RECODE WEBINAR: Advocacy and the Academy

Sean Moore, 2016Sean Moore, 2016

Advocacy and The Academy:Advocacy and The Academy:Making ChangeMaking Change

a a webinar prepared for webinar prepared for

RECODE – InnoweaveRECODE – Innoweave

October 12, 2016 October 12, 2016

Sean MooreSean MooreAdvocacy SchoolAdvocacy School

Advocacy School


Your Presenter – Sean MooreYour Presenter – Sean Moore Principal Principal Advocacy School Advocacy School ((www.advocacvschool.org ) ) Former Partner / Public Policy AdvisorFormer Partner / Public Policy Advisor, Gowling Lafleur , Gowling Lafleur

Henderson LLPHenderson LLP 30 years experience in Canada, US and abroad on public-30 years experience in Canada, US and abroad on public-

policy advocacy, policy development and engagement at policy advocacy, policy development and engagement at local, state / provincial and national levelslocal, state / provincial and national levels

Worked in Ottawa, Washington and on foreign projects for Worked in Ottawa, Washington and on foreign projects for more than 3 decadesmore than 3 decades

Currently advises, coaches and trains leaders in all sectors in Currently advises, coaches and trains leaders in all sectors in Canada and abroad on process and management of policy Canada and abroad on process and management of policy advocacy and engagementadvocacy and engagement

Focus is on building individual and institutional capacity in Focus is on building individual and institutional capacity in advocacy and policy engagementadvocacy and policy engagement

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http://www.advocacvschool.org/


TodayToday’’s Proposed Programs Proposed ProgramDefinitions / ConceptsDefinitions / ConceptsOther SettingsOther SettingsWho Does Lobbying / Advocacy and Why? Who Does Lobbying / Advocacy and Why? Elements of Influence and PersuasionElements of Influence and PersuasionWhen Bad Things Happen to Good Ideas” (When Bad Things Happen to Good Ideas” (Most Most Common Reasons Behind Advocacy FailureCommon Reasons Behind Advocacy Failure))Assumptions About Effective AdvocacyAssumptions About Effective AdvocacyExamples of Effective Advocacy PracticeExamples of Effective Advocacy Practice

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Definitions and ConceptsDefinitions and Concepts The “Art” and “Science” of AdvocacyThe “Art” and “Science” of Advocacy Public PolicyPublic Policy Public-Policy Advocacy Public-Policy Advocacy **

• LobbyingLobbying• Government Relations / Public AffairsGovernment Relations / Public Affairs• Coalition BuildingCoalition Building• Grass Roots / Grass Tops Advocacy (& Grass Roots / Grass Tops Advocacy (&

“astroturf lobbying”)“astroturf lobbying”)• Media StrategiesMedia Strategies

Policy EngagementPolicy Engagement

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Two Paths of Constructive EngagementTwo Paths of Constructive EngagementPolicy EngagementPolicy EngagementPartnering with government / practitioners or other stakeholders Partnering with government / practitioners or other stakeholders in: in: 1)1)defining nature and scope of challenge/problemdefining nature and scope of challenge/problem2)2)jointly consider alternativesjointly consider alternatives3)3)collaborate in crafting and implementing a response / solutioncollaborate in crafting and implementing a response / solution

Policy AdvocacyPolicy AdvocacyIn absence of a policy engagement opportunity, an intentional, In absence of a policy engagement opportunity, an intentional, proactive, strategic approach to gaining support for a change by proactive, strategic approach to gaining support for a change by exploring and promoting responses that achieve your mission exploring and promoting responses that achieve your mission while respecting needs and perspectives of decision makers and while respecting needs and perspectives of decision makers and other stakeholdersother stakeholders

Other SettingsOther Settings- Public Opinion / The “Media”Public Opinion / The “Media”- Professional & Trade AssociationsProfessional & Trade Associations- Delegated Authorities:Delegated Authorities:

- Self-Regulating BodiesSelf-Regulating Bodies- Conservation AuthoritiesConservation Authorities- Police CommissionsPolice Commissions

- Private and Non-Profit OrganizationsPrivate and Non-Profit Organizations- Chambers of CommerceChambers of Commerce- Labour UnionsLabour Unions- Faith-Based Institutions and OrganizationsFaith-Based Institutions and Organizations- University / College BoardsUniversity / College Boards

Other Types of Advocacy & Engagement Other Types of Advocacy & Engagement

Not the focus of this session, but possibly part of later Not the focus of this session, but possibly part of later stages of advocacy / engagement efforts:stages of advocacy / engagement efforts:

Litigation (i.e. the courts)Litigation (i.e. the courts)Direct Action / Civil DisobedienceDirect Action / Civil DisobedienceGrass Roots AdvocacyGrass Roots AdvocacyNews Media / Social Media Strategies News Media / Social Media Strategies (e.g. public awareness and fund raising; promotion (e.g. public awareness and fund raising; promotion

and advertising)and advertising)


