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Book Details
Abstract
A priceless resource for everyone ready to make a difference, environmental activist Aidan Ricketts offers a step-by-step handbook for citizens eager to start or get involved in grass-roots movements and beyond.
Providing all essential practical tools, methods and strategies needed for a successful campaign and extensively discussing legal and ethical issues, this book empowers its readers to effectively promote their cause. Lots of ready-to-use documents and comprehensive information on digital activism and group strategy make this book an essential companion for any campaign.
Including case studies from the US, UK, Canada and Australia, this is the ultimate guidebook to participatory democracy.
Aidan Ricketts is an experienced social and environmental activist as well as a prominent activism educator, academic and writer. Aidan has written for many academic journals and contributed to several books.
'I believe in real democracy. I believe in the power of communities to organise to pursue their interests. I am passionate about helping people take a stand and make a difference in the world. So says Aidan Ricketts and so say I. The biggest problem in the world is not hunger, not disease, not conflict, not corruption. It is APATHY. The fact that we see all these problems around us and we do nothing. This handbook shows us that something can be done through organising and action, and shows us how to do it. Now it's up to us.'
Michael Norton, author, 365 Ways to Change the World
'You are desperately needed to put the public back in public governance! That is just what Aidan Ricketts' wonderful contribution: The Activists' Handbook: A Step by Step Guide to Participatory Democracy is all about. It is said that trend is not destiny. We can shape our future with the right tools. This book is that tool.'
Randy Hayes, founder, Rainforest Action Network
'This book combines intellectual rigour, compassion and real world experience into a comprehensive, practical and powerful social change manual for these challenging times, an essential tool for the empowered citizen. Keep this book by your side as you confront the 21st century, better still, get your friends and neighbours to read it too.'
Mike Roselle, founder, Earth First!
'The need for a book of this kind could not be more urgent at a time when governments world wide have become captive to corporate power, this inspiring book takes the power directly back to communities and empowers us all to make the changes we want to see in this world. I have worked alongside Aidan from the campaign for Australia's tropical rainforests in the mid '80's, through the struggle for NSW's oldgrowth forests to the present day - he knows what he's talking about. Buy this book!'
John Seed OAM, founder, Rainforest Information Centre
'Most people become activists by accident. One day you're minding your own business, the next you're engaged in a crazy David vs Goliath battle with some developer or government who wants to f#*@ up your happy world. And it's a very steep learning curve. Social and environmental justice doesn't come easily. You need to learn to create and nurture groups, to work the media and social media, the dark art of political analysis and strategy. And the law! In this accessible text, Aidan Ricketts generously shares insights and wisdom he's gained through 20 years of dedicated activism. Aidan's legal training and experience are the real strength to this activist manual. Too few community activists use the law to its potential and Aidan advocates creative and powerful legal strategies.'
James Whelan, Director, The Change Agency
