New Tactics
“5 Steps to Tactical Innovation”
Featuring:
The Tactical Map and Spectrum of Allies Tools
for Building Strategy and Tactics.
Nancy L. Pearson, M.S.W., L.I.S.W.
New Tactics in Human Rights Project Manager
The Center for Victims of Torture
This document defines organizational goals and planning. It discusses the purposes of goals which include providing guidance, improving quality of planning, motivating employees, and helping to evaluate performance. Goals can be at the mission, strategic, tactical, or operational level. Strategic goals are set by top management while tactical goals align with strategic goals and are set by middle managers. Operational goals address achieving tactical goals and are set by lower managers. Effective goal setting and planning can improve motivation and performance but faces barriers like inappropriate goals, dynamic environments, and resistance to change.
Organizational goals are desired future states that organizations aim to achieve through their operations. They come in three levels: strategic goals set by top management for the organization as a whole; tactical goals set by middle management for departments; and operational goals set by first-line managers for specific work groups and individuals. Factors like direction, effort, persistence, and planning affect work behavior as employees work towards achieving organizational goals.
The document discusses decision making and the planning process. It describes how decision making drives the planning process and establishes organizational goals. There are strategic, tactical, and operational goals and plans. Strategic plans outline priorities to achieve strategic goals, tactical plans implement strategic plans to achieve tactical goals, and operational plans focus on carrying out tactical plans to achieve operational goals. Effective planning requires managing barriers like inappropriate goals, improper reward systems, and reluctance to establish goals. Formal goal setting through management by objectives can help integrate planning by involving collaboration between managers and subordinates.
The document discusses various aspects of managerial planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the means for achieving goals. It also describes organizational mission, different levels of goals from strategic to operational, and characteristics of effective goals. The document outlines the MBO (Management By Objectives) process and differences between single-use and standing plans. It discusses three stages of crisis management planning - prevention, preparation, and containment. Finally, it compares central and decentralized planning approaches.
The document discusses organizational planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the actions to achieve goals. Goals in organizations form a hierarchy from strategic goals set by senior management down to operational goals for individuals. Effective goals are specific, measurable, challenging but realistic, and linked to rewards. The document also describes different types of plans like single-use, standing, and contingency plans. It outlines traditional centralized planning approaches versus more collaborative new workplace approaches.
The document provides an outline for a webinar on exploring prevention tactics to prevent human rights abuses. It discusses foundations for strategic thinking and tactical innovation including knowing yourself, your opponent, and the terrain. Key terms like strategy and tactics are defined. Examples of prevention tactics that aim to prevent imminent abuse through physical protection, sharing critical information, and removing opportunities for abuse are given.
Explore tested tactics for preventing human rights abuse in 'Prevention Tactics', the first of four live webinars on human rights defense tactics with Tavaana and the New Tactics in Human Rights Project.
The document discusses strategies and tactics used by the Center for Victims of Torture (CVT) in their work to help victims of torture and prevent torture worldwide. It provides an overview of CVT's mission and history. It then discusses the concepts of strategy and tactics, explaining that tactics are concrete actions that support an overall strategy. The document promotes using a variety of tactics and provides a framework for developing strategic plans using tactical mapping. Tactical mapping involves visualizing relationships and institutions related to an issue in order to identify new tactics and ensure efforts are comprehensive.
This document defines organizational goals and planning. It discusses the purposes of goals which include providing guidance, improving quality of planning, motivating employees, and helping to evaluate performance. Goals can be at the mission, strategic, tactical, or operational level. Strategic goals are set by top management while tactical goals align with strategic goals and are set by middle managers. Operational goals address achieving tactical goals and are set by lower managers. Effective goal setting and planning can improve motivation and performance but faces barriers like inappropriate goals, dynamic environments, and resistance to change.
Organizational goals are desired future states that organizations aim to achieve through their operations. They come in three levels: strategic goals set by top management for the organization as a whole; tactical goals set by middle management for departments; and operational goals set by first-line managers for specific work groups and individuals. Factors like direction, effort, persistence, and planning affect work behavior as employees work towards achieving organizational goals.
The document discusses decision making and the planning process. It describes how decision making drives the planning process and establishes organizational goals. There are strategic, tactical, and operational goals and plans. Strategic plans outline priorities to achieve strategic goals, tactical plans implement strategic plans to achieve tactical goals, and operational plans focus on carrying out tactical plans to achieve operational goals. Effective planning requires managing barriers like inappropriate goals, improper reward systems, and reluctance to establish goals. Formal goal setting through management by objectives can help integrate planning by involving collaboration between managers and subordinates.
The document discusses various aspects of managerial planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the means for achieving goals. It also describes organizational mission, different levels of goals from strategic to operational, and characteristics of effective goals. The document outlines the MBO (Management By Objectives) process and differences between single-use and standing plans. It discusses three stages of crisis management planning - prevention, preparation, and containment. Finally, it compares central and decentralized planning approaches.
The document discusses organizational planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the actions to achieve goals. Goals in organizations form a hierarchy from strategic goals set by senior management down to operational goals for individuals. Effective goals are specific, measurable, challenging but realistic, and linked to rewards. The document also describes different types of plans like single-use, standing, and contingency plans. It outlines traditional centralized planning approaches versus more collaborative new workplace approaches.
