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Komunikasi Untuk Advokasi

Sarwititi Sarwoprasodjo

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KOMPETENSI

• Definisi advokasi• Mengapa advokasi penting? • Contoh-contoh advokasi.• Unsur-unsur advokasi• Prosedur advokasi

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Advocacy

• Advocacy means any action geared towards changing the policies, positions or programmes of any type of institution.

• Advocacy is about identifying a problem in a community, coming up with a solution to that problem,

establishing strong support for that solution and providing an effective mplementation plan.

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LobbyingLobbying influential people for support is part of the

advocacy process.• Lobbying comes from the verb “to lobby”, which means

an attempt by citizens to influence public officials at a high level. Lobbying is one of the most common methods used by citizens to influence public policy.

• It is used to put pressure on politicians and government officials to take up the interests of the people and to support their cause.

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Lobbying

• In most democracies lobbying is recognised as a legitimate way for citizens to have their voice heard. However, critics of lobbying say that wealthy people and business are better able to spend time on and pay for various lobbying activities and therefore gain greater influence with public officials than other citizens.

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Influence

• The capacity to have an effect on the character, development or behaviour of someone or something

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The 3 Perceptual Positions • 1st Position – seeing and feeling the

situation through our own eyes • •2nd Position – stepping into the other

persons shoes • •3rd Position – ability to stand back and

view the situation as a third party

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Managing Resistance

• Identify the resistance • View it as a natural process • Encourage people to voice their concerns • Don’t defend

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Power to Influence• Our capacity to influence changes with different

situations – research has shown a number of underlying sources. All of these sources of power can be used to successfully influence the outcome of a situation; however, the key is choosing the most appropriate one.

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Position Power

• There are many situations in which the underlying capacity we have to influence comes from the position that we hold. This is sometimes referred to as legitimate power and comes when someone is given a role by their organisation or society that has some kind of authority attached to it.

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Hazard Power

• This capacity to influence involves outlining risks or consequences to someone in order to persuade them to behave in a different way.

• Examples of this could be explaining to someone the legal implications of a certain action or letting a colleague know that something contravenes company policy. In a few situations it may be the only power that will influence someone, particularly if the action that you want them to take has no perceived benefit to them personally. People often feel that hazard power is quite a negative source of power however this is not necessarily the case. It is often very effective because the individual you are trying to influence is not aware of the risk or consequence of their behaviour and as soon as it is pointed out they willingly move or change their mind.

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Expert Power

• Sometimes an individual will be able to influence us because we perceive that they have an expertise in a particular area. This expert power may come from their qualifications, skill or experience.

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Connection Power

• This source of influence is the power that comes from being connected to someone who can exert influence. This is used quite a lot in organisations where the hierarchy is quite flat – so telling someone that you need information from them for a report you are putting together for the Chief Executive is using the power of connection. In many cases it is an important and legitimate source providing it is true!

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Association Power

• We are influenced by those who we associate with certain qualities that attract us.

• This is the foundation of using celebrities to advertise certain products. If we associate someone with success, expertise, prestige etc and these are qualities we respect or are attracted to then we will be influenced by them.

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Reward Power

• This is when influence is exerted through the provision of a tangible reward – this can be financial or more intrinsic reward such as praise, recognition or visibility. We are influenced by those who can either directly or indirectly provide us with rewards we seek.

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Personal/Relationship Power

• We are influenced by certain people simply because we like them or care about them. This is the power of simply being you and the way that you build relationships. The way in which we behave and use our interpersonal skills is the foundation of this source of influence. It is our own interactions with people and the relationship we have built with them that creates our power to influence them.

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Information Power

• The phrase “knowledge is power” is well known, however it also has connotations of manipulation i.e. the hoarding or over protecting knowledge in order to gain power. Our definition here is different and rests on the fact that the right information to support a case is a very definite source of influence.

• The emphasis must be on gaining the right information and using it appropriately. A good example is “we are losing 300 days a year through sickness” as a supporting piece of information for influencing a case around better support for health and well being of staff.

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Langkah-Langkah Advokasi

1. Clear goals, measurable progress2. Audience identification and segmentation3. Clear, simple, concise messages4. Planning.5. Specify what people should do.6. Make the case: action needed now.7. Match strategy and tactics to yourtarget audience8. Budget for success9. Bring in the experts

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Audience identification and segmentation

• Who to reach: assess their belief systemand find common ground

• How to reach them: find out what we can say that will make them change their behavior

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Clear, simple, concise messages

• Clear and measurable goals: simple, concise messages that resonate with target audiences.