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| About the author | i | ||
| List of Figures\r | vi | ||
| 2.1 The eight stages of social movements | 29 | ||
| 3.1 Timelines map | 44 | ||
| 3.2 Integrated strategy map | 52 | ||
| 4.1 The Murdoch Rag | 56 | ||
| 4.2 Campaign questions grid | 60 | ||
| 4.3 Overall objectives and immediate goals | 62 | ||
| 4.4 Overall objectives and immediate goals (SOF) | 62 | ||
| 4.5 Corpvale strategic plan | 65 | ||
| 4.6 Full strategic plan | 66 | ||
| 4.7 Generic strategic plan | 70 | ||
| 4.8 Power-holder map | 70 | ||
| 4.9 Corpvale research planning grid | 72 | ||
| 4.10 Friends and foes map | 74 | ||
| 4.11 Generic friends and foes map | 75 | ||
| 4.12 Timelines map | 76 | ||
| 5.1 The strategic research cycle | 80 | ||
| 5.2 Plan your presentation | 83 | ||
| 5.3 The format for a media release | 91 | ||
| 5.4 Example of a press release | 91 | ||
| 6.1 Some national models | 108 | ||
| 6.2 A presidential system | 111 | ||
| 6.3 The Westminster system | 112 | ||
| 6.4 Changing the law and influencing government policy | 125 | ||
| 7.1 The feedback loop of effective corporate campaigning | 149 | ||
| 9.1 Sample e-mail alert | 198 | ||
| 9.2 A simple phone pyramid | 204 | ||
| 9.3 Example of campaign plan with digital media tools/tactics included | 208 | ||
| 11.1 Conflict map | 247 | ||
| 12.1 The making of a lifelong activist | 254 | ||
| 12.2 Strategic interaction of formal and less formal campaign groups | 265 | ||
| 12.3 Affinity group decision-making | 269 | ||
| Introduction: cycles within cycles | vii | ||
| Acknowledgements | xi | ||
| One | Activism, advocacy and the practice of democracy | 6 | ||
| Introduction | 6 | ||
| 1.0 Democracy 24/7 | 6 | ||
| 1.1 I disagree with your argument but I support your right to make it | 7 | ||
| 1.2 Public interest campaigns | 8 | ||
| 2.0 Life in a liberalist society | 9 | ||
| 2.1 Liberalism and democracy … not the same thing | 10 | ||
| 3.0 Public interest versus vested interest | 11 | ||
| 3.1 Conflicting public interest perspectives | 12 | ||
| 3.2 Is my issue a public interest issue? | 13 | ||
| 3.3 Public interest campaigning in the courts | 14 | ||
| 3.4 Other ways in which the public interest/vested interest distinctionis important | 15 | ||
| 4.0 The practice of democracy | 16 | ||
| 4.1 The right to break the law | 17 | ||
| 4.2 S tate power and corporate bureaucracy | 18 | ||
| Conclusion | 19 | ||
| Two | Building successful social movements | 20 | ||
| Introduction | 20 | ||
| 1.0 What is a social movement? | 20 | ||
| 1.1 Non-violence as a core value | 21 | ||
| 1.2 Minimum necessary damage to property | 22 | ||
| 1.3 Adopting a structure that reflects your values | 24 | ||
| 1.4 Egalitarian structures | 25 | ||
| 2.0 Believing in the power of social movements | 26 | ||
| 2.1 Requirements for success of a social movement | 28 | ||
| 2.2 Eight stages of a social movement | 29 | ||
| Figure 2.1 The eight stages of social movements | 29 | ||
| 2.3 The possibility of re-emergent stages | 36 | ||
| Conclusion | 36 | ||
| Three | Strategy: the art of activism | 38 | ||
| Introduction | 38 | ||
| 1.0 Public interest strategy | 38 | ||
| 1.1 Alignment with strategic focus | 38 | ||
| 1.2 Articulation of the public interest | 39 | ||
| 2.0 Planning for flexibility: plan for the unexpected | 39 | ||
| 2.1 Anticipating backlash | 40 | ||
| 2.2 Anticipating internal organizational instability | 41 | ||
| 2.3 Anticipating disruptive events and developments | 42 | ||
| 3.0 Timelines and persistence | 43 | ||
| 3.1 Using a campaign calendar | 44 | ||
| Figure 3.1 Timelines map | 44 | ||
| 3.2 Picking your moment | 45 | ||
| 3.3 Plan your campaign in stages | 45 | ||