The document provides an outline for a webinar on exploring prevention tactics to prevent human rights abuses. It discusses foundations for strategic thinking and tactical innovation including knowing yourself, your opponent, and the terrain. Key terms like strategy and tactics are defined. Examples of prevention tactics that aim to prevent imminent abuse through physical protection, sharing critical information, and removing opportunities for abuse are given.
Explore tested tactics for preventing human rights abuse in 'Prevention Tactics', the first of four live webinars on human rights defense tactics with Tavaana and the New Tactics in Human Rights Project.
The document discusses strategies and tactics used by the Center for Victims of Torture (CVT) in their work to help victims of torture and prevent torture worldwide. It provides an overview of CVT's mission and history. It then discusses the concepts of strategy and tactics, explaining that tactics are concrete actions that support an overall strategy. The document promotes using a variety of tactics and provides a framework for developing strategic plans using tactical mapping. Tactical mapping involves visualizing relationships and institutions related to an issue in order to identify new tactics and ensure efforts are comprehensive.
Five Steps to Tactical Innovation - Lesson 1 Tavaana
This document introduces strategies and tactics for human rights advocacy. It discusses knowing yourself, your opponent, and the terrain. It outlines a 5 step process for tactical innovation: 1) identify the problem, 2) build a common vision, 3) define the terrain using mapping and ally tools, 4) explore and select tactics, and 5) develop an implementation plan. The overall goal is to provide foundations for strategic and tactical thinking in human rights work.
Five Steps to Tactical Innovation - Lesson 5Tavaana
The document discusses tactics for human rights projects, outlining a 5-step process for tactical innovation. It emphasizes the importance of understanding the terrain, opponents, and one's own capacities when selecting tactics. Tactics should be influenced by the group's abilities, tolerance for risk, opponent analysis, and context in which they will be used. The document provides examples of considerations for context and a case study on using mock tribunals.
This document provides an overview of a webinar on exploring restorative tactics after human rights abuses. It outlines the webinar agenda which includes an introduction to online tools, foundations for strategic thinking, key terms, reasons for new tactics, and examples of restorative tactics such as remembering abuses, strengthening individuals and communities, and seeking redress. The document also provides details on specific tactics used in Cambodia, West Africa, Chile, Spain and the UK.
Five Steps to Tactical Innovation - Lesson 6Tavaana
The document discusses using tactical innovation to achieve human rights goals. It outlines a 5-step process: 1) identify the problem, 2) build a common vision, 3) define the terrain, 4) explore and select tactics, 5) develop a plan of action. Key aspects are knowing the terrain, opponents, and yourself. Tactics should be specific, measurable, achievable, realistic, and time-bound. The document provides examples of developing a plan of action, including setting goals, targets, tactics, tasks, responsibilities, timelines and resources needed.
The document discusses strategies and tactics for human rights advocacy. It introduces the Center for Victims of Torture's New Tactics in Human Rights project, which provides strategic and tactical thinking tools. These include knowing yourself, your opponent, and the terrain. The project uses a 5-step approach to tactical innovation: identifying the problem, building a shared vision, defining the terrain, exploring tactics, and developing an action plan.
Tavaana/New Tactics Webinar 4: Building Human Rights Cultures and Institution...Tavaana
This document provides an overview of a webinar exploring PROMOTION tactics for building human rights cultures and institutions. It discusses constituency-building tactics like using text messaging to engage youth in Netherlands, collaboration tactics like building a coalition of Peruvian human rights organizations, capacity-building tactics such as training organizations to use video advocacy, and awareness raising tactics like environmental mapping in Lebanon. The webinar is presented by the Center for Victims of Torture's New Tactics in Human Rights project.
ADVOCACY PLANINING - CRITICAL QUESTIONS TO ASKAbraham Yelley
This document outlines the key elements of developing an effective advocacy plan, including establishing the facts, identifying decision-makers and their influencers through power mapping, gaining public support, mobilizing resources, and engaging in a planned manner with the target audience. It emphasizes that advocacy depends on a clear, concise message tested with the target audience, and calls for asking the audience to take specific action. The document provides a 10-step process for crafting an advocacy plan covering objectives, stakeholders, resources, activities, and evaluation metrics.
1. The document outlines steps for community organizing around an issue, beginning with choosing the right issue to focus on and avoiding common mistakes like taking on too many issues.
2. It describes mapping the issue by researching its history, stakeholders, and related policies, and identifying opinion leaders, stakeholders, and "gatekeepers" within social networks connected to the issue.
3. The process involves understanding what motivates potential allies ("currencies") like their values, interests and relationships, in order to propose an agenda that benefits all parties and expand support networks through media and helping others.
Bloom Works’ Social Impact Designer, Alyson Fraser Diaz, recently sat down with Community Up Founder, Jermeen Sherman, to discuss the emerging field of social impact design and share how their work aims to keep community members at the center of the design process. Watch a recording of their conversation to better understand the principles of social impact design, learn about several tools Alyson and Jermeen use in their work, and hear examples of how they’ve used these tools to create better outcomes.
The accompanying Community Engaged Design Guide is a free resource that your organization can use to begin incorporating insights from Alyson and Jermeen into your projects.
This document provides an overview of advocacy and the advocacy process based on a training for citizens in local governance. It defines advocacy as strategic actions to influence those in power to implement policies that benefit less powerful groups. The advocacy cycle is described as having five steps: identifying problems, researching issues, planning goals and objectives, taking action, and evaluating results. Key aspects of advocacy discussed include understanding the spheres of influence in society, practicing good advocacy such as ensuring participation and accountability, playing different advocate roles, and analyzing the dimensions of power. The training concluded that small groups of committed citizens can create positive change through advocacy.
