In previous posts, I explored to definition of advocacy and the foundation areas for an effective advocacy strategy. But what is the very first action you should take in developing your strategy? Writing for Stanford Social Innovation Review, Jim Shultz stresses that organization’s need to first ask themselves three essential questions.
1. What do you want?
Deciding what you want – what impact or outcomes you want to achieve – requires some serious analysis. This begins with clarifying the deeper problem you are trying to solve and what you think it will take to solve it. As a result, you may find the you have big ambitions. But as Shultz notes, “these grand solutions are almost never initially within political reach, and organizations need to make strategic choices about what to fight for in the shorter-term”.
2. What does the political map look like?
Shultz stresses: “You wouldn’t make a move on a chessboard without studying where the pieces are, and you shouldn’t set off on an advocacy campaign without looking hard at the political map involved.” Mapping out the politics can include looking into who has authority and influence at different levels of government, as well as the political processes and structures that may affect your strategy. Having a good understanding of the context and dynamics will ensure that you adapt your strategy in the right and most effective way.
In addition, I contend that you should also explore the socioeconomic and sociocultural context when addressing this question. These aspects are linked to the political map and can significantly affect the implementation of your strategy.
3. What will you do?
Once you understand what you want and what context you are working in, you need to define the actions and tactics needed to deliver your strategy effectively. Truly explore what you think will have a real impact, assess your capacity to take these actions, and explore strategic opportunities, such as potential partnerships and events.
Reflecting on the three questions, Shultz notes that many organizations fail to take the time to genuinely think in a strategic way. “It is simply easier to think about the next action—a protest, a report, a lobbying visit—without seeing it all through a strategic lens,” he says. Strategic thinking will ensure that your advocacy is as intentional, consistent, relevant, context-specific and impactful as possible.
Shultz notes that effective strategy is an art, not a science, and there is no magic formula that works automatically in every circumstance. But these three questions are a good starting point in place of such a formula.
Featured photo: Protest at the United Nations Climate Change Conference in Poznan, Poland, December 2008. Credit: allispossible.org.uk, Flickr Creative Commons