21. Problem Tree SESSION 2.2 Core Problem Direct Cause Indirect Cause Further Effect Direct Effect Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Direct Cause Direct Effect Direct Effect Further Effect Further Effect Further Effect Further Effect Further Effect
22. Solution Tree SESSION 2.2 Aim or Goal Objective Objective Further Benefit Direct Benefit Objective Objective Objective Objective Objective Objective Objective Direct Benefit Direct Benefit Further Benefit Further Benefit Further Benefit Further Benefit Further Benefit
37. Simple Influence Map SESSION 5.1 Minister of Health National Media International Donors NGOs Local Government Family Social Workers etc
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40. Re-drafting objectives after identifying who our advocacy targets are Your objectives may need changing once you know who you wish to influence. For example: “ Children are involved in planning and carrying out actions for their interests.” May need to change to: “ Parents and community groups involve children in planning and carrying out actions for their interests.” SESSION 5.1
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43. Example of stakeholder analysis AA = Very Anti, A = Anti, N = Neutral, P = Pro, PP = Very Pro L = Low, M = Medium, H = High SESSION 5.1 Target Minister of ? Targets Influencers L H PP Village committees H L N The media H M A Influencers Influence Importance Attitude
44. What makes people change? INTEREST Personal self-interest and/or social or professional obligation to change. + EVIDENCE Clear evidence that change is desirable in relation to interests + RELATIONSHIP Persuaded by someone they respect + SOLUTION Know what change is desirable and know how to do it SESSION 5.2
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46. Co-operative advocacy tactics As an insider you develop relationships with your targets and gain their trust. Advantages: Get to know targets position and understand the processes they are involved with Disadvantages: May have to compromise values, exclude stakeholders, be misrepresented by your target. Example: Service delivery - receiving funding from local government to pilot services SESSION 5.2
47. Confrontational advocacy tactics As a complete outsider you must try and force your issue onto the agenda. Advantages: Higher profile and greater freedom of action Disadvantages: Can be counter productive if target feels under attack and can damage relationships. Risk of loss of funding, being marginalised and seen as radical. Example: Mass mobilisation through public activism/demonstrations and media campaigns. SESSION 5.2
48. Persuasive advocacy tactics As a critical insider you present evidence that you hope will persuade your targets to recognise the merits of your arguments. Advantages: This approach can provide more opportunities for working with others and is often seen as more neutral, less aggressive Disadvantages: You can be perceived as “sitting on the fence”. Example: Simultaneous insider, outsider tactics such as publishing research in partnership with government, whilst organising children to lobby community leaders and local officials. SESSION 5.2
53. Core message SESSION 6.1 What action needs to be taken/by whom? Who is responsible? Who/What needs to change? Outline a human example? What is the evidence for the solution? What is the evidence? How will it benefit people? How does it affect people? What is the solution? What is the problem? The Solution The Problem
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55. Test for clarity Accessible language Have you chosen language your audience can understand, avoiding jargon, technical terms Clear request for action Will the audience know what to do if they agree with you? For example – call someone, vote a certain way, convince others to support you proposal. SESSION 6.2
