Strategic thinking and planning
From WRIWiki
In order to develop effective strategies groups need to go through a process: name and describe the problem or situation they are concerned about, analyze why it exists, create a vision of what they want with clear goals and then develop a strategy to reach those goals.
For many who face problems in their daily lives, describing and analyzing the problems they face is a natural part of the process of living. But others need to be more intentional about it. These steps and exercise are intended to help people move together in a non-hierarchical, inclusive process, to a deeper understanding of effective nonviolent strategies.
Name and describe the problem
Naming and describing the problem or situation may seem too simple of a first step for some, but if it is not done collectively people may have different assumptions, different descriptions and therefore different messages and goals. And we can’t analyse without clarity about what we are analysing. Going through this process together strengthens the participation of the individuals while developing collective action.
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Exercises
A group should choose either the tree or pillar exercises to use throughout the strategic thinking and planning process depending on which seems more suitable to their issue and their style.
Describe the Problem Tree - Draw a tree with roots, a trunk, and branches with fruit. The tree represents the problem. Participants identify the roots (causes), the fruits (consequences), the trunk (the institutions that uphold the system.) You can also add the underlying principles that are found in the soil that “nurture” these root causes.
Describe the Pillars – Draw an upside down triangle, with pillars holding it up. Write the name of the problem in the triangle (i.e. “war”). The pillars represent the institutions that support the problem (i.e. the military, corporations, etc.) Ask the group to name and describe the pillars that hold up the problem. Identify the underlying principles that are the foundation of the pillars (i.e. sexism, greed, lies, etc).
Analyze why the problem exists
To get rid of a problem we need to understand why it exists and who potentially supports and opposes it. We need to analyze the power structure to find entry points for resistance, constructive work, etc. An analysis should include considering the following questions:
Do we understand the context and the root causes of the problem?
Who is part of and supportive of the oppressive structures? What holds them up?
Who opposes them?
Who holds the power, who has the power to create change?
Is there a difference between male and female roles?
Who believes in the underlying principles?
What are the strengths, opportunities, weaknesses and threats that we face?
What theories do we bring to this analysis?
How does our commitment to nonviolent social change affect our analysis?
Exercises – Continue to use either the Tree or the Pillar. To look more deeply at those who support and oppose the structure, use the Spectrum of Allies exercise.
Analyze the Problem Tree – Choose the institution in the trunk of the tree that your group wants to weaken. Draw another tree, identifying the root causes, consequences and using the list of questions above to analyze the situation.
Analyze a Pillar – Choose a pillar that your group want to knock down. Draw another set of pillars, writing name of the institution from your chosen pillar in the triangle. Now analyze what holds up that problem, using the above list of questions
Spectrum of Allies (15-30 min) (see http://www.trainingforchange.org/content/view/69/39). When we have defined our issue, this exercise helps us identify and analyse who the players are, who our allies and opponents are, and helps us in the process of making strategic decisions regarding who we want to move. It can also be used to analyze a familiar campaign to understand how change happened.
Create a Vision of what we want
We need to spend time and energy creating a vision for what we want and setting our own agenda. Without a vision, our actions are simply reactions, protests that can easily be disregarded. Do we want reform or revolution? What is our vision of a world with economic justice? Do we want to end this war or all wars? How do we articulate our vision so that it is motivates people to want to work towards it?
From vision to goals
Our vision includes many ultimate, long term goals. The challenge is to identify short and medium range goals that are steps toward the long term goals. We have to be careful not to set goals that are too broad and shallow to try to get more people to join, because that will not get us the change we want. Nor should we be purist, thinking that short and medium goals are compromises that fall short of our utopian vision. Even though our ultimate goal may be revolutionary, we need to identify limited, but more acceptable, goals that can gain support. Progress happens one step at a time.
Questions to consider while developing goals:
- Are the goals realistic, can they be achieved in a certain period of time?
- Will people believe they can achieve this goal?
- Does the goal match the group’s purpose and capacity?
- Are the goals measurable, will we know when we have achieved them?
- Are the goals relevant to people’s lives, will they be moved to participate?
- Will people feel empowered by the “victory”?
Exercises
Envision a Healthy Tree – What is the healthy fruit we want to grow? What roots do we need in order to grow healthy fruit? What roots do we need to cut? What structures need to be developed for a healthy society? What needs to be resisted? What values need to be in the soil to strengthen the roots? Identify goals to grow a healthy tree, or goals to cut down an unhealthy tree. Can we answer the above questions positively?
Pillars – If our goal is to weaken and eventually knock down a certain pillar (i.e. the military) what are the short and medium range goals that weaken the pillar? What do we aim to do with the underlying principles? Can we answer the above questions positively?
Develop a Strategy
Now that you have a description and analysis of the problem, a vision of what you want, and goals to move you towards that, you need to develop a strategy – a plan – to get there. Strategy development is not done in one meeting, or by one person. It is a process of decision-making, organizing, mobilizing, and developing creative strategies.
What follows are the basic components of a nonviolent campaign. These questions will help groups go through the process of developing a campaign strategy. This work needs to be done on an ongoing basis, not just at the beginning of a campaign.
