Arkansas advocacy


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  • KEN Need Focus and Priorities Hard Rock Café Clarity Positioning Challenge: KSFs Transformation>Information
  • WENDY Support is there, not commitment. There is a lot that people don’t know about libraries. Support is only marginally related to use. Don’t focus on users. Perceptions of the librarian are highly relevant to support. “Passionate librarians” who are involved in the community make a difference. The library occupies a clear position as a provider of practical answers and information. This is a crowded space. Reposition. Belief that the library is a transformational force in people’s lives is directly related to their level of funding support. Increasing support may not necessarily mean a trade-off with financial support for other public services. Elected officials are supportive… but not committed to increased funding. Identifying and engaging super supporters and probable supporters is critical.
  • WENDY Research: “passionate” librarians who are visibly involved with the community make a difference. They are known to engage supporters. Example of Rose Powers, branch head at Chicago PL.
  • WENDY Research implies much about they way we must craft and target our messages. Transformations often conveyed by stories. Denning: “springboard stories”: short, hero, aha moment, urgency and action. Collect and tell them strategically. Infrastructure for our desired future: prosperity, quality of life, social cohesion. Necessity: group with the essentials. Future rather than nostalgia (though nostalgia has some appeal). Focus on the benefits in ROI terms. Rich body of evidence.
  • KEN Chemers
  • KEN Rationality/ appeals/ consultation Carville Matalin Socio/Economic/Educational Context; History Connecting with Changing Agendas Legitimacy Trust Relationships View of Colleagues Tactics: Ingratiation (make them feel important) Assertiveness (make demands) Rationality (explain reasons) Sanctions (administrative means for compliance) Exchange of benefits (trade-offs) Upward influence (appeal to higher levels) Blocking (prevent from achieving goal) Coalitions (enlist others to influence) Inspirational Appeals Consultation Most common: rational and inspiration appeals and consultation Least common: exchange, coalitions and pressure tactics (blocking and sanctions) Least successful: controlling and power
  • KEN WHAT DOES NOT WORK IN ISOLATION Demand for Services Entreaties from Patrons/Customers Advocacy by Stakeholders Lobbying by Boards Effectiveness of Service Perceptions of Service ? Lobbyists Power and control INTUITION The hard sell. No compromise Persuasion is not great arguments (need credibility, emotional language, mutual beneficial) One-shot effort. Conger. HBR Persuasion is not convincing and selling but learning and negotiating.
  • WENDY It is not my job Lack competence (or a plan) Talking is not influencing There are no silver bullets or quick fixes Do not try to influence everyone (focus on reports and opinion leaders) WHY NOT DO THESE THINGS?
  • WENDY Definition Public Relations Publicity Marketing Lobbying At the Table
  • WENDY Connect Agendas; Their Reasons/Not Yours; About relationships and Respect; Banking
  • KEN
  • KEN Power: possession of control, authority or influence over others Influence: act of producing an effect without apparent exertion of force or direct exercise of command Control > Direct Influence > Indirect Influence > No Influence REWARD / COERCIVE / LEGITIMATE (POSITION) / REFERENT (ATTRACTED TO YOU) / EXPERT (mgrs overvalue credibility and expertise)
  • Joan Rivers; CURSE OF HIGH PUBLIC SATISFACTION; POLICE / FIRE POOR PERFOMANCE LOW EXPECTATIONS VS SOCCER FIELDS IF BRUTE FORCE NOT WORKING NOT USING ENOUGH! About relationships About approaches About context About issues About issues – framing; information; expertise
  • KEN
  • KEN
  • KEN Importance of networks for all staff Know your MLA, council members, provost, deans not about wining but negotiating for long haul Couples— Coercion no Rationality no “ You know, we’ve been together for a while now. We share the same goals” then the pitch. Yet we do not do this… even existing partnerships. Especially under stress.
