How to work with Government. Our Government Queen FEDERAL G.G. House Legislature Senate Ministries...
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Transcript of How to work with Government. Our Government Queen FEDERAL G.G. House Legislature Senate Ministries...
![Page 1: How to work with Government. Our Government Queen FEDERAL G.G. House Legislature Senate Ministries Comm. P.M. P.M.O Cabinet Executive PROVINCIAL L.G.](https://reader038.fdocuments.us/reader038/viewer/2022110304/5518af28550346991f8b4e41/html5/thumbnails/1.jpg)
How to work with Government
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Our GovernmentQueen
FEDERAL
G.G.
House
Legislature
Senate
Ministries
Comm. Comm.
P.M.
P.M.O
Cabinet
Executive
PROVINCIAL
L.G.
Legislature
L.A.O
Ministries
Comm.
Premier
P.O
Cabinet
Executive
JUDICIAL
Supreme
Federal
Provincial
Municipal
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Our GovernmentProvincial Ministries
EducationMunicipal Affairs
Municipalities School Boards
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Knowing the Players
Decision Makers Targets Effective
AlliesEffective Enemies
Effective Neutrals
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Knowing the Players
The Mayor is a decision
maker, but he is not THE decision maker.
The people who have the power to meet your objective and give you
what you want.
Decision makers
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Knowing the Players
A Chief of Staff can’t make a decision, but
she is an asset in getting the right decision
made.
The people who influence decision makers.
Targets
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Knowing the Players
Your dad wants you to win, but he is not an ally
because he can’t help you.
The people who can help you
and are already willing to - not the people that
like you.
Effective Allies
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Knowing the Players
A Minister who likes the
environment but needs to keep spending down is an effective
enemy.
The people who can and will hurt
you – not the people who hate
you.
Effective Enemies
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Knowing the Players
Your dad, although he likes you,
doesn’t have an impact on the
outcome.
The people who don’t care about
the outcome and aren’t going to help or hurt
you.
Effective Neutrals
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Knowing the Players
Actors Group Responses
Decision Makers
Targets
Effective Allies
Effective Enemies
Effective Neutrals
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Knowing their Motivations
Desire
People do what you want
because they will get something
they want out of it.
Fear People will do what you want
because they are afraid of a person or consequence they will have to face if they don’t.
Inertia
People will do what you want because it’s too much trouble to get in the way of what you want.
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Decision Making Structure
What stages in what order
Committee consultation and/or staff
process?
Who has control when
Staff, public committee?
Who has input when
Open/closed?
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Decision Making Style
Mode
Politically or bureaucratically
driven.
Concentration
Centralized or decentralized
decision making.
Ethics
Pragmatic or principled.
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Knowing their Motivations
Motivations Group Responses
Desire
Fear
Inertia
Mode
Concentration
Ethics
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Knowing the Play
Objective Goals
Tactics Resources
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Knowing the Play
The objective of an election campaign is
to win enough seats
to form a government
The desired ultimate outcome
Objective
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Knowing the Play
In a campaign, goals can
include gaining the support of key leaders in the community
or getting positive media.
Accomplishments along the way
toward the objective.
Goals
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Knowing the Play
Tactics, or activities, can include calling
a press conference or meeting with Councillors.
The things you do to achieve
your goals.
Tactics
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Knowing the Play
Resources can include
volunteers, a budget, and
an ally.
All the things you have that
you can use to carry out your tactics.
Resources
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Playing to Win
Tests for a strategy
PracticalEach element of the “play” needs to have an impact on the element it’s aimed at.
SufficientThe total impact of a set of elements has to be enough to cause the desired result.
Consistent The elements can’t be mutually exclusive.
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BREAK!