Common Complaints About AdvocatesCommon Complaints About Advocates only know one side of issueonly know one side of issue little knowledge of broader perspectivelittle knowledge of broader perspective fail to expand base of support for their propositionfail to expand base of support for their proposition little idea of how government / institutions really worklittle idea of how government / institutions really work submissions often too long – and unreadablesubmissions often too long – and unreadable little or no practical “asks”little or no practical “asks” heavy on “impressions” and “feelings” and light on facts, heavy on “impressions” and “feelings” and light on facts,

datadata no effective, compelling narrativeno effective, compelling narrative lacking in “strategic sensibility”lacking in “strategic sensibility” often little meaningful follow-up – frequently changing often little meaningful follow-up – frequently changing

their “asks” and then on to something elsetheir “asks” and then on to something else

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Sean Moore, 2016Sean Moore, 2016 9

so many demands, so little time, limited resources; so many demands, so little time, limited resources; intensely rivalrous (for attention & resources)intensely rivalrous (for attention & resources) daily fire-fighting environmentdaily fire-fighting environment often chaotic, reactive decision-makingoften chaotic, reactive decision-making frequently, policy decisions come out of frequently, policy decisions come out of

transactional matterstransactional matters highly risk averse officials (all the more so with new highly risk averse officials (all the more so with new

emphasis on emphasis on ““accountabilityaccountability””)) advocates need to practice advocates need to practice ““do-it-yourselfdo-it-yourself”” public public

policypolicy

Reality Check:Decision-Making in Government

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Who does lobbying / advocacy ?Who does lobbying / advocacy ? IndividualsIndividuals Neighbourhood and Community AssociationsNeighbourhood and Community Associations CorporationsCorporations Professional Associations and UnionsProfessional Associations and Unions Industry Associations Industry Associations Community-based Organizations and Non-profitsCommunity-based Organizations and Non-profits CharitiesCharities Advocacy Groups: ExamplesAdvocacy Groups: Examples

• NRANRA• AAAAAA• Sierra ClubSierra Club

Faith-based OrganizationsFaith-based Organizations Governments (domestic, foreign and intra-government)Governments (domestic, foreign and intra-government)

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Theories of Persuasion and InfluenceTheories of Persuasion and Influence

CiceroCicero Saul AlinskySaul Alinsky Jim DinningJim Dinning Robert CialdiniRobert Cialdini

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““If you wish to persuade me, you must think my If you wish to persuade me, you must think my thoughts, feel my feelings and speak my words.”thoughts, feel my feelings and speak my words.”

CiceroCicero

“ “Communicate Communicate within the experience within the experience of those of those with whom you are trying to communicate.”with whom you are trying to communicate.”

Saul AlinskySaul Alinsky

““Bring me something I can say ‘yes’ to.”Bring me something I can say ‘yes’ to.”Jim DinningJim Dinning

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CialdiniCialdini’’s Principles of Persuasion s Principles of Persuasion ** ReciprocationReciprocation. People are more willing to comply with requests (for . People are more willing to comply with requests (for

favors, services, information, concessions, etc.) from those who have favors, services, information, concessions, etc.) from those who have provided such things first. provided such things first.

Commitment/ConsistencyCommitment/Consistency. People are more willing to be moved in a . People are more willing to be moved in a particular direction if they see it as consistent with an existing particular direction if they see it as consistent with an existing commitment. commitment.

AuthorityAuthority. People are more willing to follow the directions or . People are more willing to follow the directions or recommendations of a communicator to whom they attribute relevant recommendations of a communicator to whom they attribute relevant authority or expertise. authority or expertise.

Social ValidationSocial Validation. People are more willing to take a recommended . People are more willing to take a recommended action if they see evidence that many others, especially similar others, action if they see evidence that many others, especially similar others, are taking it. are taking it.

ScarcityScarcity. People find objects and opportunities more attractive to the . People find objects and opportunities more attractive to the degree that they are scarce, rare, or dwindling in availability. degree that they are scarce, rare, or dwindling in availability.

Liking/FriendshipLiking/Friendship. People prefer to say yes to those they know and . People prefer to say yes to those they know and like.like.

* * Robert B. Cialdini (Robert B. Cialdini (Influence: Science and PracticeInfluence: Science and Practice, Allyn and Bacon 2001), Allyn and Bacon 2001)Advocacy School


Persuasion in Advocacy Persuasion in Advocacy ** ReciprocationReciprocation:: FavoursFavours don't have to be tangible gifts. In today's world,

useful information or help with one of their priority problems is one of the most valuable favours you can deliver. How can you help them?

Commitment and Consistency: Once people have made a choice or taken a stand, they are under both internal and external pressure to behave consistently with that commitment. Build on small successes and modest requests.

Social proof: When you can show them what others like them believe or are doing, people are more likely to take the same action (e.g. other governments)

Authority: Cite authoritative sources to support your ideas. Enlist experts or others with standing to support and speak on your behalf

Scarcity: The possibility of losing something is a more powerful motivator than of gaining something. Is your “proposition” an opportunity that should not be missed?

