Campaigning techniques ecf chris rose

Some Campaigning Techniques and Tools

ECF March 2011

Chris Rose - Campaign Strategy Limited www.campaignstrategy.co.ukwww.campaignstrategy.org

Who I am

• Live in Norfolk UK• Communication and campaigns consultant

Pub www.earthscan.co.uk

www.campaignstrategy.org

E-campaigners

• Is there a critical path ? [evaluation]

• What events are going on in the ‘real world’ ?

• Which audiences are engaged beyond the e campaign ?

activities

events communication

results

What we are trying to get to

The consequences = our objective

Not to ‘get our message across’

Issue map

Intervention - chose and test

Plan and test critical path

Refine for effective communication

No ‘right answer’ - a toolkit

Quiz and toolbox images removed for copyright reasons.

How to do it - short version

• KISS

• Be visual

• Create events

• Tell stories with real people

• Be proactive - don’t just respond

• Start from where your audience is

Maybe we can all

But with training, practice and knowledge - we can do better

Swimming, driving and cycling images removed for copyright reasons.

imagine

you are in bedin a hotel room

you can smell smoke

the issue is

IF YOU FIND A FIRE

1. Raise the alarm

2. Go immediately to the place of safety

3. Call the fire brigade

IF YOU FIND A FIRE

1. Network with your neighbours

2. Explain the issues and the processes of ignition, fuel effects, oxidation and ion plasmas, and address the social and economic justice dimensions

3. Educate decision-makers regarding the establishment of an adequately resourced fire brigade and fire-prevention culture, and ask your

neighbours to join in

Effective communication is not accidental - it follows patterns

Fire Awareness

We are all in danger Alignment

Let’s go this wayEngagement

We are leaving Action

motivation sequence

awareness > alignment > engagement > action

ignorance

interest

concern

anger

engagement

Commitment - action

satisfaction

The public sees

nothing

victims

enemy

solution

opportunity

we win

problem solved

It doesn’t have to be like this !

Images removed for copyright reasons.

Problem and victim

Enemy – responsibleagent

Solution - answer

Engagement mechanism

Opportunity

Problem solved

nothing victim enemy answer opportunity We win Problem solved

Identify problem

Identifyenemy

Identify solution

Supply engagement mechanism

Call to action React and report

nothing interested concerned angry engaged committed satisfied

phase

R + D awareness alignment engagement action

Usually cannot go …

Awareness

Alignment

Engagement

Action

Usually cannot go …

Awareness

Alignment

Engagement

Action

Eg “Policy literalism”

Why ? Because

Motivational values – it may not meet my needs (unconscious)

Framing – I may not be using your frame

What interests you may not interest me

I may not be hearing/ seeing you

I may already be undertaking a behaviour in conflict with what you say

AttentionOpportunityLanguageFilteringChannel choiceCompetition/pollution

ContextPersonalisationImmediacy

RecognitionResolution logic

Emotional rewards

DilemmaDiscomfort

I perceive I lack the means to actAbilityAgency

CAMP CAT

Seven important components for effective ‘communications.

context audience messenger programmechannel action trigger

‘message’

CAMP CAT

•Context – where the message arrives•Audience – who we are communicating with•Messenger - who delivers the message•Programme – why we’re doing it

•Channel – how the message gets there •Action – what we want to happen •Trigger – what will make that happen

Communication

• is not about sending {not our ‘message’}

• it’s about what is received

CAMPCAT - Context

Images removed for copyright reasons.

CAMPCAT - audience

Channel / messenger

Trust in channels/messengers

Husband wife or partner 90%Friends 82%Work colleagues 69%TV news 50%Retailers or manufacturers 27%Government or Advertising 14%

Henley Centre, UK

“it’s a complex issue”

Don’t communicate ‘the issue’

Communicate one line of it

Communicate one line of it - one step at a time - one step per project

In practice, for each project, one step

What are the critical steps, the changes you need to see, to achieve the objective ?

Critical paths

Where we are – world as it is

Where we want to get to – campaign objective – world changed

Campaign pathway

But the world is rarely simple and we can rarely get a significant change in one step

Instrumental Campaign

Where we are – world as it is

Where we want to get to – campaign objective – world changed

1st change 2nd change

3rd change 4th change End objective – end result

Instrumental Campaign

Where we are – world as it is

Where we want to get to – campaign objective – world changed

1st change 2nd change

3rd change 4th change End objective – end result

Critical Path

Comes from issue mapping and analysis

Instrumental Campaign

Where we are – world as it is

Where we want to get to – campaign objective – world changed

1st change 2nd change 3rd change 4th changeEnd objective – end result

Instrumental Campaign

1st set of campaign activities

2nd set of campaign activities

3rd set of campaign activities

4th set of campaign activities

5th set of campaign activities

Where we are – world as it is

Where we want to get to – campaign objective – world changed

1st change 2nd change 3rd change 4th changeEnd objective – end result

Instrumental Campaign

1st set of campaign activities

2nd set of campaign activities

3rd set of campaign activities

4th set of campaign activities

5th set of campaign activities

Campaign Communication Outputs – story and pictures

Example Brent Spar

EDCB FA

ZA

Clean seas

No waste dumping in NE Atlantic - OSPAR region

radwasteSolid waste Oil installations 95

Brent Spar

hazchems within a generation

EDCB FAPublish case - autumn. Call for policy change (OSPAR)

Occupy Spar AprilLobby NSMC/Ospar - May- June

Broadcast from Spar - touchstone/ symbol/ prism

End of towing season October

Object to Spar licence

February

Brent Spar Original plan/concept

Safety and belonging Success

aka Pioneer

aka Prospector aka Settler

Maslow’s hierarchy of Needs – CDSM version www.cultdyn.co.uk - the unmet need is the dominant need

Sequence of unconscious needs

Prospectors – outer directed: need for success, esteem of others then self esteem. Acquire and display symbols of success.

Settlers - need for security driven: safety, security, identity belonging. Keep things small, local, avoid risk

Pioneers – inner directed. Need to connect actions with values, explore ideas, experiment. Networking, interests, ethics, innovation

Drivers and behaviours – unmet needs

campaignstrategy.org

Prospectors

Settlers