| 3.4 Persistence is its own reward | 47 | ||
| 3.5 Valuing acquired campaign experience | 47 | ||
| 4.0 Strategy and community organizations | 48 | ||
| 4.1 Strategic decision-making | 48 | ||
| 4.2 Strategy on the run | 49 | ||
| 4.3 Need for understanding and acceptance of the strategy | 51 | ||
| 4.4 Strategic partnerships and alliances | 51 | ||
| 5.0 Framework for a strategic plan | 52 | ||
| Figure 3.2 Integrated strategy map | 52 | ||
| 5.1 Accountable adaptable strategy | 53 | ||
| Conclusion | 54 | ||
| Four | Planning and mapping your campaign: practical tools and processes | 55 | ||
| Introduction | 55 | ||
| 1.0 Our working example: a story about you | 55 | ||
| Figure 4.1 The Murdoch Rag | 56 | ||
| 1.1 What happens next? | 57 | ||
| 1.2 The birth of a community-based campaign | 58 | ||
| 2.0 Planning a new campaign | 59 | ||
| Figure 4.2 Campaign questions grid | 60 | ||
| 2.1 Step 1: setting objectives | 61 | ||
| Figure 4.3 Overall objectives and immediate goals | 62 | ||
| Figure 4.4 Overall objectives and immediate goals (SOF) | 62 | ||
| 2.2 Step 2: what strategies will we use? | 63 | ||
| Figure 4.5 Corpvale strategic plan | 65 | ||
| 2.3 Step 3: choosing tactics | 65 | ||
| Figure 4.6 Full strategic plan | 66 | ||
| 2.4 Step 4: who will do what | 68 | ||
| 2.5 Preparing your own strategy map | 69 | ||
| 2.6 Step 5: whom do we need to convince? Making a power-holder map | 69 | ||
| Figure 4.7 Generic strategic plan | 70 | ||
| Figure 4.8 Power-holder map | 70 | ||
| 2.7 What more do we need to know? Preparing a research strategy | 71 | ||
| Figure 4.9 Corpvale research planning grid | 72 | ||
| 2.8 What skills and resources are available? | 73 | ||
| 2.9 Who can help us? An allies and foes map | 73 | ||
| Figure 4.10 Friends and foes map | 74 | ||
| Figure 4.11 Generic friends and foes map | 75 | ||
| 2.10 How much time do we have? | 76 | ||
| Figure 4.12 Timelines map | 76 | ||
| 2.11 What could go wrong? Planning for the unexpected | 77 | ||
| Conclusion | 78 | ||
| Five | Media, publicity and research | 79 | ||
| Introduction | 79 | ||
| 1.0 Information gathering | 79 | ||
| 1.1 A communications strategy | 79 | ||
| Figure 5.1 The strategic research cycle | 80 | ||
| 2.0 Research | 80 | ||
| 2.1 Where to look for information | 81 | ||
| 3.0 Presenting information | 82 | ||
| Figure 5.2 Plan your presentation | 83 | ||
| 4.0 Generating your own publicity | 84 | ||
| 4.1 Independent media | 85 | ||
| 5.0 Accessing the mainstream news media | 85 | ||
| 5.1 How to get your story run (some more golden rules) | 86 | ||
| 5.2 How to write a good media release | 89 | ||
| 5.3 The format for a media release | 90 | ||
| 5.4 Doing interviews | 90 | ||
| Figure 5.3 The format for a media release | 91 | ||
| Figure 5.4 Example of a press release | 91 | ||
| 5.5 Damage control | 92 | ||
| 6.0 Researching your issue | 93 | ||
| 6.1 Background research | 93 | ||
| 6.2 Research to support your tactics | 94 | ||
| 6.3 Research about salient facts | 95 | ||
| 7.0 Obtaining expert assistance | 95 | ||
| 7.1 Finding relevant experts | 96 | ||
| 7.2 Hiring experts | 96 | ||
| 8.0 Professional writing | 97 | ||
| 8.1 Memoranda (memos!) | 97 | ||
| 8.2 E-mails | 98 | ||
| 8.3 Letters | 98 | ||
| 8.4 Reports | 100 | ||
| 8.5 Briefing notes | 101 | ||
| 8.6 Background papers | 102 | ||
| 8.7 Submissions | 103 | ||
| Conclusion | 104 | ||
| Six | Public sector activism: how to change the law and influence government policy | 106 | ||
| Introduction | 106 | ||
| 1.0 The public sector, the private sector and civil society | 106 | ||
| 1.1 Activism in the public sector | 107 | ||
| 2.0 Understanding your national constitution | 107 | ||
| Figure 6.1 Some national models | 108 | ||