  • KEN
  • Arkansas advocacy

    1. 1. Reshaping the Advocacy Debatefor Stronger Learning, Research,Discovery, Libraries and Communities Stephen Abram Additional Credit: Ken Haycock & Wendy Newman
    2. 2. Not Business as Usual!  Change is speeding up (D’oh!)  Boomers aren’t the largest demographic  Demographics have changed radically (although opinions haven’t caught up)  Kids have materially changed (skills,brain, genome, IQ, development …)  Technology has changed more than everything  Personal matters – e.g. shared home lines to personal mobile  “Everything bad is good for you”  Managing the ‘Commons’ as strategy not service space  Role of quality curation versus consumer web search  Library staff T&D, webinars and conferences, i.e. TALL Texans / NELI  PAC2
    3. 3. What we know is POWERFUL! Via Stephen’s Lighthouse Blog “Curb Your librarian Frustration in 8 Easy Steps” New York State 2012 Summary of School Library Research Ken Haycock OLA Summary of School Library Impact Studies Advance: McKinley HS Study by Project Tomorrow Project Tomorrow reports to Congress Alison Head and Information Fluency research Foresee Data and overall Usage Data Pew Internet & American Life reports Bill & Melinda Gates Foundation studies IMLS, NCES, ARL, ACRL, ALA, LJ, etc.3
    4. 4. The Value of Libraries Soundbite The Value of Public Libraries The Value of School Libraries The Value of Academic and College Libraries / redux-acrl/ The Value of Special Libraries Library Advocacy: Save the Library Campaigns Storytelling…
    5. 5. The Value of Libraries Soundbite The Value of Academic and College Libraries college-libraries/ ACRL The Value of Academic Libraries libraries-redux-acrl/ VALUE OF ACADEMIC LIBRARIES TOOLKIT• Working Together: Evolving Value for Academic Libraries
    6. 6. What We Never Really Knew Before 27% of our users are under 18. 59% are female. 29% are college students. 5% are professors and 6% are teachers. On any given day, 35% of our users are there for the very first time! Only 29% found the databases via the library website. 59% found what they were looking for on their first search. 72% trusted our content more than Google. But, 81% still use Google. (Wikipedia too)
    7. 7. 2010 Eduventures Research on Investments 58% of instructors believe that technology in courses positively impacts student engagement. 71% of instructors that rated student engagement levels as “high” as a result of using technology in courses. 71% of students who are employed full-time and 77% of students who are employed part-time prefer more technology- based tools in the classroom. 79% of instructors and 86 percent of students have seen the average level of engagement improve over the last year as they have increased their use of digital educational tools. 87% of students believe online libraries and databases have had the most significant impact on their overall learning. 62% identify blogs, wikis, and other online authoring tools while 59% identify YouTube and recorded lectures. E-books and e-textbooks impact overall learning among 50% of students surveyed, while 42% of students identify online portals. 44% of instructors believe that online libraries and databases will have the greatest impact on student engagement. 32% of instructors identify e-textbooks and 30% identify interactive homework solutions as having the potential to improve engagement and learning outcomes. (e-readers was 11%) 49% of students believe that online libraries and databases will have the greatest impact on student engagement. Students are more optimistic about the potential for technology.
    8. 8. OMG – eBooks! Re-framing as an opportunity not a crisis11
    9. 9. Black & White
    10. 10. Recognize key shifts – Challenge Assumptions
    11. 11. Carl Grant’s Differentiators• Access to the library collections and services from any device, at any time from anywhere. (mobile)• Massive aggregates of information that have been selected for inclusion because of their quality by either: a) librarians, or b) filtered by communities of users through ranking systems and ultimately reviewed and signed-off by librarians for final inclusion in those aggregates. (cloud computing)• Discovery workbenches or platforms that allow the users to discover existing knowledge and build new knowledge in highly personalized manners. (discovery products with new extensions)• Easy access and integration of the full range of library services into other products they use frequently, such as course or learning management systems, social networking, discussion forums, etc. (rich APIs, extensive support of Apps and standards to support other extensions) [Linked Data]• Contextual support, i.e. the ability for librarianship to help members understand the environment in which a particular piece of work was generated (for instance, Mark Twains writings, or scientific research-is this a peer reviewed publication? (new products needed)• Unbiased information. (start conveying the distinction, a huge differentiator)• Pro-active services. Get out in front. Someone up for tenure? Go to their office. Find out what they need and get it to them. (analytic tools, coupled with massive aggregates of data)
    12. 12. Stephen Abram’s Key DifferentiatorsSustainability versus digital evolution• Our people are our brand – not information, databases, technology or books. Staff deliver the service. A service devoid of staff promotion is a recipe for failure or outsourcing.• Question improvement• Predictive service through excellent contextual relationships• Copyright knowledge and compliance• Service, professional service not good and efficient step&fetchit servitude• Information fluency professional development – not mere training, literacy, …• Special and unique collections curated in context and pruned as needed• Curriculum, discovery, teaching and research alignment• Visibility where the users are, not a destination strategy• eLearning development teams, MOOCs, eTextbooks, eReserves, eServices, etc.• Developing rubrics, measurements and proofs of impact
    13. 13. Death by Opportunity – Setting Priorities
    14. 14. Funding is Attitudinal … Support versus Commitment
    15. 15. Deer in headlamps slide here.
