Post on 02-Dec-2014
description
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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54
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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?