| by Simone Parrish, Knowledge Manager, Innovation
Network, Inc.
Influencing Decision Makers
Part Three
In this article, we will examine the third difference between
the evaluation of advocacy work and direct service evaluation:
the importance of relationship building.
We established earlier in the series that advocacy is about
influence: changing minds, reframing arguments, and inspiring
social movements. All advocacy efforts share similar target
audiences: a core of decision makers who have the power to
bring about the desired change. These decision makers are
often in government or the judiciary, but they can also be
community leaders, corporate bigwigs, or other “movers and
shakers.” Most of the time, an advocate doesn't have direct
access to this sphere. So how does change happen?
In our advocacy evaluation work, we've found that effective
advocacy happens through relationships with “key players.” An
advocacy organization is a key player in its own campaign;
other players include people and groups directly affected
by the issue (including the general public); the media; universities,
think-tanks, and research institutions; churches and other
faith communities; and labor organizations. Refer
to Figure 3 for an example of who might
be included in a sphere of influence. The list of key players
will be different for each issue and for each advocacy group
working on that issue.
Key players surround the core of decision makers. Again,
the decision makers are the people with the power and influence
to motivate change directly, whether through policy change,
changes in trade or corporate practices, or other broad influence
over public opinion and behavior. They are motivated by their
own agendas, and are unlikely to be moved to action until
a critical mass or undeniable volume of key players calls
for change.
Across these spheres of influence, an advocacy organization
builds relationships in stages: increasing awareness of an
issue, gaining allies, and winning champions. (See
Figures 4–5-I for a step-by-step graphic
of this process.)
Before advocacy work begins, engagement on the issue in
each of the spheres will probably be low. (Fig.
5-A) Most people won't be aware of the issue. Those who
are aware of it may not feel strongly about it. So, the first
necessary step in an advocacy campaign is to make people
aware of the issue. (Fig.
5-B) The framing of the issue becomes important at this
point: what sets an issue apart, why people should care about
it, and what it means to them.
Once an issue has reached a broad level of awareness, it's
time to gain allies. (Fig.
5-C) In this context, allies are people who are aware
of an issue and feel strongly about it. If they are asked
to send an email, donate money, or contribute time to an
advocacy effort, they will. The broader the base of allies,
the stronger an advocacy campaign becomes. When seeking allies,
advocates need to think outside traditional circles. For
example, during Innovation Network's evaluation of an advocacy
coalition, the coalition engaged allies within both Chambers
of Commerce and labor unions—two groups that would not normally
be found in a cordial partnership. Another excellent example
is the American Stroke Association's work teaching beauticians
to educate their clients about stroke warning signs.
After gaining allies, an advocacy organization needs to
win champions. (Fig. 5-D)
Champions are people so engaged by an issue that they will
work on their own to advance the movement. Advocates still
need to talk to their champions—to keep them informed of
developments, and encourage them to keep working—but the
champions will work for the cause without needing to be asked.
When an advocacy organization has high awareness, several
allies, and a solid number of champions within the Key Players'
sphere, it must then repeat the relationship-building steps
within the Decision Makers sphere. (Figs.
5-E to 5-G) Only when an issue has champions within this
sphere does the desired change becomes possible. (Fig.
5-H) Victory is still not certain: opponents still exist,
and circumstances keep changing. But having champions within
the Decision Makers' sphere is an excellent sign that a cause
is likely to succeed.
Next week, we'll review additional evaluation tips and resources.
Figures
Figure 3
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Figure 4
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Figure 5-A
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Figure 5-B
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Figure 5-C
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Figure 5-D
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Figure 5-E
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Figure 5-F
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Figure 5-G
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Figure 5-H
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Figure 5-I
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