    16. 16. Sadly… New research shows . . .Library leaders are seen positively but not perceived to work with politicians or other community leaders for community development or betterment.
    17. 17. Advocacy Positioning Issues• Transformation not information Transactions.• Broad infrastructure not institutional walls.• Necessity not nice to have.• Future focused rather than past and tradition.• Return on investment (for me) not altruism for others.• Education and Information Professionals not ‘Service’ or Servant• Impact and Outcomes not Statistics and Effort• Values based not Motherhood and Apple Pie
    18. 18. Realities “Boomers” in power, but diversity rules Numbers = mandate Interest groups less influential Confrontation no longer effective – e.g. petitions money available but only for government priorities and emergencies Social power model
    19. 19. The Decision-maker’s EnvironmentVolatility of the public mood/staffmoraleGeneral dissatisfaction, distastefor the governing/administrative &political process and politicos and‘’cratspublic expectations & dogma  tax relief plus spending cuts  social program maintenance  deficit reduction  NO PAIN
    20. 20. The Decision-maker’s environment the reality that revenues grow more slowly than expenditures trickle down effect: federal-state municipal-institutional result:  cost containment, fiscal conservatism, “hanging tough”  look for “real savings” and “scapegoats”  less responsive to special interests
    21. 21. The Decision-maker’s environmentWhat points can we make thatare more compelling than theirneed to “hang tough” in thecurrent environment?What proofs do we have?Role of social media?Do you understandrevenue sources?
    22. 22. Understand the Difference in Influence Lobbying Public Relations Marketing & Promotion Advocacy Relationships30
    23. 23. What is Lobbying? Influencing decision- makers in the legislative process to take a certain position which they may otherwise not have taken.
    24. 24. Leadership Defined Leadership is a process of social influence through which one person is able to enlist the aid and support of others in the accomplishment of a common task.
    25. 25. Trust• Character• Competence• Confidence• Credibility• Congruence .
    26. 26. What WorksRationality/ appeals/ consultationSocio/Economic/Educational Context; History  Connecting with Changing Agendas  Legitimacy  Trust  Relationships  View of ColleaguesTactics:Ingratiation (make them feel important)Assertiveness (make demands)Rationality (explain reasons)Sanctions (administrative means for compliance)Exchange of benefits (trade-offs & compromise)Upward influence (appeal to higher levels)Blocking (prevent from achieving goal)Coalitions (enlist others to influence)Inspirational AppealsConsultation
    27. 27. What Works with PoliticiansCoalitionsNetworks of groups and individualsInfluential: personal values and beliefs and measures of ideology; belief about the outcome.Motivation: satisfying constituents, gaining influence, making good policyRelationships with them and THEIR networksAligning with their learning style(s)Stories
    28. 28. What Does Not WorkWHAT DOES NOT WORK IN ISOLATION✖ Demand for Services (Threats, real or implied)✖ Entreaties from Patrons/Customers✖ Advocacy by Stakeholders✖ Lobbying by Boards✖ Effectiveness of Service✖ Perceptions of Service? Lobbyists✖ Power and control✖ INTUITION• The hard sell.• No compromise• Persuasion is not great arguments• (need credibility, emotional language, mutually beneficial)• One-shot effort.• Persuasion is not convincing or selling but learning and negotiating.
    29. 29. Major Inhibitors
    30. 30. “Relationships cause people to want to be with you, but respect causes them to want to be empowered by you.”“The reality is that difficulties seldom defeat people; lack of faith in themselves usually does it.”
    31. 31. Advocacy Defined
    32. 32. What is Advocacy?• Understanding the agenda (e.g. smaller government)• creating a common agenda with decision-makers• lobbying effectively• working with the media• delivering the right message• to the right person• network of advocates• being at the table and/or consulted
    33. 33. Three things to remember:People do things for their reasons not yoursPeople pay attention to the things that they love and valueTell people what they need to hear, not what you want them to know.
    34. 34. What is Lobbying? Influencing decision- makers in the legislative process to take a certain position which they may otherwise not have taken.
    35. 35. What is Public Relations?  Getting the library’s message across  This is who we are and what we do, this is when and where we do it and for whom...  This is the Benefit.