Insights of Engineering Technology and Organizational Leadership on Human Tra...Pablo Villa-Martinez
This document discusses using an interdisciplinary approach to address the complex issue of human trafficking. It proposes examining the problem through the lenses of engineering technology and organizational leadership. Engineering technology could play a role in decreasing the number of people targeted through technology solutions. Organizational leadership is important to ensure citizen safety from the acts, means and purposes of trafficking. The focus question is: how can engineering technology provide an affordable solution, while upholding ethics, to combat traffickers? An interdisciplinary approach is justified as the issue is too broad for a single discipline.
This document provides an overview of a webinar on intervention tactics for human rights abuses. It discusses foundations for strategic thinking and tactical innovation, key terms, reasons for new tactics, and explores four types of intervention tactics: resistance, disruption, persuasion, and incentives. Examples of each type of tactic are described, including anonymous resistance in Turkey, the Singing Revolution in Estonia, rescuing child laborers in India, enlisting local leaders to end harmful customs in Ghana, and consumer boycotts in South Africa's anti-apartheid movement.
Running head: ADAPTIVE LEADERSHIP 1
ADAPTIVE LEADERSHIP 4
Adaptive Leadership
Student’s Name
Institution Affiliation
Adaptive Leadership
According to Heifetz and Donald (2001), an adaptive leadership is the kind of leadership where there is the mobilization of the people in order to carry out the tough challenges for the purpose of success. These challenges that needs to be mobilized are divided into adaptive challenges and the technical fixes. Before taking action to find the solution to this challenges, it is important to diagnose the adaptive verses the technical challenges. The diagnosis enables the adaptive leadership to know the exact method that should be used to solve the challenge successful. This is because, the adaptive challenges requires the team or the individual to learn the new techniques that will be used to solve the problem (Savage, n.d.). This means that the individuals to be used in giving solutions are required to alter their believes, loyalties and the values. But on the other hand, the technical fixes only needs the knowledge of the expert to solve the problem within a short period of time (Savage, n.d).
In the career that I am pursuing, an example of the adaptive challenge that I am wrestling with is the use of the blended learning program to increase the knowledge and the skills of the employees. It is among the many adaptive challenges as it requires the employees to alter with their daily activities and the strategies. But this can be made different by the use of the following four competencies. With the diagnosis situation competence, a deeper understanding of the situation together with the different interpretations has to be done (Heifetz, & Linsky, 2002). Understanding the blended learning program well will enable the employment of the good techniques that will not inconvenience the workers. This is followed by managing self where the where the assumptions about the strengths and the weakness are evaluated concerning the situation. This will help in reducing the challenges by knowing whether to maintain the program or not from the strength and the weakness that is has. From this program, we can see that there are a lot of the strength to reap from it hence it is of benefit to the organization and the personal level. Next we have intervene skillful where the program is analyzed to see if there are chances of making progress from it (Heifetz, & Linsky, 2004). From our challenging program, we can see that it has to be partaken because it helps in making the progress through the gained skills and knowledge. Lastly energizing others where they are made to be interested to attend the learning program so that they can gain more knowledge and skills (Heifetz, & Linsky, 2004).
References
Heifetz, A. R. & Donald L. L. (2001 ...
Strategies to enhance research impact: Six lessonsODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he reviews and expands upon the six lessons that ODI's RAPID programme has learned about helping research inform policy and practice.
This document provides an overview of Module 4 of the Migrant Community Mediation Course. The module aims to teach participants how to choose effective messages and communication methods as a migrant community mediator. It covers crafting messages, the importance of aligning messages with policies, and effective communication tools. Examples are provided to inspire participants on forming empowering messages and using tools like events to engage audiences. Public meetings and briefings are discussed as event options, outlining best practices for planning successful online and in-person engagement. The overall goal is to equip participants with the skills to become informed voices in their communities.
What can NGO campaigners learn from non-violent pro-democracy movements - Sin...more onion
Presentation by Sinisa Sikman of CANVAS at ECF Europe 2017. ECF Europe brings together activists and fundraisers from across the non-profit sector in Europe for two days of learning and exchange in Berlin. europe.ecampaigningforum.com
Digital Advocacy: Using Social Media to Mobilize your Audienceamplifi advoc8tor
How do you use social media to inform, involve and inspire your audience in a connected world? This workshop was delivered for members of the Edmonton Chamber of Voluntary Organizations.
Step Seven of the Accountability in Action training kit.
In this step we learn about evidence-based advocacy. We will learn how to develop an advocacy strategy and consider who you should make your case to and how to communicate it.
The document provides guidance for honors students on conducting a project related to the 2010/2011 honors study topic of "The Democratization of Information: Power, Peril, and Promise". It recommends keeping a journal to document research, leadership development, service activities, and collaboration. Examples of journal prompts are given related to choosing an issue, research process, leadership roles, intended impact, and feedback.
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Five Steps to Tactical Innovation - Lesson 1 Tavaana
This document introduces strategies and tactics for human rights advocacy. It discusses knowing yourself, your opponent, and the terrain. It outlines a 5 step process for tactical innovation: 1) identify the problem, 2) build a common vision, 3) define the terrain using mapping and ally tools, 4) explore and select tactics, and 5) develop an implementation plan. The overall goal is to provide foundations for strategic and tactical thinking in human rights work.
