexts)? What methods and skills do community psychologists
employ to effectively influence policy?
5 PRINCIPLES OF SOCIAL CHANGE
Structural, second-order change
Confronting power abuses
Mobilizing coalitions
Having a long-term time perspective
Using feedback to fine tune work
FIRST PRINCIPLE OF SOCIAL CHANGE: FIRST VS SECOND ORDER
First-order change interventions are alluring because they promise to solve the most deeply rooted problems with simple solutions
These types of short-term solutions can render people
powerless to overcome their oppression
SECOND-ORDER CHANGE
Influences the individual and his or her social network Alters shared goals, roles, and power relationships
Kelly (1968) Moos (1979)
Environmental
Social
Individual
INTUITION CAN GUIDE OUR EFFORTS
Often it is the beginning of social change recognition that something is wrong and unfair
The feeling is clear something needs to change
Intuition can steer us in the right direction toward second-order change
SECOND-ORDER CHANGE
Second-order interventions alter shared goals, roles, and power social policy process
SOCIAL POLICY: OVERVIEW
Policy actors Policy phases Contextual factors
POLICY ACTORS
Legislative Branch Judicial
Branch
Advocacy and Intermediary Organizations
Media Internet
Universities
Citizens
Systems Organizations
Programs
Executive Branch
POLICY PHASES AND INFLUENCES
Agenda Setting Problems Solutions
Values Evidence
Capacity Expertise
Formulation & Adoption
Implementation
Evaluation & Revision
Politics Events
Ideology Interests
Relationships Networks
SOCIAL FORCES AND CONTEXTUAL FACTORS
Social Forces: Cultural, Demographic, Economic, Ideological
Contextual Factors: Circumstances, History,
Leadership, Personalities
POLICY SYSTEM
Legislative Branch Judicial
Branch
Advocacy and Intermediary Organizations
Media Internet
Social Forces: Cultural Demographic, Economic, Ideological
Universities
Citizens
Systems Organizations
Programs
Executive Branch
Agenda Setting Problems Solutions
Expertise Capacity
Values Evidence
Formulation & Adoption
Implementation
Evaluation & Revision
Politics Events
Ideology Interests
Relationships Networks
Contextual Factors: Circumstances, History,
Leadership, Personalities
SECOND PRINCIPLE OF SOCIAL CHANGE: IDENTIFY POWER HOLDERS
Creating second-order change can seem overwhelming Powerful people or organizations control whether change will be enacted Social inequalities are caused by an underlying abuse of power
SOMETIMES THE CAUSES OF ABUSE AND UNDERLYING POWER STRUCTURE
ARE DIFFICULT TO SEE
Gut instincts are a powerful tool to uncover the veiled power abuses to identify and analyze the distribution of power
For many social problems that involve abuses of power, it is important to work with community groups to influence the cultural and political landscape affecting social change Community coalitions can change power structures that
perpetuate first-order institutional ways of treating people
THIRD PRINCIPLE OF SOCIAL CHANGE: Mobilizing Coalitions
POLICY INFLUENCE METHODS
I N T E R N A L
Advisory boards, commissions, and committees Consultative relationships w/officials & legislators Face-to-face meetings, hearings, briefings, seminars
Co-directed the Family Services with Needs advisory board to the Connecticut General Assembly
Led to statewide reform Community-based services Family Support Centers rather than criminal sanctions
INTERNAL POLICY INFLUENCE METHODS EXAMPLE: PRESTON BRITTNER
POLICY INFLUENCE METHODS
I N T E R N A L
Advisory boards, commissions, and committees Consultative relationships w/officials & legislators Face-to-face meetings, hearings, briefings, seminars
Consultant to the New York City Department of Homeless Services
