<< THE PATH OF RESOLUTION BY STRENGTH: >>
Build on your strength and get ready to mobilize your support to be
in
a strong position for the final resolution. It may be that your increase
in
strength leads your Adversary (and /or the Decision Makers) to negotiate
with
you to address your concerns or it may be that the resolution process
will be
primarily by strength all the way to the end. To increase your strength,
you
will need to find ways to widen your influence.
SOME GROUPS READY FOR RESOLUTION:
After a Show Of Strength, some groups may find themselves in an
especially strong position. Evaluate your situation. If you are quite
confident that you are now in an overwhelmingly good position to have
all your
concerns addressed (and your Backup System is adequate in case conditions
change) then you may be ready to resolve your issue. To take full advantage
of your present situation, you may want to consider working to precipitate
the
resolution as soon as possible. Your goal is in sight. By continuing
on your
present course and mobilizing your strength you can move to a final
resolution
of your issue.
FOR MOST GROUPS A DECISION POINT:
Most groups will not find they have overwhelming support for
resolving their issue this early in the Resolution Phase. If your group
is
not yet ready then you will want to evaluate your current situation
to answer
an important question: Can you negotiate with your Adversary (and/or
Decision Makers) to have your concerns addressed? Role Play your situation
and then Role Play your Adversary (and/or the Decision Makers). See
if it
looks like conditions are favorable at this time for negotiating at
least some
aspects of the issue. Have they recognized your strength and are they
willing
to negotiate with you? Are you willing to negotiate with them? Realistically
evaluate your situation to decide if negotiation may be a possible
way of
resolving your issue at this time.
2 PATHS TO RESOLUTION:
If you find that negotiation looks like a favorable option on at least
some aspects of your issue then you will want to consider starting
on the path
of Resolution By Negotiation (see next section). If conditions are
not now
favorable for negotiation then you will need to consider continuing
with your
current strategy of showing strength and begin down the path to Resolution
by
Strength. Many groups use both paths (Resolution by Strength and Resolution
by Negotiation) and move back and forth between the two approaches
on
different aspects of the issue. To increase your strength, you will
need to
find ways to widen your influence.
WIDENING YOUR INFLUENCE: IDENTIFY KEY PLAYERS:
Up to now you have focused on influencing your Adversary (and /or the
Decision Makers). To widen your influence you will want to identify
those who
could have even indirect influence on your Adversary (and/or the Decision
Makers). In a Role Playing Session put yourself in your Adversary's
place.
If you were them, who would be likely to influence you? For example,
if you
were them: Where does your funding come from? Who do you report to?
Who put
you in your present position? What agencies oversee your actions? What
courts would review the legality of your actions? Are you associated
(even
indirectly) with a political party? How sensitive would you be to public
opinion? How would you react to editorials in the local papers or regional
or
statewide media coverage? Go through, in detail, all of the influences
you
might feel if you were a member of this group. Do the same to the Decision
Makers. If the Decision Maker is the public (ie: a vote or referendum),
ask
yourself what influences public opinion in your area.
WIDENING YOUR INFLUENCE: THE MEDIA:
As a reasonable group with legitimate concerns that have not been
adequately addressed, you are in a good position to widen your influence
in
the media. If you have had good coverage locally, you may look towards
moving
into regional, statewide or even (in some cases) national coverage.
Although
your situation may be primarily of local interest, does it represent
an issue
that is important on a regional, statewide or national level? Often
other
areas are facing similar problems and your situation may be a good
example of
the larger issue. For example, the media may be interested in doing
a story
on your issue statewide and are looking for a number of examples. Perhaps
your group's approach to the problem would be of special interest.
MAKING CONTACT TO WIDEN YOUR INFLUENCE IN THE MEDIA:
When looking to expand your influence first try to work with the local
media contacts that you've made in your area. They are often in the
best
position to help you. Ask their advice and who they would suggest for
you to
contact (could they make the contact for you?). Look for people in
your
group who may have friends or relatives that know people in the regional,
statewide or national media. Check with other grassroots organizations
for
people they know.