Five Steps to Tactical Innovation - Lesson 5Tavaana
The document discusses tactics for human rights projects, outlining a 5-step process for tactical innovation. It emphasizes the importance of understanding the terrain, opponents, and one's own capacities when selecting tactics. Tactics should be influenced by the group's abilities, tolerance for risk, opponent analysis, and context in which they will be used. The document provides examples of considerations for context and a case study on using mock tribunals.
This document provides an overview of a webinar on exploring restorative tactics after human rights abuses. It outlines the webinar agenda which includes an introduction to online tools, foundations for strategic thinking, key terms, reasons for new tactics, and examples of restorative tactics such as remembering abuses, strengthening individuals and communities, and seeking redress. The document also provides details on specific tactics used in Cambodia, West Africa, Chile, Spain and the UK.
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The document discusses using tactical innovation to achieve human rights goals. It outlines a 5-step process: 1) identify the problem, 2) build a common vision, 3) define the terrain, 4) explore and select tactics, 5) develop a plan of action. Key aspects are knowing the terrain, opponents, and yourself. Tactics should be specific, measurable, achievable, realistic, and time-bound. The document provides examples of developing a plan of action, including setting goals, targets, tactics, tasks, responsibilities, timelines and resources needed.
The document discusses strategies and tactics for human rights advocacy. It introduces the Center for Victims of Torture's New Tactics in Human Rights project, which provides strategic and tactical thinking tools. These include knowing yourself, your opponent, and the terrain. The project uses a 5-step approach to tactical innovation: identifying the problem, building a shared vision, defining the terrain, exploring tactics, and developing an action plan.
Tavaana/New Tactics Webinar 4: Building Human Rights Cultures and Institution...Tavaana
This document provides an overview of a webinar exploring PROMOTION tactics for building human rights cultures and institutions. It discusses constituency-building tactics like using text messaging to engage youth in Netherlands, collaboration tactics like building a coalition of Peruvian human rights organizations, capacity-building tactics such as training organizations to use video advocacy, and awareness raising tactics like environmental mapping in Lebanon. The webinar is presented by the Center for Victims of Torture's New Tactics in Human Rights project.
ADVOCACY PLANINING - CRITICAL QUESTIONS TO ASKAbraham Yelley
This document outlines the key elements of developing an effective advocacy plan, including establishing the facts, identifying decision-makers and their influencers through power mapping, gaining public support, mobilizing resources, and engaging in a planned manner with the target audience. It emphasizes that advocacy depends on a clear, concise message tested with the target audience, and calls for asking the audience to take specific action. The document provides a 10-step process for crafting an advocacy plan covering objectives, stakeholders, resources, activities, and evaluation metrics.
1. The document outlines steps for community organizing around an issue, beginning with choosing the right issue to focus on and avoiding common mistakes like taking on too many issues.
2. It describes mapping the issue by researching its history, stakeholders, and related policies, and identifying opinion leaders, stakeholders, and "gatekeepers" within social networks connected to the issue.
3. The process involves understanding what motivates potential allies ("currencies") like their values, interests and relationships, in order to propose an agenda that benefits all parties and expand support networks through media and helping others.
Bloom Works’ Social Impact Designer, Alyson Fraser Diaz, recently sat down with Community Up Founder, Jermeen Sherman, to discuss the emerging field of social impact design and share how their work aims to keep community members at the center of the design process. Watch a recording of their conversation to better understand the principles of social impact design, learn about several tools Alyson and Jermeen use in their work, and hear examples of how they’ve used these tools to create better outcomes.
The accompanying Community Engaged Design Guide is a free resource that your organization can use to begin incorporating insights from Alyson and Jermeen into your projects.
This document provides an overview of advocacy and the advocacy process based on a training for citizens in local governance. It defines advocacy as strategic actions to influence those in power to implement policies that benefit less powerful groups. The advocacy cycle is described as having five steps: identifying problems, researching issues, planning goals and objectives, taking action, and evaluating results. Key aspects of advocacy discussed include understanding the spheres of influence in society, practicing good advocacy such as ensuring participation and accountability, playing different advocate roles, and analyzing the dimensions of power. The training concluded that small groups of committed citizens can create positive change through advocacy.
Insights of Engineering Technology and Organizational Leadership on Human Tra...Pablo Villa-Martinez
This document discusses using an interdisciplinary approach to address the complex issue of human trafficking. It proposes examining the problem through the lenses of engineering technology and organizational leadership. Engineering technology could play a role in decreasing the number of people targeted through technology solutions. Organizational leadership is important to ensure citizen safety from the acts, means and purposes of trafficking. The focus question is: how can engineering technology provide an affordable solution, while upholding ethics, to combat traffickers? An interdisciplinary approach is justified as the issue is too broad for a single discipline.
This document provides an overview of a webinar on intervention tactics for human rights abuses. It discusses foundations for strategic thinking and tactical innovation, key terms, reasons for new tactics, and explores four types of intervention tactics: resistance, disruption, persuasion, and incentives. Examples of each type of tactic are described, including anonymous resistance in Turkey, the Singing Revolution in Estonia, rescuing child laborers in India, enlisting local leaders to end harmful customs in Ghana, and consumer boycotts in South Africa's anti-apartheid movement.