• And that resonance - Making an emotional connection that touches apre-existing belief turns passive support into action.

• Messages : to achieve goals. A winning message : to build support.

• making your case in a way that willbe compelling to your target audiences

• In other words, you need to capture hearts first, then• minds.•  

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Planning.

• 1. Spend time and money planning. Plan for the best case and worst-case scenarios. Look at the issue from every angle. Understand the problem backwards and forwards. Review potential solutions. Who are yourallies in pushing a specific solution? Who are yourenemies? It does cost money to plan, but thorough planningmeans clearer goals, more concise messages, theright target audiences and a road map leading tosuccess.

• 2. Think strategy before moving to tactics.

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Planning.

• 3. Pursue communications activities that move you closer to your goal. As you put together the elementsof your marketing/communications campaign, ask yourself with each strategic and tactical choice: does this move me closer to my stated goal? If not, don’t do it.

• 4. Find your niche. There are a lot of campaigns outthere; how is yours adding to the landscape? Assesswhat others are doing. Review who is doing whatin research, advocacy and legislative efforts; identifygaps and duplication. Figure out what you can dothat adds value.

• 5. Base every campaign on research — not assumptions. Test your ideas before going forward.

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Planning.

• 6. Pre-test. Nonprofits often have limited budgets,making it critical that every communications dollarbe spent wisely.

• 7. Be flexible. Your campaign needs to be adaptable enough to overcome hurdles and leverage opportunities as they occur.

• 8. Keep planning. • 9. Review and revise. • 11. Measure success.

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. Specify what people should do.

• To decide what you want people to do, you need todetermine several things, among them

• Are you asking for a one-time behavior • 1. change or along-term commitment to a

new way of life?• 2. Are you talking to a willing audience or a

skepticalone?

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Why should now

• The public wants to know what to do, how to do it andwhy now. Answer the question by highlighting one ofthe upcoming decision points.

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Strategy and tactics to yourtarget audience

• ‘Rule of Three’ 1. “If they hear about it once, they may

ignore it. 2. If they hear about it from another source,

they may stop and think. 3. If they hear about it one more time, they

may actually do something. • as many ways as possible to reach our

target audience.”

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Strategy and tactics• Picking messengers• When researching the messages your audience will find persuasive,

you also need to know who your• audience trusts.• Considering both “earned” and “paid” media• Whether to advertise or rely on “earned media” is oftena question.

Both are important vehicles to consider whend isseminating messages. Earned media is often cheaper,but harder to control. Your message can take a realbeating when it goes through a reporter, editor or producer. Also, “earning” the coverage is sometimes impossible; your issue just isn’t getting the attention it needs. When considering earned media, always think about the downside. What can go wrong? Once the media has characterized you, it is difficult to recover.

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Strategy and tactics• Branding — associating a cause or goal with anorganization or

person and imbedding that combinedimage into the public’s brain — is today’s hotcommunications buzzword. Is it right for yourorganization or cause? As a strategy, branding shouldundergo the same scrutiny as any other strategy or tacticbecause branding, like everything else, is not acommunications panacea. There are several types ofbranding to consider.

• Getting interactive• People receive information differently in the age of theInternet. The

first place many people look is the web. It’sa new and different beast. To communicate effectivelywith target audiences, we have to know how to reachthem online. Be familiar with tactics like viral marketing

• Using experiential approaches• Sometimes our issues become stagnant.

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Tugas Praktikum 12(Tugas Kelompok)

• Bahan bacaan: – Kasus Taman Nasional Kutai Kalimantan Timur – Kasus Hutan Lindung Pegunungan Meratus Kalsel

• Pertanyaan:• Buatlah rancangan program komunikasi advokasi berdasarkan

kasus di atas. Rancangan terdiri dari:– Identifikasi stakeholder tentukan siapa kawan dan lawan– Tentukan sasaran advokasi, kenali pandangan dan kepentingannya. – Rumuskan tujuan advokasi (mencerminkan perubahan perilaku dan rumskan

secara SMART)– Rencanankan strategi dan taktik (saluran dan media komunikasi. Cari kasus

serupa dan belajarlah dari kasus advokasi tersebut untuk diterapkan dalam program yang Anda !. Beri argumentasi pilihan strategi.

– Buatlah jadwal program advokasi. Mengapa penjadwalan seperti itu?

KOMUNIKASI ANTAR BUDAYA 29