    36. 36. What is Marketing?  finding out what the customer needs and changing, when necessary, to meet those needs  who are you, and what do you need, how, where and when can we best deliver it to you, tell you about it, [and what are you willing to pay or fund?]
    37. 37. What is Advocacy?  marketing an issue  support and awareness are built incrementally  your agenda will be greatly assisted by what we have to offer
    38. 38. Advocacy is:• telling the/a library story• creating conditions that allow others to act on your behalf• expanding someone’s consciousness• evoking or creating memories• confirming your identity• enhancing awareness, appreciation, support• Shared agenda – ALL types of libraries• TEAMWORK• Good Followership• HAVING A GOAL
    39. 39. Advocacy is:• an exercise in creativity and initiative• an art and a science• creating relationships, partnerships, coalitions• respecting other people’s views, priorities and reasons• a responsibility of leaders (and followers)• about potential and the future: the survival of libraries• Non partisan
    40. 40. Betrayal One of the main roles of an advocate is to “wake up” ourselves and others, and it is often through some form of betrayal that we receive such a wakeup call.
    41. 41. Advocacy Roles
    42. 42. Roles in AdvocacyIt is critical that groups in the sameenvironment are working in acoordinated and congruent mannertoward the same objectives.Internal backbiting and visible or subtlenon-support of people leading thecharge weakens and sabotages thewhole agenda.
    43. 43. Roles in Advocacy Decision makers feel uncertain and confused when groups or individuals supposedly working together assert different priorities. It also gives them an excuse to do nothing.
    44. 44. What’s at Stake?Library users tell us of:• the need for the librarian as a gateway and navigator to the increasingly overwhelming world of information and knowledge.• the need for the library as a public place for community, learning and for intellectual discourse.• the need for the electronic delivery of full text information and graphics to the user’s desktop –where they are.• Shared inspiration, community and learning• Shared economic and social success
    45. 45. What’s at Stake? Research tells us that the public and our users are consistently more supportive of libraries, librarians and library funding than our decision makers. Positions: 1.Economic 2.Learning Impact 3.Social & Access Mediation
    46. 46. What’s at Stake? “People love their libraries, but libraries cannot live on love alone.” Harness your passion! Find your courage!
    47. 47. Finding your passion...Dig down deeply underneath yourconcerns and find out what is reallyimportant to you about libraries.
    48. 48. Finding your courage...knowing what you really believe,and being passionate in that belief,is the first step in finding thecourage to speak out.
    49. 49. Finding your courage... The more you make your issue about the other person’s needs, it becomes less about you. And if it is not about you, what is there to be afraid of?
    50. 50. The Means Not The End Advocacy Advocacy
    51. 51. Power or Influence
    52. 52. The Advocacy PlanStart by asking these questions...Do we all have the same understanding of the issue? Words matter.Do we all agree that action must be taken?Do we have the time to dedicate to a serious planning effort?Will we make the time?
    53. 53. The Advocacy Plan Understand the environment in which your decision- makers are working. It determines the context for your planning.
    54. 54. Influencing Decision-makers Neutral position Your position Contrary position Neutral position Your positionWhat we want to do is move someone from the position they are currently at to a new position on an issue.
    55. 55. What influence techniques work on you?How were others successful in influencing yourposition? What did they do? What did they say? Your original position, Your new describe it: position,describe it:
    56. 56. Why be an advocate? If you don’t stand up for yourself and what you believe, who will do it for you? If you do nothing, will decision- makers usually do the right thing? You are your own best advocate!
    57. 57. The 5-step Advocacy Plan 1. Objectives 2. Target Groups 3. Strategies what? where? when?who? how? 4. Communication Tools 5. Evaluation
    58. 58. The 5-Step Advocacy PlanObjective: have a clear,measurable objective.
    59. 59.  Objective Make sure your objectives are SMART:  Specific  Measurable  Action-oriented with  Responsibilities stated and  Timed
    60. 60. The 5-step Advocacy PlanTarget Group(s): know who isimportant in the achieving of yourobjective; find out all you can aboutthem and their interests.
    61. 61.  Target Groups Your most important target group is often the smallest in number and thus potentially the easiest to reach.
    62. 62.  Target Groups deliver the right message to the right person who is important to a particular decision maker? get them to help champion your cause what is their context? research, research, research
    63. 63.  Strategies What are the obstacles?  Physical  Personal  Semantic  Environmental
    64. 64.  Strategies: Overcoming ‘obstacles’ Factors in the environment influencing government decisions  public opinion  fiscal pressures  interest groups  media coverage  timing: budgets, shuffles, elections  opposition parties  civil servants
    65. 65. The 5-step Advocacy Plan Strategies1. What?2. Where?3. When?4. Who?5. Why?6. How?