Running head: ADAPTIVE LEADERSHIP 1
ADAPTIVE LEADERSHIP 4
Adaptive Leadership
Student’s Name
Institution Affiliation
Adaptive Leadership
According to Heifetz and Donald (2001), an adaptive leadership is the kind of leadership where there is the mobilization of the people in order to carry out the tough challenges for the purpose of success. These challenges that needs to be mobilized are divided into adaptive challenges and the technical fixes. Before taking action to find the solution to this challenges, it is important to diagnose the adaptive verses the technical challenges. The diagnosis enables the adaptive leadership to know the exact method that should be used to solve the challenge successful. This is because, the adaptive challenges requires the team or the individual to learn the new techniques that will be used to solve the problem (Savage, n.d.). This means that the individuals to be used in giving solutions are required to alter their believes, loyalties and the values. But on the other hand, the technical fixes only needs the knowledge of the expert to solve the problem within a short period of time (Savage, n.d).
In the career that I am pursuing, an example of the adaptive challenge that I am wrestling with is the use of the blended learning program to increase the knowledge and the skills of the employees. It is among the many adaptive challenges as it requires the employees to alter with their daily activities and the strategies. But this can be made different by the use of the following four competencies. With the diagnosis situation competence, a deeper understanding of the situation together with the different interpretations has to be done (Heifetz, & Linsky, 2002). Understanding the blended learning program well will enable the employment of the good techniques that will not inconvenience the workers. This is followed by managing self where the where the assumptions about the strengths and the weakness are evaluated concerning the situation. This will help in reducing the challenges by knowing whether to maintain the program or not from the strength and the weakness that is has. From this program, we can see that there are a lot of the strength to reap from it hence it is of benefit to the organization and the personal level. Next we have intervene skillful where the program is analyzed to see if there are chances of making progress from it (Heifetz, & Linsky, 2004). From our challenging program, we can see that it has to be partaken because it helps in making the progress through the gained skills and knowledge. Lastly energizing others where they are made to be interested to attend the learning program so that they can gain more knowledge and skills (Heifetz, & Linsky, 2004).
References
Heifetz, A. R. & Donald L. L. (2001 ...
Strategies to enhance research impact: Six lessonsODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he reviews and expands upon the six lessons that ODI's RAPID programme has learned about helping research inform policy and practice.
This document provides an overview of Module 4 of the Migrant Community Mediation Course. The module aims to teach participants how to choose effective messages and communication methods as a migrant community mediator. It covers crafting messages, the importance of aligning messages with policies, and effective communication tools. Examples are provided to inspire participants on forming empowering messages and using tools like events to engage audiences. Public meetings and briefings are discussed as event options, outlining best practices for planning successful online and in-person engagement. The overall goal is to equip participants with the skills to become informed voices in their communities.
What can NGO campaigners learn from non-violent pro-democracy movements - Sin...more onion
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Step Seven of the Accountability in Action training kit.
In this step we learn about evidence-based advocacy. We will learn how to develop an advocacy strategy and consider who you should make your case to and how to communicate it.
The document provides guidance for honors students on conducting a project related to the 2010/2011 honors study topic of "The Democratization of Information: Power, Peril, and Promise". It recommends keeping a journal to document research, leadership development, service activities, and collaboration. Examples of journal prompts are given related to choosing an issue, research process, leadership roles, intended impact, and feedback.
Similar to 5 Steps to Tactical innovation - Nancy Pearson (20)
1. A Project of 649 Dayton Avenue St. Paul, MN 55104 USA T:+1.612.436.4800 Email: newtactics@cvt.org Websites: http://www.cvt.org http://www.newtactics.org New Tactics “ 5 Steps to Tactical Innovation” Featuring: The Tactical Map and Spectrum of Allies Tools for Building Strategy and Tactics Nancy L. Pearson, M.S.W., L.I.S.W. New Tactics in Human Rights Project Manager The Center for Victims of Torture
2.
3. New Tactics in Human Rights – Home Page SHARE www.newtactics.org
4. New Tactics Online Dialogues – Currently OPEN SHARE
38. 1. Identify the Problem 5. Develop a plan of action for implementation New Tactics – 5 Steps to Tactical Innovation 2. Build a Common Vision 3. Define the Terrain Using “Tactical Map” & “ Spectrum of Allies” tools 4. Explore & Select Tactics Using participants’ experiences & New Tactics resources
40. Tactical Map Tool The Center for Victims of Torture—New Tactics in Human Rights Project Introducing the Step Three: Define the Terrain
41. 1. Identify the Problem 5. Develop a plan of action for implementation New Tactics – 5 Steps to Tactical Innovation 2. Build a Common Vision 3. Define the Terrain Using “Tactical Map” & “ Spectrum of Allies” tools 4. Explore & Select Tactics Using participants’ experiences & NT resources The Center for Victims of Torture—New Tactics in Human Rights Project
47. STEP ONE: Determine the center relationship Center Relationship 1 Person 1 Person Choose TWO people who have a FACE-TO-FACE relationship and clearly represent the problem you are seeking to change.
48. STEP TWO: Add those that have DIRECT CONTACT with the center relationship Center Relationship 1 Person 1 Person People, organizations, institutions at the community level that connect to or have an interest in the two people at the center.
49. Center Relationship 1 Person 1 Person People, organizations, institutions at the community level that connect to or have an interest in the two people at the center. People, organizations, institutions at the community & national level . STEP THREE: Add those that have INDIRECT CONTACT with the center relationship (local/national)
50. Center Relationship 1 Person 1 Person People, organizations, institutions at the community level that connect to or have an interest in the two people at the center. People, organizations, institutions at the national level . People, organizations, institutions at the international level . STEP FOUR: Additional INDIRECT CONTACTS (international)
51. Center Relationship 1 Person 1 Person People, organizations, institutions at the community level that connect to or have an interest in the two people at the center. People, organizations, institutions at the national level . People, organizations, institutions at the international level . STEP FIVE: Where are YOU on the map?
