Campaigning, Organisations, When and Why and Advocacy Session 7 Finding the Critical Path to Change:...

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

http://www.campaignstrategy.co.uk/

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


Management of problem

Elimination of problem


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



Concept

Select intervention

Issue map

Defines the strategy

Determines core communications content

PropositionCritical path

Sign off

Concept


Select intervention

Issue map

Sign off

Management buy in gives confidence + OK to try development of campaign

Maps the issue





Communications strategy

Activities and resourcing plan

Final sign offs

Launch,Roll out

monitor

Next cycle




Provides management tools to run campaign: budget, activities, timetables. Project specifications



Final sign offs

Launch,Roll out

monitor

Next cycle





Gives ok to launch

Shows campaign happening: story begins. Awareness, alignment, engagement, action



Final sign offs

Launch,Roll out

monitor

Next cycle





Gives ok to launch

Checks for progress and need for revision




Final sign offs

Launch,Roll out

monitor

Next cycle





Gives ok to launch

Checks for progress and need for revision


Takes us on next step of long term critical path

Phase OneConception, Scoping

Development

Phase TwoPlanning

Phase ThreeImplementation

Phase FourEvaluation

And Feedback

Campaign Cycle

Campaigning, Organisations, When and Why and Advocacy Session 7 Finding the Critical Path to Change:...

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