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Campaigning techniques ecf chris rose
 

Campaigning techniques ecf chris rose

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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 ...

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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  • CAMPCAT audience Who we are communicating with. The Greenpeace greener Apple campaigners managed to put themselves in the shoes of the Apple consumer, invoking the culture of the innovators and geeks.
  • A more effective campaign. Here it is aimed at American evangelicals (about climate change). God becomes the messenger. Also, it asks a question. It’s harder to mentally ignore a question than a claim. Also a good example of starting from where your audience is - if it doesn’t work for you then maybe it’s not aimed at you
  • Brent Spar was the oldest oil installation in the oldest oil field in the N Sea. In 1995 it became a cause celebre. Greenpeace was backed by millions of consumers, worldwide but especially in Europe, and forced Shell to abandon plans to sink it in the Atlantic. It was to be a (legal and technical) precedent for many other installations. See my book THE TURNING OF THE SPAR (available free from Greenpeace UK - email them on info@uk.greenpeace.org to request a copy).
  • This is Maslow ‘s hierarchy of needs. The red-orange needs are sustenance or security driven and are our first priority in life – we start with them as children. They remain dominant unless we fully meet them by experiencing a true sense of safety and belonging, in which case the yellow or “Outer Directed” needs become dominant. If we experience esteem of others and then self-esteem, we meet those needs and develop the third set (blue purple), so-called Inner Directed Needs. These do not depend on what others think of us, or what we imagine they do. The values mapping company Cultural Dynamics, calls these Maslow Groups Settlers (the security driven), Prospector s(the outer directeds) and Pioneer s(the inner directeds).
  • Here is a simplified version of the main needs and orientations of the Settlers, Prospectors and Pioneers.

Campaigning techniques ecf chris rose Campaigning techniques ecf chris rose Presentation Transcript

  • Some Campaigning Techniques and Tools ECF March 2011 Chris Rose - Campaign Strategy Limited www.campaignstrategy.co.uk www.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 pro active - 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 bed in 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 way Engagement 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.
  • nothing victim enemy answer opportunity We win Problem solved Identify problem Identify enemy Identify solution Supply engagement mechanism Call to action React and report nothing interested concerned angry engaged committed satisfied Problem and victim Enemy – responsible agent Solution - answer Engagement mechanism Opportunity Problem solved 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 Attention Opportunity Language Filtering Channel choice Competition/pollution Context Personalisation Immediacy Recognition Resolution logic Emotional rewards Dilemma Discomfort I perceive I lack the means to act Ability Agency
  • CAMP CAT Seven important components for effective ‘communications. context audience messenger programme channel action trigger ‘ message’
  • CAMP CAT
        • C ontext – where the message arrives
        • A udience – who we are communicating with
        • M essenger - who delivers the message
        • P rogramme – why we’re doing it
        • C hannel – how the message gets there
        • A ction – what we want to happen
        • T rigger – 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 1 st 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 1 st 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 1 st change 2nd change 3rd change 4th change End objective – end result Instrumental Campaign 1 st 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 1 st change 2nd change 3rd change 4th change End objective – end result Instrumental Campaign 1 st 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
  • Z A Clean seas No waste dumping in NE Atlantic - OSPAR region radwaste Solid waste Oil installations 95 Brent Spar hazchems within a generation E D C B F A
  • E D C B F A Publish case - autumn. Call for policy change (OSPAR) Occupy Spar April Lobby 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