52.
53.
54. YOU! TARGET NEXT: Identify a TARGET for potential tactical interventions 1 Person 1 Person
55.
56. What is the identified problem? STEP ONE: Determine the center relationship
61. HER FATHER NUJOOD Problem: CHILD BRIDES STEP TWO: Those with DIRECT CONTACT (face-to-face)
62. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Problem: CHILD BRIDES STEP TWO: DIRECT CONTACT (face-to-face)
63. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Problem: CHILD BRIDES
64. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister STEP THREE: Those with INDIRECT CONTACT (local / national) Problem: CHILD BRIDES
65. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Yemeni Women’s Union Sister STEP THREE: INDIRECT CONTACTS (local and national) Problem: CHILD BRIDES Court House Police Station Journalists Yemen Times Newspaper Sharia Committee Tribal Judge Private school Taxi Driver Seyaj / Child Protection Girls Forum For HR Sisters’ Arab Forum Governorates Parliament Village Community Conservative Liberal
66. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Yemeni Women’s Union Sister STEP FOUR: Identify INDIRECT CONTACTS (INTERNATIONAL) Problem: CHILD BRIDES Court House Police Station Journalists Yemen Times Newspaper Sharia Committee Tribal Judge Private school Taxi Driver Seyaj / Child Protection Girls Forum For HR Sisters’ Arab Forum Governorates Village Community Parliament Conservative Liberal
67. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Yemeni Women’s Union Sister Problem: CHILD BRIDES Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Private school Taxi Driver Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Village Community IRIN News STEP FOUR: Those with INDIRECT CONTACT (international) Condoleezza Rice, US State Dept Sisters’ Arab Forum Sharia Committee Parliament Conservative Liberal
68. The Center for Victims of Torture—New Tactics in Human Rights Project STEP FIVE: Where are YOU ?
69.
70. HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Problem: CHILD BRIDES STEP SIX: What are the NATURE of the relationships?
71. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Village Community IRIN News Condoleezza Rice, US State Dept Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school STEP SIX: NATURE of the relationships Sharia Committee Parliament Conservative Liberal
72. NEXT: Discuss and identify TARGETS where tactical interventions took place
73. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Village Community IRIN News Condoleezza Rice, US State Dept Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee Parliament Conservative Liberal NEXT: TARGETS of tactical action
74. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee Condoleezza Rice, US State Dept NEXT: TARGETS of tactical action
75. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee Condoleezza Rice, US State Dept NEXT: TARGETS of tactical action
76. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee Condoleezza Rice, US State Dept NEXT: TARGETS of tactical action
77. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee NEXT: TARGETS of tactical action Condoleezza Rice, US State Dept
78. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Sharia Committee Condoleezza Rice, US State Dept NEXT: TARGETS of tactical action
80. 1. Identify the Problem 5. Develop a plan of action for implementation New Tactics – 5 Steps to Tactical Innovation 2. Build a Common Vision 3. Define the Terrain Using “Tactical Map” & “ Spectrum of Allies” tools 4. Explore & Select Tactics Using participants’ experiences & NT resources The Center for Victims of Torture—New Tactics in Human Rights Project
81.
82. The Spectrum of Allies tool - to better understand ourselves (including allies) and our opponents. Know Yourself Know Your Opponent The Center for Victims of Torture—New Tactics in Human Rights Project
83. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Using our tactical map Sharia Committee Condoleezza Rice, US State Dept
89. 5 1 2 3 4 Your Objective Active Opponents NEUTRAL Active Allies Passive Allies Passive Opponents حليف ايجابي : الحلفاء الغير نشيطبن المحايدين المعارضين الغير نشطين المعارضين / الخصوم الايجابيين Original Source for Spectrum of Allies – www.trainingforchange.org and adapted by New Tactics in Human Rights – www.newtactics.org
90.
91.