| 2.1 The importance of a bill of rights | 110 | ||
| 2.2. The separation of powers | 110 | ||
| Figure 6.2 A presidential system | 111 | ||
| Figure 6.3 The Westminster system | 112 | ||
| 3.0 Representative democracy | 112 | ||
| 3.1 Participatory democracy | 114 | ||
| 4.0 Exerting pressure on public bureaucracy | 115 | ||
| 4.1 What level of government is involved? | 115 | ||
| 4.2 Does your issue require legislative change? | 117 | ||
| 4.3 The process of legislative change in parliaments: the committee systems | 119 | ||
| 5.0 Changing government policy: administrative change | 120 | ||
| 5.1 Building public support | 120 | ||
| 5.2 Changing the policies or practices of departments or agencies | 121 | ||
| 5.3 Action by a regulatory agency | 121 | ||
| 5.4 Complaints, reviews, appeals | 122 | ||
| 5.5 Statutory review procedures | 123 | ||
| 5.6 Judicial review | 124 | ||
| Figure 6.4 Changing the law and influencing government policy | 125 | ||
| 6.0 Activism using the courts | 126 | ||
| 6.1 Pitfalls of litigation as a strategic tool | 127 | ||
| 7.0 Corporate, media and other outside influences on government decision-making | 127 | ||
| Conclusion | 129 | ||
| Seven | Corporate activism | 130 | ||
| Introduction | 130 | ||
| 1.0 Why would we call corporations private bureaucracy? | 130 | ||
| 1.1 Corporatization or globalization? | 131 | ||
| 2.0 What are corporations? | 132 | ||
| 2.1 The corporation as a ‘legal person’ | 132 | ||
| 2.2 The mandatory self-centredness of corporations | 133 | ||
| 2.3 The profit motive | 133 | ||
| 2.4 The directors’ fiduciary duty | 133 | ||
| 2.5 Shareholder control? | 135 | ||
| 3.0 The dangers of unrestrained corporate power | 135 | ||
| 4.0 Public interest advocacy within the corporate sphere | 137 | ||
| 4.1 Public awareness campaigns | 138 | ||
| 4.2 Consumer boycotts | 142 | ||
| 4.3 Ethical consumerism | 142 | ||
| 4.4 Ethical investing | 143 | ||
| 5.0 Promoting shareholder activism | 144 | ||
| 5.1 Shareholders’ legal rights and remedies | 144 | ||
| 5.2 Overcoming the question of standing | 145 | ||
| 5.3 Shareholder remedies to enforce compliance with existing law | 145 | ||
| 5.4 Shareholder remedies to enforce higher duties than legally mandated | 147 | ||
| 5.5 Recent reforms in the United Kingdom | 148 | ||
| Figure 7.1 The feedback loop of effective corporate campaigning | 149 | ||
| 5.6 Non-litigious remedies: case study – Jabiluka and North shareholder campaign | 150 | ||
| Conclusion | 151 | ||
| Eight | Direct action, protest and your rights | 153 | ||
| Introduction | 153 | ||
| 1.0 The right to protest | 153 | ||
| 1.1 The lawfulness of protests | 154 | ||
| 1.2 Intentional law-breaking and the conscientious objector | 156 | ||
| 2.0 Types of political event | 156 | ||
| 2.1 Public meetings | 157 | ||
| 2.2 Rallies | 159 | ||
| 2.3 Marches | 162 | ||
| 2.4 Public political events held on private land | 165 | ||
| 2.5 Protests/direct action | 167 | ||
| 2.6 Sit-ins and occupations | 171 | ||
| 2.7 Blockades | 174 | ||
| 3.0 Avoiding unnecessary arrest | 176 | ||
| 3.1 Avoiding unnecessary charges | 177 | ||
| 4.0 Ways to make political actions safer and more effective | 179 | ||
| 4.1 Police liaison | 180 | ||
| 4.2 Legal observers | 181 | ||
| 4.3 C ameras, videos | 182 | ||
| 4.4 Media liaison, generating your own media | 182 | ||
| 4.5 Two-way radio, mobile phones | 182 | ||
| 4.6 Follow-up support for arrestees (bail, legal defence, fines) | 182 | ||
| 4.7 Complaints | 182 | ||
| 5.0 Terrorism and anti-terrorist laws | 183 | ||
| Conclusion | 184 | ||
| Nine | Digital activism | 186 | ||
| Introduction | 186 | ||
| 1.0 What is digital activism? | 186 | ||