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Knowing your PlayElements and Tests of a
StrategyGroup Responses
Objective
Goals
Tactics
Resources
Practical
Sufficient
Consistent
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Six Rules to Win
Start early Find the win/win
messageWin early
Persuade staff
Win at the first
encounter
Always know the outcome
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What Politicians Need Be Familiar
Most care more about their own neighbourhoods rather than what’s happening City-wide
Most are influenced by things they know best
Keep them aware of your activity and acknowledge their interactions with you
Find the Hook
Find out what they care about by looking at what they spend their time on
Attach your issue to ones you know they care about
Show how your issue links to the issues they already care about
Heart Over Head
Facts don’t mean as much as examples – one story shows a politician the problem is worth 10 statistic profiles
Keep arguments simple
Experts aren’t always effective, especially if the politician doesn’t know who they are
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Competitive Messages
What your decision makers & targets want
Which ones might want you Your strengths & weaknesses Opposition strengths and
weaknesses Mirror opposites, stand alones Spin Inoculation
Positioning
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Competitive Messages
Distinctive
Salient
Consistent
Simple Clear Memor
able
Your Message Your Image
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Cooperative Messages
No opponent Focus on motivations What do you have to offer? How well does it fit with their
needs? How can you overcome their
inherent reluctance?
Cooperative Messages
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Competitive vs. Cooperative Competitive Messages Cooperative Messages
What your decision makers & targets want
What your decision makers & targets want
Your Strength What you offer
Your Weakness What you need
Opposition Strength What they don’t want
Opposition Weakness What they want
Mirror Opposites, Stand alones Shared goals, Benefits
Spin Spin
Inoculation Inoculation
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LUNCH!
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Spin it!
?
Michael Ignatieff
Barack Obama
George Bush
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Messages & Messengers
Credible
Impartiality, experience,
expertise and a track record.
Familiarity
Interpersonal channels of
communication are more
influential than mass media.
Corroboration vs. Delivery
The distinction between a
messenger that delivers or
collaborates a message.
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What’s the Winning Message? In 2008, the TCHC capital repair
backlog hit $300 million resulting from poor capital reserves when housing was downloaded.
TCHC has repeatedly asked the province to correct the capital reserve issue. They have been told NO every time.
The City has shown the limited capacity of City reserve to help.
TCHC has provided condition analysis of the buildings and demonstrated the cost increases resulting from delays.
Tenants remain in homes with mould, holes in ceilings, windows that bring in more air than it keeps out, and elevators that never work.
A group of TCHC tenants have come together to address the issue.
What’s their Winning Message?
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Barriers to Engagement
Barriers to Engagement
?
?
??
?
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Reaching Audiences
Universal Regent Park
Had to reach all, but doubts about process held people
back
Focused on meeting full range of needs, addressing fears
Created culturally familiar settings everyone could relate
to
Coalition of the Willing
Brahms
Had to reach as many people as possible but no reason to
engage
Focused on finding meaningful gains – maintenance, not $
Process gained from listening to real experiences of
residents
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Finding Messengers
Targeted
How are different people affected by the issue?
Who is in your community: cover all bases.
What experiences and skills do you need?
Coalition of the Willing
Who is affected by the issue?
Who is interested in getting involved?
Who is available?
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Engagement StrategiesQuestion Individual Response Group Responses
Describe the group.
What would be the best ways to engage with them?
What resources would you need?
What are some of the barriers/areas of sensitivity?
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BREAK!
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Sustaining Engagement
A sustainable engagement process should:
Build trustTrust
what’s built
Show value
Address power and it’s
privileges
Maintain lists
Value rest and
relaxation
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Engagement: Risks
Losing Momentum
• After the initial excitement, there is often a let down
• Plan for ways to regain enthusiasm with short term victories
Power Imbalance
• Imbalance in experience
• Imbalance in skills
• You encounter some imbalances and create others
• Plan for it
Loss of Focus
• Forgetting the goals
• Getting overwhelmed
• Losing confidence in process
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Engagement: Risks
Mixed Motivations
• Business development, power, self promotion, networking
• All happen to some extent
Cultural Dynamics
• Resistance to inclusion
• Power brokers objecting to new players
Turnover
• Participants will come and go
• Plan for shifts in the group
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Addressing ConflictRespect different perspectives and
approaches to the work
Don’t wait for the problem to get bigger
Ensure there is space for discussion to talk
through issues as they arise
Ensure space for a range of solutions, and
test for support and agreement
Practice active listening to make sure you
understand what is at the root of the
problem
Stay factual and avoid misunderstanding
Agree to disagree
Work with the group to develop ground rules
and refer back to them as necessary
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QUESTIONS?
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How to work with Government