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93. Yemeni Women’s Union Court House Police Station Journalists Yemen Times Newspaper Sharia Committee Tribal Judge Seyaj / Child Protection Girls Forum For HR GWCC / YYDF Glamour Magazine Governorates Parliament Village Community IRIN News Condoleezza Rice, US State Dept Sisters’ Arab Forum HER FATHER NUJOOD Judge’s Family Husband Brothers Judge Shada Nasser HR Lawyer Arresting Officer Taxi Driver Sister Private school Use our tactical map to create our Spectrum Yemen Times Newspaper IRIN News Seyaj / Child Protection
94. 5 1 2 3 4 Neutral Passive Allies Active Allies Active Opponents Passive Opponents
95. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides
97. 5 1 2 3 4 NUJOOD GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF HER FATHER
99. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF Tribal Judge Brothers Sharia Committee Husband
101. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF Tribal Judge Brothers Sharia Committee Husband Condoleezza Rice, US State Dept Judge’s Family IRIN News Sister
103. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF Tribal Judge Brothers Sharia Committee Husband Condoleezza Rice, US State Dept Judge’s Family IRIN News Governorates Parliament Conservative Parliamentarians Liberal Parliamentarians Sister
105. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF Tribal Judge Brothers Sharia Committee Husband Condoleezza Rice, US State Dept Judge’s Family IRIN News Governorates Parliament Conservative Parliamentarians Liberal Parliamentarians Sister Village Community Court House Private school Police Station Arresting Officer Taxi Driver Journalists
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108. 5 1 2 3 4 NUJOOD HER FATHER GOAL: END the practice of Child Brides Judge Shada Nasser HR Lawyer Glamour Magazine Yemen Times Newspaper Girls Forum For HR Seyaj / Child Protection Yemeni Women’s Union Sisters’ Arab Forum GWCC / YYDF Tribal Judge Brothers Sharia Committee Husband Condoleezza Rice, US State Dept Judge’s Family IRIN News Governorates Parliament Conservative Parliamentarians Liberal Parliamentarians Sister Village Community Court House Private school Police Station Arresting Officer Taxi Driver Journalists
Where on our map might we apply the two tactics from this week’s assignment? Training Victims as Human Rights Monitors Civilizing the Bureaucrat NOTE: Potential target areas for these tactics: Victims as monitors: the women’s NGO organizations Civilizing the Bureaucrat: Judge, court house (other judges), tribal judge, Parliament
#3 Neutral (Passive) : these are actors that may not have a clear investment, interest, or perhaps knowledge of the situation so they don’t take a stand on your goal/objective one way or the other. NOTE: Often the people here don’t move in one direction or another until YOU choose a tactic. Sometimes the tactic itself will make people decide if they are allies or opponents. Who are the people we can identify that would be in this “neutral” position? Court Police station Arresting officer Journalists Taxi driver MORE TOWARD OPPONENT – Village community (this is mixed right?) MORE TOWARD ALLY – Private school , this is where Nujood goes to school, we might think that they would want young girls to remain in school rather than get married. NOTE: If you are targeting those in this area, you want your tactics to educate, appeal to, and move people to take a favorable position on your goal/objective—with the goal of moving them at least into the “Passive Allies” position on the spectrum. You want to win over or at least neutralize uncommitted parties so they don’t become your opponents.
Who would be our most ACTIVE ALLY from our tactical map? - Add Nujood Who would be our most ACTIVE OPPONENT from our tactical map? – Add “Her Father” NOTE: If the two people at your CENTER do not line up in these two spaces – then their something not right about the Center of your map. The center must represent your PROBLEM and a relationship that you want to see CHANGED. NOTE: That the OBJECTIVE has 2 purposes – reminding us that we want to END CHILD MARRIAGE but also what would our objective be for a specific TARGET. [you will need to revisit this at the end] Now let’s consider ALL the ACTIVE ALLIES from the case study that we read – and looking our tactical map, who would we consider our active allies in ending child marriage? Judge Shada Nasser- HR Lawyer Yemen Times Newspaper NGOs - Girls Forum For HR Sisters’ Arab Forum Seyaj / Child Protection Yemeni Women’s Union GWCC / YYDF and its founder - Glamour Magazine
#1 Active Allies : these are the “actors” you feel ALREADY support the goal/objective you are trying to reach. Who would be our other most ACTIVE ALLY from our tactical map? - Add Nujood Judge Shada Nasser- HR Lawyer Yemen Times Newspaper NGOs - Girls Forum For HR Sisters’ Arab Forum Seyaj / Child Protection Yemeni Women’s Union GWCC / YYDF and its founder - Glamour Magazine NOTE: If you are targeting those in this area, you want your tactics to strengthen the solidarity, unity, joint activity, etc with those in this area of the spectrum. Your goal is to keep them in the “Active Allies” area on the spectrum and even increase how active they are in working toward your goal/objective.
#1 Active Allies : these are the “actors” you feel ALREADY support the goal/objective you are trying to reach. Who would be our other most ACTIVE ALLY from our tactical map? - Add Nujood Judge Shada Nasser- HR Lawyer Yemen Times Newspaper NGOs - Girls Forum For HR Sisters’ Arab Forum Seyaj / Child Protection Yemeni Women’s Union GWCC / YYDF and its founder - Glamour Magazine NOTE: If you are targeting those in this area, you want your tactics to strengthen the solidarity, unity, joint activity, etc with those in this area of the spectrum. Your goal is to keep them in the “Active Allies” area on the spectrum and even increase how active they are in working toward your goal/objective.
#5 Active Opponents : These are actors that have a significant opposition to your goal/objective, so much so that they are ACTIVELY working against you. They have an investment and stake in defeating your goal/objective. Who are our ACTIVE Opponents from the case study? List: Her father Husband Brothers Tribal judges Sharia Committee NOTE: If you are targeting those in this area, you need tactics that would “divide and conquer” the opposition or significantly raise the stakes of their opposition in order to move them into the “Passive Opponents” area. You would be looking for tactics that would create situations that would be very costly (politically, financially, morally, etc) for your opponent if they actively oppose your goal/objective.
#5 Active Opponents : These are actors that have a significant opposition to your goal/objective, so much so that they are ACTIVELY working against you. They have an investment and stake in defeating your goal/objective. Who are our ACTIVE Opponents from the case study? List: Her father Husband Brothers Tribal judges Sharia Committee NOTE: If you are targeting those in this area, you need tactics that would “divide and conquer” the opposition or significantly raise the stakes of their opposition in order to move them into the “Passive Opponents” area. You would be looking for tactics that would create situations that would be very costly (politically, financially, morally, etc) for your opponent if they actively oppose your goal/objective.