Prepare a written presentation of your situation. Give documented
evidence of what has happened up to this point (be concise). Include
articles
from the local press showing your concerns and demonstrating your base
of
support in your community (ie: support from other groups, local government
agencies, respected community members, etc). Include all relevant documents
but give a one page cover letter summarizing your situation. This will
allow
a busy editor to know why they would be interested in your case without
having
to read all the details. This is especially important if you have to
make
contact directly without connections.
EXAMPLE MAKING CONTACT WITH THE WIDER MEDIA:
In a low altitude flight issue, the group had very favorable press
locally for a number of months and had periodic coverage in the regional
press. Because the issue of low altitude flights was potentially a
national
issue, efforts were made to make contact with a Statewide newspaper
of
national reputation.
A series of demonstration test flights along the proposed flight path
were scheduled and a Public Hearing was to follow. This looked like
a good
opportunity to try to widen the media coverage. Contacts were made
with the
paper and a documented history of the group's situation was presented.
The
newspaper was interested and agreed to send a reporter to do an article
on the
test flights and the Public Hearing. The reporter was going to contact
the
military for more information.
INDIRECT INFLUENCE THROUGH THE PRESS:
Shortly after the low altitude flight group made contact with this
newspaper, the military announced the test flights and public hearings
were
cancelled. The only reason given was scheduling conflicts for the air
space.
This action led to speculation within the flight group that the
military wanted to avoid widening the media coverage of this issue.
This made
sense because the military was in the process of doing a generic Environmental
Impact Statement (EIS) for low altitude flights nation wide. Although
this
EIS was not directly related to the local flight path issue, it appeared
(through Role Playing) that a high profile in the national press on
specific
details of this local issue would not be welcomed by the military at
this
time. The group concluded that the military would rather deal with
some of
the groups concerns than have them viewed at the national level in
the press.
Shortly after, there was a substantial revision in the military position
on
the issue (proposals for for lessening the number of flights and raising
the
altitude of the flights). This led to progress and more negotiations.
Although the article was never written, working to widen their influence
in
the press led to a substantial improvement in the group's situation.
WIDENING INFLUENCE ON THE POLITICAL LEVEL:
When dealing with political parties be careful not to tie yourself
to
any one party. You are taking a nonpartisan position so that you will
be able
to maintain a broad base of support across party lines. However, at
times, it
may be advisable to work indirectly through a political party to bring
pressure to bear on those in office to intercede on your behalf.
EXAMPLE: WIDENING POLITICAL INFLUENCE:
Working indirectly through the local party organization, the low
altitude flight group was able to raise concerns that people in their
area of
the state were feeling that this issue was not being adequately addressed.
Local party officials were able to help the group set up a meeting
with the
Governor (when he planned a stop in the area to dedicate a new building).
After the meeting, the Governor announced to the press: "This Coalition
is a
group of responsible citizens. We welcome their participation ...".
He then
appointed the group to an Ad Hoc Committee on Military Affairs in the
state.
This was a major breakthrough for the group.
In the Ad Hoc Committee they were able to work directly with the
Decision Makers in the military. These negotiations eventually led
to a
resolution of the issue. (Note: The Governor's reaction to the group
was that
they were responsible and reasonable. This was a significant factor
in his
decision to appoint them to the Ad Hoc Committee.)
SOMETIMES NECESSARY TO FOCUS ON YOUR ADVERSARY'S WEAKNESS:
Your primary concern at this stage is to build your strength but
occasionally it may be necessary to focus on your Adversary's weakness.
Does
your Adversary have a particular weakness on some aspect of the issue?
Are
they taking a position that is particularly hard to defend locally?
Is the
credibility of your Adversary an issue?
EXAMPLE: YOUR ADVERSARY'S WEAKNESS: CREDIBILITY:
When raising questions related to the credibility of your Adversary,
make sure your information is relevant, accurate and well documented.
Stay
away from personal attacks on individuals. Show how past credibility
issues
are related to the current situation. Often your Adversary may be making
commitments to take responsibility for the consequences of their actions
into
the future. Their credibility as a group is then a legitimate issue
to raise.