Contributed to reforms such as the Housing First model
Housing provided without preconditions
INTERNAL POLICY INFLUENCE METHODS EXAMPLE: BETH SHINN
POLICY INFLUENCE METHODS
I N T E R N A L
Advisory boards, commissions, and committees Consultative relationships w/officials & legislators Face-to-face meetings, hearings, briefings, seminars
Presentation to the Hawaii State Legislature Contributed to legislation prohibiting sale of
semi-automatic assault pistols
Internal Policy Influence Methods Example: Cliff O’Donnell
J U D I C I A L
Amicus curiae briefs Expert testimony, expert reports Class action suits
POLICY INFLUENCE METHODS
Director of the Gay, Lesbian, Bisexual and Transgender Concerns office in the Public Interest Directorate at APA
Coordinated the submission of multiple amicus briefs
Advanced the cause of gay rights
JUDICIAL POLICY INFLUENCE METHODS EXAMPLE: CLINTON ANDERSON
J U D I C I A L
Amicus curiae briefs Expert testimony, expert reports Class action suits
POLICY INFLUENCE METHODS
Empirical study to determine whether Illinois was denying civil rights of mentally ill residents
Part of a class action suit; plaintiffs won Resulted in reform of entire system Community-based placement for many individuals
JUDICIAL POLICY INFLUENCE METHODS EXAMPLE: JACK TEBES
A POLICY EXAMPLE INVOLVING A COMMUNITY ORGANIZATION
Community organizations can revolutionize how we treat our most vulnerable citizens One example is the Oxford House movement; rented recovery homes
that are completely democratically run without staff
BOTTOM-UP SOCIAL CHANGE MOVEMENTS CAN BE COMPROMISED
SAMHSA tries to expand the Oxford House system
They considered the leadership of the Oxford House organization incapable of accomplishing this goal
Progress can be gradual and uneven There will be setbacks along the way Need patience and a long-term commitment critical aspects of social change movements allows us to build long term relationships
FOURTH PRINCIPLE OF SOCIAL CHANGE: SECOND-ORDER CHANGE TAKES TIME
EXTERNAL POLICY INFLUENCE METHODS: ADVOCACY
Political pressure Community organizing Social movements
Collaborated with an advocacy organization Generated evidence to show the link between
vacant housing and crime in Camden, NJ Effective political pressure Media coverage Millions in funding to support housing rehabilitation
EXTERNAL POLICY INFLUENCE METHODS ADVOCACY EXAMPLE: PAUL SPEER
News coverage, op eds, letters to editor, media interviews, news conferences, press releases. Social media.
EXTERNAL POLICY INFLUENCE METHODS: MEDIA
Used media to influence Nebraska state policy on sexual education in public schools
Collaborated with Planned Parenthood Op eds and meetings with newspaper editorial boards
Led to reversal of abstinence-only policy
EXTERNAL POLICY INFLUENCE METHODS MEDIA EXAMPLE: BRIAN WILCOX
POLICY METHODS: EXTERNAL OR INTERNAL
Documents Reports Policy briefs Fact sheets Publications
PATIENCE AND PERSISTENCE
Patience and persistence is essential in opposing powerful vested interests intent on
maintaining the status quo and in amassing coalitions to confront institutionalized
abuses of power
THE STARTING POINT FOR CHANGE?
Change begins by helping people identify issues for which they have strong feelings
– Paulo Freire (1970)
Social change more likely we have a passionate interest
HOW CAN ACTIVISTS STAY COMMITTED TO A CAUSE?
Small wins can help sustain and mobilize citizen groups to continue to pursue even larger objectives
In the pursuit of social justice the importance of small wins cannot be overemphasized
Is there a set of core policy skills that community psychologists apply
across the varied policy contexts, methods, and
vantage points?