| 1.1 Digital activism: a very brief history | 187 | ||
| 1.2 The basic toolkit | 188 | ||
| 2.0 Digital tools and their impact on modern activism | 190 | ||
| 2.1 Current debates about digital activism: is it merely placebo activism? | 191 | ||
| 3.0 Choosing and using digital tools | 194 | ||
| 3.1 What do you want to do with it? | 195 | ||
| 3.2 E-mail for activists: rules and tips for optimum use of e-mail | 196 | ||
| Figure 9.1 Sample e-mail alert | 198 | ||
| 3.3 Facebook for activists | 199 | ||
| 3.4 YouTube and MySpace | 201 | ||
| 3.5 SMS activism | 202 | ||
| Figure 9.2 A simple phone pyramid | 204 | ||
| 4.0 Working digital activism into your existing campaign | 207 | ||
| Figure 9.3 Example of campaign plan with digital media tools/tactics included | 208 | ||
| 4.1 Longevity of digital campaigns | 208 | ||
| Conclusion | 209 | ||
| Ten | Strategic litigation | 211 | ||
| Introduction | 211 | ||
| 1.0 Have a realistic idea of what is involved before you get started | 211 | ||
| 1.1 Law as strategy; litigation as tactic | 211 | ||
| 1.2 Some common pitfalls to avoid | 212 | ||
| 2.0 Strategic litigation | 213 | ||
| 2.1 Strategic litigation against public participation (SLAPP suits) | 214 | ||
| 2.2 Impediments to public interest litigation | 216 | ||
| 2.3 The law of standing | 217 | ||
| 2.4 Statutory standing rights | 218 | ||
| 3.0 Effective use of public interest litigation | 218 | ||
| 3.1 Particular types of legal action | 219 | ||
| 3.2 The practical side of public interest litigation | 223 | ||
| 3.3 The legal arguments and the evidence | 225 | ||
| 3.4 The legal issue may not be the same as your campaign issue | 226 | ||
| 4.0 Other ways to use the law | 227 | ||
| Conclusion | 227 | ||
| Eleven | Social change and conflict resolution | 229 | ||
| Introduction | 229 | ||
| 1.0 Attitudes to conflict | 229 | ||
| 1.1 Invisible conflict and voiceless victims | 229 | ||
| 2.0 Reducing internal conflict through inclusive structures | 232 | ||
| 2.1 Consensus decision-making | 232 | ||
| 2.2 Decision-making under pressure: affinity groups | 233 | ||
| 3.0 Core conflict resolution skills | 234 | ||
| 3.1 Strategic questioning | 234 | ||
| 3.2 Negotiation | 236 | ||
| 3.3 Mediation | 240 | ||
| 4.0 Summary: conflict resolution processes | 241 | ||
| 4.1 Strategic considerations | 242 | ||
| 5.0 Case study | 244 | ||
| 6.0 Developing a conflict map | 246 | ||
| Figure 11.1 Conflict map | 247 | ||
| Conclusion | 248 | ||
| Twelve | Empowerment and personal sustainability: staying active and avoiding burnout | 249 | ||
| Introduction | 249 | ||
| 1.0 The citizen activist | 249 | ||
| 1.1 Personal power and people power | 250 | ||
| 1.2 Break the habit of passivity | 251 | ||
| 1.3 Envisioning | 251 | ||
| 2.0 The making of a lifelong activist | 252 | ||
| 2.1 Awakening involves dissonance | 253 | ||
| Figure 12.1 The making of a lifelong activist | 254 | ||
| 3.0 What is activist burnout and how can it be avoided? | 255 | ||
| 3.1 The spirituality of activism | 255 | ||
| 3.2 Preventing burnout | 259 | ||
| 3.3 The importance of fun | 260 | ||
| 4.0 Creating empowering groups | 262 | ||
| 4.1 Choosing appropriate organizational forms | 262 | ||
| Figure 12.2 Strategic interaction of formal and less formal campaign groups | 265 | ||
| 4.2 Building support networks | 265 | ||
| 5.0 Group decision-making | 266 | ||
| 5.1 Consensus decision-making | 266 | ||
| 5.2 Dealing with dissent | 267 | ||
| 5.3 Majority voting | 268 | ||
| 5.4 Weighted voting | 269 | ||
| 5.5 Decision-making: affinity groups | 269 | ||
| Figure 12.3 Affinity group decision-making | 269 | ||
| Conclusion: the joys of activism | 270 | ||
| References | 272 | ||
| Index | 275 |