For example, a private landfill company was applying to site an ash
landfill in a rural town. Many economic benefits were offered to the
town and
assurances were made of safe operation and responsibility for any future
problems. Investigation of the landfill company by a local group found
problems with the company's landfills in other areas and convictions
of
officers of the company for giving bribes related to landfill sites
in other
states. This evidence was made public because it was relevant to the
ability
of the company to make good on its promises to the town. In addition,
what
assurances would the town have if the company went bankrupt?
FOCUS ON KEY AREAS:
You've been working to broaden your influence and you may have
expanded into new areas. As you get closer to the resolution, begin
to narrow
your focus and use your widened influence to put pressure on key areas
that
will be likely to bring results in time to have some effect on the
outcome of
the issue. Don't spread yourself out too thin. Balance your energy
between
high risk areas and those where you have a reasonable chance of success.
BALANCE EFFORTS BETWEEN PRIMARY POSITION AND BACKUP SYSTEM:
Evaluate the chances of success for your primary position. Will most
of your serious concerns be addressed? Be realistic. Evaluate your
situation
in a Role Playing Session.
For example, if you are very confident of having most of your concerns
addressed then setting up a minimum Backup System might be adequate.
If, on
the other hand, there is a very real possibility that many concerns
of your
primary position will not be adequately addressed then you will need
to
consider spending a major part of your efforts working to implement
your
Backup System. Often a separate committee working with your Steering
Council
(Core Group) will assure a consistent and sustainable effort to create
a
Backup System. Decide carefully on whether a direct or indirect approach
best
suits your situation at this time. Balance your energies between the
needs of
your Primary Position and your Backup System.
TAKE YOUR FINAL POSITION IN TIME TO MOBILIZE:
When taking your final position, review your concerns and what
positions and actions you've taken up to this point. Explain why you
have
been forced to take your present position. Show the concerns that have
still
not been addressed. Decide what areas to focus on and what Strategy
is most
likely to have most influence on your Adversary (and/or the Decision
Makers).
Be aware of any possibility for negotiating to resolve the issue. Take
your
final position no earlier than necessary but in time to coordinate
all your
efforts to have a real impact on the final decision. If you are presenting
a
proposal for action, present your case as to why the action is needed
and what
will happen if the action is not taken.
OCCASIONALLY RESOLUTION BY STRENGTH GOES ALL THE WAY THROUGH THE PROCESS:
In some cases (especially in a yes or no decision) where negotiation
may not be possible, you may have to rely on strength all the way to
the final
resolution.
Be careful to target areas where you think you are most likely to make
progress and not to lose your focus and spend too much energy in side
issues.
Role Play each action and position and reevaluate the situation as
conditions
change. If you sense any movement in a key area, focus more energy
there. Be
sensitive to any indication that negotiation could help to address
your
concerns even if only on one aspect of the issue. If it comes down
to a Yes
or No decision have a clear and reasonable case prepared to support
your
position to present just before the decision is made. Mobilize your
base of
support from within and outside your group. Make sure you have an adequate
Backup System so that you can survive and be in a good position to
come back
again later.
OFTEN RESOLUTION BY STRENGTH LEADS TO NEGOTIATION:
Often a success in Resolution by Strength will lead to negotiations
to
begin to work out the details of addressing your concerns. Other times
it
leads to negotiating towards a Backup System. (In the case of a Combined
Primary position and a Backup System you will be negotiating for both.)
Look for a willingness to negotiate and be prepared to negotiate in
case you need to. Often this may begin with Backup System issues first
and
involve your primary position later. Remember any negotiation and mitigation
on the part of your Adversary (and/or the Decision Makers) sets the
stage for
more progress later on.
Even if your issue moves towards a resolution primarily by strength
there are many aspects of the negotiating process that will come into
play
both within your group and with other groups and you will want to explore
the
following section Resolution by Negotiation.
< SUMMARY 15 > RESOLUTION BY STRENGTH:
<< THE PATH OF RESOLUTION BY STRENGTH: >>
Build on your strength and get ready to mobilize your support to be
in
a strong position for the final resolution. It may be that your increase
in
strength leads your Adversary (and /or the Decision Makers) to negotiate
with
you to address your concerns or it may be that the resolution process
will be
primarily by strength all the way to the end. To increase your strength,
you
will need to find ways to widen your influence.