| Description |
xxiv, 231 pages : illustrations ; 23 cm |
| Contents |
Machine derived contents note: 1.1 -- Where to start -- Find your own beginning -- 1.2 -- What Communication Is -- Successful communication needs to be two-way -- 1.3 -- If You Find A Fire -- Design communications to get a result -- 1.4 -- Motivation-Sequence Campaign Model -- Roll your campaign out like an unfolding story -- 1.5 -- Campaigning Is Not Education -- Education leads to confusion. Campaigning leads to action. -- 1.5b -- Communicate By Doing: Make events happen -- Think in terms of doing things -- 1.6 -- CAMP CAT Essential Communication Components -- Essential Communication Components -- 1.7 -- Remember the chickens -- Start From Where Your Audience Is -- 1.8 -- Framing -- Choice of frame determines the outcome of a debate -- 1.9 -- Strategy -- Change the prevailing forces to win -- 1.10 -- Aims and Objectives -- Objectives are steps towards the ultimate aim -- 1.10b -- Ready Reckoner for Campaigners Using Maslow -- Different Values, Different Communications -- 2.1 -- Stories -- People remember stories -- 2.2 -- Seeing is Believing: Communication Preferences -- If you need to chose one medium, then it should be visual -- 2.3 -- Engagement and Agency - What Difference Can I Make ? -- Campaign targets need to be big enough to matter and small enough to take on -- 2.4 -- Levels of Engagement levels -- Four stages of 'doing' -- 2.5 -- Engagement And Shopping -- Communicating with consumers -- 2.6 -- Perception of Change and Significance -- Choosing metrics to suit your campaign -- 2.7 -- Bridging The Engagement Gap -- Making the impossible happen -- 2.8 -- Alignment -- "Are you sitting comfortably? Then we'll begin" -- 2.9 -- Human Motivations -- Motivations and appropriate engagement mechanisms differ -- 3.1 -- Issue Mapping -- Unlocking hidden knowledge -- 3.2 -- Issue map for climate change - interventions -- 3.3 -- Gathering Intelligence -- Get to know the unknown -- 3.4 -- Using Issue Maps -- 3.5 -- Quantitative Research -- Use quantitative research to evaluate a campaign -- 3.6 -- Qualitative Research -- Use qualitative research to understand why people think the way they do -- 3.7 -- Investigating Conversation Potential -- Stimulate the need for action despite uncertainties -- 3.8 -- Using Networks -- Most of the connections you need are closer than you might think -- 3.9 -- Qualitative Evidences -- Ensure the audience sees the evidence -- 3.10 -- Choosing Media And Communication Channels -- ?? -- Allies and opponents -- Identify key audiences -- 4.1 -- Generating A Campaign Plan -- Finding a way to make a difference -- 4.2 -- Making A Campaign Concept -- Follow the campaign planning star -- 4.3 -- Making A Critical Path -- Converting a concept into a series of events -- 4.4 -- Testing A Critical Path -- Let in the cold light of reality -- 4.5 -- Finding The Red Thread - Achieving Simplicity -- Understanding complexity to get to a winning strategy -- 4.6 -- The Photo Test -- If you can't photograph the objective, it probably isn't much use -- 4.7 -- The Ambition Box -- For a strategic effect, it is a target's significance - not size or difficulty - that counts -- 4.8 -- Force Field Analysis -- Looking for less obvious places to make a difference -- 4.9 -- Chosing Your Protagonist -- To pick an opponent, examine the chain of responsibility -- 4.10 -- Check For Consequences -- Avoid unpleasant surprises -- 5.1 -- Visual Language -- Magic bullet communications that slip under our conscious radar -- 5.2 -- Constructing Visual Echoes -- "I have to have those pictures" -- 5.3 -- Being Multi Dimensional -- 5.4 -- Thinking In Pictures -- Tips for communicating visually -- 5.5 -- Icons -- 5.6 -- Problem Phase And Solution Phase -- Don't lead people up the garden path -- 5.7 -- Solutions In Environmental Campaigns -- Showing that it can be done -- 5.8 -- The Division Bell -- Timing the moment of reckoning -- 5.9 -- Make Campaigns From 'Doing' -- Showing what you are doing allows supporters to be there too -- 5.10 -- Hearts and Minds -- Both sides of the brain are important in real world decision-making -- 6.1 -- Constructing propositions -- The proposition is about how the campaign works and the role of the supporter -- 6.2 -- The Self-Validating Proposition -- "Now you come to mention it, that is exactly what I found" -- 6.3 -- Make the 'Issue' An Either/Or -- Right and wrong -- 6.4 -- Advantages of Irreducible Propositions -- 6.5 -- Focus on the Unacceptable -- Focus on the small part that is unacceptable to most -- 6.6 -- Convert the Diffuse to the Acute -- Make hard-to-evaluate problems tangible -- 6.7 -- Beware Of Slogans ! -- Slogans are often a substitute for thought -- 6.8 -- The Gross Factor -- Good campaigning means getting your emotional hands dirty -- 6.9 -- Elimination and Sacrifice -- To eliminate a problem is stronger than mere mitigation -- 6.10 -- Inspiration and Drama -- Does your campaign excite you? -- 7.1 -- Using the Media -- How to deal with the media machine -- 7.2 -- 11 Things To Know About The Media -- Understanding the messenger -- 7.3 -- News 'Values' -- Factors that make a story valuable -- 7.4 -- Press Releases -- Making a journalist's job easier -- 7.5 -- Press Conferences -- Meet a lot of characters in one place -- 7.6 -- The Interview Suitcase -- Don't forget your trousers -- 7.7 -- Bridging -- Know your A-B-C -- 7.8 -- Be Prepared -- Have your points in your head so they come out naturally -- 7.9 -- It's A Scandal -- Neglected alternatives can be highly newsworthy -- 7.10 -- Conflict Makes News -- Your most newsworthy opportunity -- 8.1 -- Staying On The Side Of The Victims -- Retaining sympathy for your campaign -- 8.2 -- Fish and Sympathy -- The problem starts because there's no news from the fish -- 8.3 -- Who's To Blame Now ? -- Who's responsible for not implementing the solution? -- 8.4 -- Fixing A Campaign: Changing A Strategy -- Techniques to try when things aren't working -- 8.5 -- Stick To Your Route -- Don't spend time on things that don't help achieve the objective -- 8.6 -- Organising Messages: A Message Hierarchy -- Always steer the conversation back to your point of action -- 8.7 -- Assets and Resources -- It may be necessary to change your assets if you want to achieve change -- 8.8 -- When Publicity Is Good -- It is easy to lose ground if you're not setting the pace -- 8.9 -- Understanding 'Support' -- Many supporters won't be your members. Engage them too. -- 9.1 -- The Changing News Channels -- Not everyone notices the news -- 9.2 -- Coding And How To Avoid It -- Escaping the news formula -- 9.3 -- Ambient and Networking -- Two 'unconventional' communication techniques -- 9.4 -- Organised gossip -- An example of word of mouth communications -- 9.5 -- Monitoring Truth And Bias In The Media -- Campaigning to save impartial journalism -- 9.6 -- New Media -- New Media requires new campaign thinking -- 9.8 -- 'New media' is Significant for Campaigns -- Campaigns are communication exercises -- 9.9 -- New Rules For Campaigns -- 11 strategies for network campaigning -- 9.- -- The Media Day -- Media menu for breakfast, lunch and tea -- 9.- -- Which Media Work For Which People -- Tailoring communications -- 10.1 -- Be Simple: Avoid 'The Issue' -- Be an expert of change, not issues -- 10.2 -- Avoid Black Holes and Elephants -- Things that can impede progress -- 10.3 -- Don't Be Led By The Press Agenda -- Don't rely on the news to do the campaigning -- 10.4 -- Evaluation -- Assessing intended and unintended impacts -- 10.5 -- Don't believe Your Detractors -- Use objective research to find out what is really going on -- 10.6 -- Worrying About The Right Things -- Worry most about the impact of your communications -- 10.7 -- Common Failures in Chosing Media -- 10.8 -- Don't Assume We Need To Change Minds -- Campaign success is not dependent on changing minds -- 10.9 -- Examples of Jigsaw Problems -- Does your solution fit the problem? -- 10.10 -- Consider failure -- Winning by losing -- 11.1 -- Campaigns At Organisational Level -- Campaign strategy should fit the organisation -- 11.2 -- Organisational Communications - The Glass Onion -- Expressing values and character is more likely to inspire -- 11.3 -- Changing Dynamics of Awareness and Action -- When everyone agrees there's a problem, the solution is harder to implement -- 11.4 -- Why Campaigns Need Brands, Organisation and Propositions -- Providing handles for support -- 11.5 -- Winning And Losing The Roads Campaign, With No Brand and No Organisation -- Giving your campaign staying power -- 11.6 -- A Campaign Without A Proposition: Globalisation -- Lack of a coherent problem and solution meant failure -- 11.7 -- Consequences of Winning: The Brent Spar -- If your campaign succeeds massively, expect revenge -- 11.8 -- Risk Politics -- The creation and distribution of risk is a political issue that politicians find tricky -- 11.9 -- How Campaigns Became Politics -- Politics sometimes takes new forms -- 11.10 -- Reading The Weather And The Tea Leaves -- Deal with the significant, not the urgent |
| Summary |
"Written for the new campaigner and the experienced communicator alike, this is a comprehensive and systematic exploration of what works in campaigning, and a practical how-to guide for using principles and strategy in campaigning as a new form of public politics. Applicable to any issue and from any point of view, the book's 100 key steps and tools provide models of motivation, analysis and communication structure."--BOOK JACKET |
| Bibliography |
Includes bibliographical references (pages [202]-224) and index |
| Subject |
Social action.
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Communication in social action.
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Social marketing.
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Persuasion (Psychology)
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Publicity.
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| LC no. |
2005003302 |
| ISBN |
1853839620 |
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1853839612 |
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