1. Designing an influencing strategy
DV445, based on Oxfam Internal Training Slides

2. WHAT CHANGE IS NECESSARY?
Policy
Practice
Social norms, attitude and behaviours
Formulation
Approval
Implementation
Monitoring
Reminder of the types of changes we may be seeking and at what levels
Individual
Sub-national
Household
National
Community
Global
At what level:

3. Step 1: Exploring the Drivers of Change
Factors
Actors
Events

4. WHAT LONG TERM FACTORS MIGHT HELP OR HINDER?
Social norms
Environment
New technology
Demographics

5. WHO INFLUENCES CHANGE? (ACTORS)
Organisations/Institutions
Individuals & Leaders
Organised People

6. ‘Events, dear boy’: what events, foreseeable or unpredictable, could move the needle?

7. Step 2: Power Analysis Four Powers (good for active citizenship)
Rao and Kelleher (good for social norms)
Three Spaces (good for policy influencing)
Stakeholder Mapping

8. The four types of power (Rowlands 1997)
Power over: control over resources, the apparatus of the state, or means of violence
Power to: the ability to influence those with power over
Power with: collective power, through organisation, solidarity and joint action
Power within: personal self-confidence, often linked to culture, religion or other aspects of identity, which influences the thoughts and actions that appear legitimate or acceptable.
Reminder of the four types of power we looked at – will be familiar to you all I hope - we looked at these in Amanda’s session on personal power
Provides great framing for thinking about power strategies one might employ
Who is addressing these types of power in their work? – can you give examples?

9. Adapted from Rao and Kelleher, Gender at Work
Gender and Power
We introduced the gender and power framework – will look at this in more detail in a subsequent webinar with Francesca and Jemma
Looking at individual change and systematic change at the different levels and in the formal and informal spaces
With focus on in informal spaces on:
Consciousness: knowledge, skills, political consciousness and commitment to change toward equality
Cultural Norms: influences what changes are possible at individual level, some think most important
As well as access to resources and changes at the institutional level and in laws and practices
We need to understand what change is needed in all of the domains to plot our intervention and achieve sustainable change and long-term impact
Anyone using this?
Adapted from Rao and Kelleher, Gender at Work

10. Visible, Hidden and Invisible (Lukes, Foucault)
Visible power – observable power relations negotiated through formal institutions.
Hidden power – control over visible power relations through behind the scenes operation/influence.
Invisible power – norms, beliefs, ideologies, culture that determine how we treat each other, whether some groups are systematically excluded, privileged or targeted as ‘the other’ on the basis of their gender, religion or ethnic background.

11. The nature of the power involved should shape your strategies
Research for advocacy and policy dialogue
Policy development and policy products/reports etc.
Work with partners and allies
Convening, facilitation role with all stakeholders
Citizens voice
Community Mobilisation
Policy dialogue and/or lobby work
Media work
Communications
Etc (only limit is your imagination!).

12. Least influential or powerful (in terms of your objective)
Stakeholder
Mapping
Most influential or powerful decision-maker(s)
Strongly oppose your objective (a blocker?)
Strongly supportive of your objective (a champion?)
Identify target
Who has influence?
Where do they sit in relation to your objective?
Who do you have a relationship with?
Who do you need to cultivate?
Where should you concentrate your influencing strategy?
Least influential or powerful (in terms of your objective)

13. Nb axes inverted, but it doesn’t matter

14. Power Mapping → Change StrategyD C A B

15. Some Possible Change Strategies
Group A: High Influence, High Support
Convening ‘unusual suspects’; Gap filling eg on evidence
Group B: Low Influence, High Support
Build Power With/ Within to increase confidence and organizational voice
Group C: High Influence, Low Support
Messenger not message; Seize Windows of Opportunity
Group D: High Influence, Opposed
‘Doubt is our product’; Divide and Rule

16. There’s (much) more to Change than Advocacy
Understanding of power
Empowerment strategies
Visible Power: making and setting the rules
Lobbying, campaigns, negotiation, representation, engaging in formal politics
Hidden Power: setting the agenda
Organizing communities, strengthening organisations, alternative research, media
Invisible Power: shaping meaning and values
Popular education, analysis, awareness-raising, building self-esteem, media

17. Implications for your strategy
Insider or Outsider? What combination of insider lobbying and advocacy, and outsider ‘popular mobilization’, media etc is most likely to achieve your aim?
Coalition and movement building—how to motivate activists and citizens, raise awareness and general sympathy of the voter, and how to build and support coalitions for change
Optimal campaigning portfolio—mix low hanging fruits, quick wins and must haves alongside long-term vision of future change. Agile and responsive to change and opportunities that arise.

18. But remember, whatever your initial plan, you will learn as you go:
“You often don´t know how power really works until you fully engage with it”

19. Useful links