    66. 66.  Strategies What? Acknowledgeall the factors that maystand in the way ofachieving yourobjective: theobstacles.
    67. 67.  Strategies: overcoming obstacles Creating a Common Agenda  credible, relevant information is the key to success  accurate information earns trust; misinformation will destroy it  anyone can whine about an issue, not everyone can solve it  your issue is never alone on the agenda
    68. 68. Stop Whining!
    69. 69.  Strategies: overcomingobstacles The agenda gap: your agenda and the government or organization’s agenda may or may not be the same governments/organizations make decisions based on perceived public/ organizational interest the development of your position must reflect an understanding of their agenda
    70. 70.  Strategies: overcomingobstacles Creating a Common Agenda  this understanding will allow you to bridge the agenda gap  this understanding is critical to your being perceived as credible and with constructive solutions
    71. 71.  StrategiesWhere? “on their turf”When? on their time schedule,opportunistic tooWho? decide carefully who will do thecommunicating - match carefully forcredibility
    72. 72.  Strategies “People love their libraries,How? Determine whatyour key message will but librariesbe - use “soundbites” cannot live on love alone.”
    73. 73. The 5-step Advocacy Plan Communication Tools: Take a look at your strategies and decide what communication tool will most effectively deliver your message.
    74. 74. The Most Effective Communication Toolsword-of-mouthone-on-one meetingstelephonegroup meetingspublic meetings, forums
    75. 75.  Mass Communication ToolsE-mailTweetsLinkedInFacebookG+YouTubeletterspromotional materialinstructional materialnews releasesadvertisingbusiness cardsWebsitesT-shirts, buttons, bookmarks
    76. 76.  Communication tools -protocol invitations thank you’s photographs special events awards
    77. 77. CommunicationAdvocacy is about RESPECTunderstand what makes the other person “tick” - speak their languagebe briefbe appreciativebe specificbe informativebe courteousWIIFTShare and be social and memorable
    78. 78. The 5-step Advocacy Plan Evaluation Plan now how you willmeasure your success. (link back toyour objective.)
    79. 79.  Evaluationpart of planning: state measures of success in your objectivesaccountabilitydid you meet your objectives?what worked? Didn’t?would you do it again?what changes would you make?
    80. 80. SummaryAn effective advocate: knows how to access and use necessary resources knows how to contact key decision-makers writes an effective letter to a decision-maker knows who can get to the key decision-makers
    81. 81. SummaryAn effective advocate: • understands the governing environment • says “thank you”.... often • understands the importance of timing • never, ever cries “wolf” • is never a “lone wolf” • Knows the humanity of decision makers
    82. 82. Forces for Good: High-Impact NonprofitsPresents six practices of high impact non-profits:offering advocacy efforts and serviceharnessing market forces and leveraging the power and resources of businessengaging individuals from outside the organizationworking with and through other organizationslearning to adaptsharing leadership by empowering others
    83. 83. Applying What We Know
    84. 84. Lessons about tipping pointsConcentrate resources on a few key areas…connectors, mavens, salespeopleDo not do what you think is right…  test your intuitionsRecognize phases…  Early adopters; early majority; late majority; laggards
    85. 85. So… It is about advocacy and leadership… It is about relationships and influence… It is understanding the target – values, networks, connections, promises, colleagues, context… It is understanding the tactics and strategies and choosing appropriately and strategically… It is part of life in the organization and should be funded, supported and measured…
    86. 86. Conclusions…there is no one right answer, as situations and contexts vary… but there is evidence about what works and it is generally not what we are doing now…a critical new role dilemma is how to move advocacy based on evidence up the priority list in our organizations…we need more action-based research projects...We need leaders who understand and exercise social influence…The relationship is the message…
    87. 87. Whining
    88. 88. The relationship is the message…
    89. 89. What difference do you make?
    90. 90. The power of libraries
    91. 91. Until the lion learns to write her own story,the story will always be from the perspective of the hunter not the hunted.
    92. 92. Stephen Abram, MLS, FSLAVP strategic partnerships and markets Cengage Learning (Gale) Cel: 416-669-4855 Stephen’s Lighthouse Blog Facebook: Stephen Abram LinkedIn / Plaxo: Stephen Abram Twitter: sabram SlideShare: StephenAbram1