CORE POLICY SKILLS: RELATIONSHIP BUILDING
Decision makers consider ideas and evidence from trusted sources
Development of trust involves Time investment: face-to-face meetings, network
development Mutuality: provide valued resources and protect
sensitive information
Takes place on policymaker’s turf
RELATIONSHIP BUILDING
“The mutual interests of psychologists and policy makers will be advanced the second we can figure out ways to develop relationships…at the outset…Take almost any other work community psychologists do… We do good work by developing relationships and partnerships…We have to have partnerships in policy.” (director, university policy center)
CORE POLICY SKILLS: COMMUNICATION
Oral and written Clear and succinct
Critical aspects: Policy framing Tailor ideas and findings to maximize leverage Provide a compelling, practical contribution
Translation Communicate complicated findings in digestible form
COMMUNICATION
“Communication is hugely important, particularly the ability to communicate in the language of policy, quickly, efficiently…You should have the ability to talk to a very broad range of people… Know…how to be nice to people who may not seem very important at the time…And be able to communicate through the media” (policy insider)
FIFTH PRINCIPLE OF SOCIAL CHANGE
Measuring your success: evaluations can help redefine our tactics program evaluations can also
− reveal weaknesses − identify where the weaknesses stem from − help focus efforts on critical stages of systemic
change
CORE POLICY SKILLS: RESEARCH
Policy-relevant Quality Varied Methods Interdisciplinary
RESEARCH SKILLS
“Having multiple methods is really critical, to look…from multiple points of view...And so that one can have the appropriate research for the appropriate occasion.” (university faculty member)
“Training in both qualitative and quantitative…some of the work requires creative methodological solutions” (university faculty member)
CORE POLICY SKILLS: STRATEGIC ANALYSIS
STRATEGIC ANALYSIS
POLICY ANALYSIS
TEAM EFFORT
STRATEGY DEVELOPMENT
CORE POLICY SKILLS: STRATEGIC ANALYSIS
STRATEGIC ANALYSIS
POLICY ANALYSIS
TEAM EFFORT
STRATEGY DEVELOPMENT
Generate novel approaches
Contrast benefits and limitations of approaches
Evaluate impact of current policy
CORE POLICY SKILLS: STRATEGIC ANALYSIS
STRATEGIC ANALYSIS
POLICY ANALYSIS
TEAM EFFORT
STRATEGY DEVELOPMENT
Overarching plans and specific tactics
Generate plan for multi-year advocacy
Devise means to access a decision maker
CORE POLICY SKILLS: STRATEGIC ANALYSIS
STRATEGIC ANALYSIS
POLICY ANALYSIS
TEAM EFFORT
STRATEGY DEVELOPMENT
Collaboration Complementary skills,
knowledge, perspectives
STRATEGIC ANALYSIS
“There are two routes. The elite influence route is really important. …Make it a point to get to know someone in a powerful position…let them know about an issue and help them understand how they can operate on it… Then there’s the social mobilization strategy… You can do it through the media, or the way that Saul Alinsky did it [community organizing].” (university faculty member)
STRATEGIC ANALYSIS EXAMPLE: KEN MATON (me)
Provide ideas and evaluation data to university president Freeman Hrabowski
Supports strength-based approach to increasing minority student success Program has become a national model President Hrabowski was appointed to serve as Chair of
President Obama’s Advisory Commission Plays multiple consultative roles in national government
PRINCIPLES OF SOCIAL CHANGE Determining the nature of the change desired: is it a cosmetic, short-
term fix, or does it address the root of the problem.
Identify the power holders
Creating coalitions: identifying and working with others who share your goals.
Learning patience and persistence: small wins are crucial to attaining long-term goals.
Constantly evaluate and refine strategies and tactics to find the most effective means of bringing about change
SOCIAL POLICY INVOLVEMENT: KEY THEMES
Community psychologists make important contributions
Multiple vantage points
Multiple methods
Core skills
Determined, passionate, resilient, proactive
“I LOVE THIS WORK”
“I love this work…I feel like I’m making a difference. After trying a lot of different careers, in academia, foundations and clinical…the ability to work in the policy environment and bring good science to influence it, shape it and understand how to do that is just wonderful. I encourage anybody who’s oriented that way to figure out how to make it happen.” (director, intermediary organization)
“IF WE WANT TO HAVE SECOND ORDER CHANGE…”
“In terms of future generations, the message is that it is important to be engaged in public policy. We really can’t take our discipline far if we’re not. Every day I’m more convinced that if we want to have second-order change, it has to be at the broader level. Individual change is important, but…it won’t get us as far as we need to go.” (university faculty member)
Q & A
Please post questions in the chat box on your screen.
Questions after today’s webinar ends at 2PM can be directed to:
Dr. Leonard Jason at [email protected]
Dr. Kenneth Maton at [email protected]
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