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Presentation to the 2011 eCampaigning Forum by Chris Rose of Campaign Strategy. Tools and techniques for planning a campaign working out where you want to go and how to get there, and what might motivate people to support you.
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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