Like: You have established a comfort level, familiarity, and a history with them. Don’t lecture or hector; maintain contact

* * Applying framework and principles ofApplying framework and principles of Robert B. CialdiniRobert B. Cialdini

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When Bad Things HappenWhen Bad Things Happento Good Ideasto Good Ideas

OrOr

Eight Reasons Organizations Fail in Eight Reasons Organizations Fail in Their Attempts to Influence Government Their Attempts to Influence Government

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In Your Experience …In Your Experience …

What are main reasons / factors in advocacy What are main reasons / factors in advocacy failure which you are familiar with?failure which you are familiar with?

What are the main obstacles in advocacy / What are the main obstacles in advocacy / lobbying for:lobbying for:• NGOs / Non profits?NGOs / Non profits?• Corporations (Big and small)?Corporations (Big and small)?• Community associations?Community associations?

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Eight Reasons Organizations Fail in their Eight Reasons Organizations Fail in their Attempts to Influence GovernmentAttempts to Influence Government Ask for the Wrong ThingAsk for the Wrong Thing Don’t Understand How Decisions Get MadeDon’t Understand How Decisions Get Made DonDon’’t Have a Champion t Have a Champion inin Government Government Lack of Compelling “Narrative” and DataLack of Compelling “Narrative” and Data Started Too Late / Quit Too SoonStarted Too Late / Quit Too Soon DonDon’’t Help Decision-Maker Think It Throught Help Decision-Maker Think It Through Failed to Broaden Base of SupportFailed to Broaden Base of Support Proponents’ / Advocates’ Lack of Appropriate Proponents’ / Advocates’ Lack of Appropriate

Resources, Management and Governance Structures Resources, Management and Governance Structures

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Sean Moore, 2016Sean Moore, 2016 Advocacy School

Assumptions About What WorksAssumptions About What Works• Critical dimensions of effective advocacyCritical dimensions of effective advocacy

““mindset” mindset” preparation:preparation:

insight into context (i.e. “Strategic Inquiry”)insight into context (i.e. “Strategic Inquiry”) empathy with “target(s)”empathy with “target(s)” getting your “ask” rightgetting your “ask” right understanding resistanceunderstanding resistance advocacy material that is useful (DIY)advocacy material that is useful (DIY)

““champion or sponsor” champion or sponsor” withinwithin government government properly resourced and manageproperly resourced and manage mindful of principles of persuasion and influencemindful of principles of persuasion and influence sometimessometimes there is NO hope with existing players there is NO hope with existing players

Sean Moore, 2016Sean Moore, 2016 Advocacy School

Assumptions (contAssumptions (cont’’d)d) effective advocacy / policy engagement often a consequence of:effective advocacy / policy engagement often a consequence of:

• luck – luck – ““the right issue at the right timethe right issue at the right time””• preparation – i.e. readiness to exploit opportunity / luckpreparation – i.e. readiness to exploit opportunity / luck• broad understanding of the issue and the political and public broad understanding of the issue and the political and public

policy context in which it exists (“strategic inquiry”)policy context in which it exists (“strategic inquiry”)• relevance of your objective to the relevance of your objective to the ““targetstargets’”’” needs, priorities, needs, priorities,

context, constraintscontext, constraints• ability to provide tangible, practical, useful assistance to those in ability to provide tangible, practical, useful assistance to those in

governmentgovernment• ability to mobilize supportability to mobilize support• ability to produce tools and products of government (ability to produce tools and products of government (““do-it- do-it-

yourself public policyyourself public policy””) decision-making) decision-making• focus, stamina, persistence, resilience focus, stamina, persistence, resilience • civility, likeabilitycivility, likeability


Effective Advocacy PracticesEffective Advocacy Practices

Mapping (Mustard)Mapping (Mustard) Strategic Inquiry (Big Municipal Gov’t)Strategic Inquiry (Big Municipal Gov’t) DIY (Do-It-Yourself) Public Policy (PLAN)DIY (Do-It-Yourself) Public Policy (PLAN) Key Contact Program (School Board)Key Contact Program (School Board)

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"To have the results you've never had ….. "To have the results you've never had ….. you must do what you've never done.you must do what you've never done.Pierre Ducasse & Thomas JeffersonPierre Ducasse & Thomas Jefferson

“If you do what you’ve always done, “If you do what you’ve always done, you’ll get what you’ve always gotten.”you’ll get what you’ve always gotten.”Tony RobbinsTony Robbins

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Sean MooreSean MoorePrincipal, Advocacy School Principal, Advocacy School 613-728-6024613-728-6024613-794-1114 (mobile)613-794-1114 (mobile)[email protected] www.advocacyschool.org www.seanmoore.cawww.seanmoore.ca

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mailto:[email protected]

http://www.seanmoore.ca/

RECODE WEBINAR: Advocacy and the Academy

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