#2 Passive Allies : these are the actors you feel are LIKELY to support or have some similar goals/objectives to those you are trying to reach. Who are our passive allies from the case study? Judge’s family ---- perhaps they are on the line, they helped Nujood, perhaps they can be engaged to help others in the future? IRIN - humanitarian news and analysis - a service of the UN Office for the Coordination of Humanitarian Affairs (NOTE – this could add an additional “point of contact” on our tactical map to lead to the United Nations, right?! This agency might also be a bit more on the “cusp”) Condoleezza Rice (former secretary of state) Sister – why might we put her here? NOTE: If you are targeting those in this area, you want your tactics to increase the ways in which you can create more interest and investment to build more solidarity, unity, joint activities, etc with those in this area of the spectrum. Your goal is to move them into the “Active Allies” area on the spectrum.
#2 Passive Allies : these are the actors you feel are LIKELY to support or have some similar goals/objectives to those you are trying to reach. Who are our passive allies from the case study? Judge’s family ---- perhaps they are on the line, they helped Nujood, perhaps they can be engaged to help others in the future? IRIN - humanitarian news and analysis - a service of the UN Office for the Coordination of Humanitarian Affairs (NOTE – this could add an additional “point of contact” on our tactical map to lead to the United Nations, right?! This agency might also be a bit more on the “cusp” Condoleezza Rice (former secretary of state) Sister – why might we put her here? NOTE: If you are targeting those in this area, you want your tactics to increase the ways in which you can create more interest and investment to build more solidarity, unity, joint activities, etc with those in this area of the spectrum. Your goal is to move them into the “Active Allies” area on the spectrum.
#4 Passive Opponents : These are actors that have a significant enough level of doubts about your goal/objective that they do not support what you are doing. They are not yet actively opposing you, but they are not necessarily neutral about what you are doing. Who can we put this area of our spectrum from the case study? Governorates Parliament But what else do we know from the case study about Parliament? Are all the parliamentarians opposed to ending child marriage? NO – we find in our case study that there are LIBERAL Parliamentarians who argue that child marriages create long lasting psychological and physical harm. So we could add them to our more active allies. The CONSERVATIVE Parliamentarians however might be closer to the active opponent side, although all we know about them from our case study is that they argue that Islam does not dictate an age for marriage. NOTE: If you are targeting those in this area, you want your tactics to at least arouse doubts about their own position or interests regarding your goal/objective—with the goal of moving them into the “Neutral” area of the spectrum. You want “Passive Opponents” to be “neutralized” and not create opposition to your goal/objective or increase the power of your opponents.
#4 Passive Opponents : These are actors that have a significant enough level of doubts about your goal/objective that they do not support what you are doing. They are not yet actively opposing you, but they are not necessarily neutral about what you are doing. Who can we put this area of our spectrum from the case study? Governorates Parliament But what else do we know from the case study about Parliament? Are they all parliamentarians opposed to ending child marriage? NO – we find in our case study that there are LIBERAL Parliamentarians who argue that child marriages create long lasting psychological and physical harm. So we could add them to our more active allies. The CONSERVATIVE Parliamentarians however might be closer to the active opponent side, although all we know about them from our case study is that they argue that Islam does not dictate an age for marriage. NOTE: If you are targeting those in this area, you want your tactics to at least arouse doubts about their own position or interests regarding your goal/objective—with the goal of moving them into the “Neutral” area of the spectrum. You want “Passive Opponents” to be “neutralized” and not create opposition to your goal/objective or increase the power of your opponents.
#3 Neutral (Passive) : these are actors that may not have a clear investment, interest, or perhaps knowledge of the situation so they don’t take a stand on your goal/objective one way or the other. NOTE: Often the people here don’t move in one direction or another until YOU choose a tactic. Sometimes the tactic itself will make people decide if they are allies or opponents. Who are the people we can identify that would be in this “neutral” position? Court Police station Arresting officer Journalists Taxi driver MORE TOWARD OPPONENT – Village community (this is mixed right?) MORE TOWARD ALLY – Private school , this is where Nujood goes to school, we might think that they would want young girls to remain in school rather than get married. NOTE: If you are targeting those in this area, you want your tactics to educate, appeal to, and move people to take a favorable position on your goal/objective—with the goal of moving them at least into the “Passive Allies” position on the spectrum. You want to win over or at least neutralize uncommitted parties so they don’t become your opponents.
#3 Neutral (Passive) : these are actors that may not have a clear investment, interest, or perhaps knowledge of the situation so they don’t take a stand on your goal/objective one way or the other. NOTE: Often the people here don’t move in one direction or another until YOU choose a tactic. Sometimes the tactic itself will make people decide if they are allies or opponents. Who are the people we can identify that would be in this “neutral” position? Court Police station Arresting officer Journalists Taxi driver MORE TOWARD OPPONENT – Village community (this is mixed right?) MORE TOWARD ALLY – Private school , this is where Nujood goes to school, we might think that they would want young girls to remain in school rather than get married. NOTE: If you are targeting those in this area, you want your tactics to educate, appeal to, and move people to take a favorable position on your goal/objective—with the goal of moving them at least into the “Passive Allies” position on the spectrum. You want to win over or at least neutralize uncommitted parties so they don’t become your opponents.
Using the Spectrum to select a TARGET We want to move a “target” just ONE segment toward our active ally position. What do we want our tactics to do with this kind of target moving from PASSIVE to ACTIVE ALLY? NOTE: Not at all likely to move an ACTIVE OPPONENT all the way to ACTIVE ALLY – requires a conversion experience.
Language Human behavior / habits Political system Political climate Religious perspectives Traditions