Change through confrontation Greenpeace,

campagne-organisatie pur sang

Joeri Thijs 28/11/2013

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case: Beïnvloeding van bedrijven – Nestle, Mattel

Kernwaarden

Onafhankelijkheid

Geweldloosheid

Confrontatie

Oplossingen

BURGER/

CONSUMENT BELEID BEDRIJVEN

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RESEARCH - ONDERZOEK

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case: Beïnvloeding van bedrijven – Nestle, Mattel

Power -

analyse

Critical

pathway

Motivational

strategy

An example : Suzie's campaign

Imagine Suzie, 8 years old, on a very very hot Sunday afternoon.

Mum and Dad are sitting in the living room, reading, and Suzie's in the garden. It's so hot, Suzie decides to do something :

• What is Suzie's objective ?

• Who can give her what she wants ?

• Who can she influence ?

• What is the motivational message ?

• What are Suzie tactics ?

Suzie’s campaign

The Problem

WHAT DO I WANT?

Who can make the change?

SUZIE’S POWER ANALYSIS

Analysis

• Who can give me what I want?

Analysis

• Who can I influence?

Analysis

• Who can I influence?

What will make him change?

Strategy (Critical pathway)

SUZIE’S MOTIVATIONAL

(communicating) STRATEGY

You are a bad papa to

neglect your daughter

What do I do to motivate him?

Tactics (Motivational strategy)

Win

1 Players

• Who might be involved ?

• What is their power regarding the issue ?

Power Analysis : the 3P's Players – Power – Processes

• Key actors map

Influ

ence

Position - +

Power Analysis : the 3P's Players – Power – Processes

2 Power

• Who holds power (over whom and what) ?

• Where does power flow to/from ?

• Why would this change ?

Power Analysis : the 3P's Players – Power – Processes

3 Processes

• Identify decision points

• Look at trends, external events and anticipate these, make the best use of them when they happen

• Who can be our allies?

• Who will be against the change?

• Who will ‘normally’ be neutral?

• Who influences these players?

• Who can Greenpeace influence?

Critical pathway

Critical pathway

• Describes a series of ‘influence steps’ that will achieve your goal

• Identifies which players need to be moved, kept where they are or ignored

• Spells out who will influence other players to move, how they will do this and what the outcome will be

• Start at the end and work backwards

Sometimes you need to...

• remove or weaken the influence of a player (eg by discrediting them 'name&shame')

• make sure neutral players stay neutral (and don't start working against you)

• segment players or exploit internal divisions

• introduce new players in order to shift the balance of power (eg leverage points)

Critical pathway

Communications • Campaigns are needed because there is an urgent

problem which has to be made public in order to be resolved.

• Non-urgent problems may require education or information but they are unlikely to justify campaigns.

• Campaigns are communication exercises. Effective motivation needs simplicity in message and purpose.

• Communicate only one thing at a time. Use a simple unambiguous 'call to action' which requires no explanation.

KISS You all remember SWOT and SMART

initials, but do you know what KISS stands

for ?

Start where your audience is, know you audience,

tailor you message, KISS

Keep It Simple, Stupid !

Strategy without tactics is

the slowest road to victory.

Tactics without strategy

is the noise before defeat. Sun Tsu

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Greenpeace = campagne-organisatie

Enkele basisprincipes

Case: Beïnvloeding van bedrijven – Nestle, Mattel

Problem

Deforestation & peatland conversion in

Indonesian rainforests for pulp & paper

Target:

APP:

Asia Pulp &

Paper Group

Objectives

Contract cancellations by clients of APP

APP engages in negotiations with Greenpeace

on peat clearance and moratorium on forest

conversion as a result of contract cancellations

Main strategies

Investigate

Global, step-by-step public pressure on APP-clients with visible brands, like Mattel (Barbie)

Results

Contract cancellations by Mattel, Lego &

Hasbro & Disney + zero deforestation policies.

In an agreement with Greenpeace, APP

announced a new Forest Conservation Policy

that “puts an immediate end to all natural

forest clearing in Indonesia”.

Greenpeace: “We commend APP for making this commitment to

end deforestation, but it’s what happens in the forest that counts

and we will be monitoring progress closely”.

Approach to companies

1. Commit – brand commitment, statement in

corporate policy

1. Practice – supplier practice, act on supply

chain

1. Advocate wider change – lobby for

legislation or business agreements (level

playing field)

Basic rules

• Investigation

• No one-shots

• No permanent

friends, nor enemies

• Creative & sustained

confrontation

• Solution-oriented

• Clear demands