Nonviolent Campaigns

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Contents 1 Introduction 2 What makes a campaign nonviolent 2.1 Principles of Nonviolent Action 2.2 Guidelines 3 Developing effective strategies 3.1 Name and Describe the problem 3.2 Analyze why the problem exists 3.3 Create a Vision of what we want 3.4 Develop a Strategy 4 Components of a campaign 4.1 Common understanding 4.2 Nonviolent Discipline 4.3 Research and Information Gathering 4.4 Education 4.5 Training 4.6 Allies 4.7 Negotiation 4.8 Constructive Work/Alternative Institutions 4.9 Legislative and Electoral Action 4.10 Demonstrations 4.11 Nonviolent Direct Action/Civil Disobedience/Civil Resistance 4.12 Reconciliation 4.13 Celebrate 4.14 Conclusion

Introduction

Sometimes what matters is to break the silence - to get out onto the street to tell others about what is going on. However, that is usually a first step. To make change over a specific issue usually requires a campaign, that is "a connected series of activities and actions carried out over a period of time to achieve specific, stated goals".

Campaigns are started by a group of people with a common concern. They then develop a common understanding and vision, identify goals, and begin the process of research, education and training that strengthens and expands the number of participants who engage in the activities and action.

Demonstrations alone do not end a particular war or correct a deep-rooted injustice. Faced with the horrors of the world, it’s easy to do the nonviolent equivalent of lashing out – jumping into action or activity without stepping back or looking ahead. Too often groups go directly from recognizing a problem to picking a tactic. Or we suffer from the “paralysis of analysis”, educating ourselves and others, but never getting to action, and therefore never reaching our goals. The power of a nonviolent campaign comes in the creative combination of tactics, the strategic thinking and commitment of the participants.

A campaign has goals on different levels. There is the specific campaign demand or stated goal. Most campaigns are challenging the policies of people at the top of some hierarchy. To reach our goal, we need to bring a new factor into their decision-making - be that persuading them with new information, convincing those on whose support they depend, or warning them of the resistance they will face. We do not treat them as enemies, but as adversaries - people who have to be stopped for us to end a specific injustice.

There are also internal goals such as building the capacity and number of participants. A nonviolent campaign takes people through processes of empowerment. This involves personal empowerment - people discovering and exercising their own power against oppression, exclusion, and violence, and for participation, peace and human rights - and builds into a collective power. Groups learn how to be organisers and become political strategists in the process.

Campaigns should also communicate something of the vision of what we want, leading on to further campaigns that challenge the power structure. Multiple campaigns can move us towards social empowerment that leads to the social transformation we are working for. In our training and planning we need to consider all aspects of this nonviolent social empowerment process: personal empowerment, community power, people power.

To develop an effective nonviolent strategy we need to develop strategic thinking skills. Creative campaigns hold the key to exploring the potential of nonviolence.

What makes a campaign nonviolent

Many organizations, campaigns and movements committed to nonviolence, have statements of their nonviolent principles to explain their perspective. WRI's Statement of Principles describes what we mean when we say we embrace nonviolence:

“Nonviolence can combine active resistance, including civil disobedience, with dialogue; it can combine non-cooperation – withdrawal of support from a system of oppression – with constructive work to build alternatives. As a way of engaging in conflict, sometimes nonviolence attempts to bring reconciliation with it: strengthening the social fabric, empowering those at the bottom of society, and including people from different sides in seeking a solution. Even when such aims cannot immediately be achieved, our nonviolence holds us firm in our determination not to destroy other people.” (http://wri-irg.org/statemnt/stprinc-en.htm)

Whether or not a clear commitment to nonviolence, most of the basic steps in campaigns are the same: research and collect information, do education and training, develop a strategy. What, then, is unique about a “nonviolent campaign”? It's certainly more than simply not being violent.

The following list identifies specific principles particular to nonviolence. While some of these may be found in campaigns that do not identify as being nonviolent, the combination of these principles is what makes a campaign nonviolent.

Principles of Nonviolent Action

We acknowledge the value of each person. This is fundamental, recognizing the dignity and humanity of oneself and others. We refuse to mistreat our opponent as an enemy.

We recognize that we all have part of the truth; no one has all of it. No one is all “right” or all “wrong”. Our campaign information gathering, education sand actions should reflect this.

Our actions emphasize openness to promote communication and democratic processes. We work for processes that express “power with” not “power over” others. The empowerment of all involved in the campaign is important. We promote democratic structures (internal and externally) to maximize self-determination.

Our means (behaviors, actions) are consistent with our ends (of affirming life, opposing oppression and seek justice, valuing every person). Our strategy must be based on this principle, we cannot justify a “victory” obtained through violent or deceitful methods.

We are willing to undergo suffering rather than inflict it. Refusing to inflict suffering is based on the value of each person, and a strategy that draws attention to our commitment and our cause. We will not violently fight back if attacked. We recognize jail may be a consequence of our actions; filling the jails may be a strategy.

We commit to prepare ourselves for nonviolent action according to the guidelines agreed. Participants are often invited for orientation sessions or workshops in nonviolence to better understand and practice this commitment.

Guidelines

Going back to the Code of Discipline laid down by Gandhi in the 1930's, many campaigns have developed “nonviolence guidelines” which all participants are asked to agree to. “Nonviolence guidelines” are not the same as nonviolent principles. They are agreements on how participants in an action will behave. They may be stated in very practical terms (“We will not carry any weapons”) or may be written in more philosophical terms (“We will gather together in a manner that reflects the world we choose to create”)

Agreement on what we mean by "nonviolence" or why we choose nonviolence should not be assumed. Even in a small and apparently homogenous group, discussion will bring up different interpretations and varied levels of commitment to nonviolence. Nonviolence guidelines make it clear what is expected and sets a nonviolent spirit for the action. In the midst of an action, it is easy for the crowd's tone to move in the direction of verbal abuse and even violence. Government infiltrators may attempt to discredit the group by urging people to act violently. Nonviolent agreements, and nonviolence training, can make it possible for a large number of people to participate in a campaign nonviolently, even if they have little experience in this area. No matter how committed the organizers are to the principles of nonviolent action, and how well the campaign strategy is organised, it is crucial that the participants in the demonstrations and civil disobedience actions can reflect the principles of nonviolence for it to be an effective nonviolent campaign.

Examples of nonviolence guidelines:

• Faslane 365: http://www.faslane365.org/fr/display_preview/nonviolence_guidelines

• Lakenheath Action Group: http://www.motherearth.org/lakenheathaction/nv.php3

• School of the Americas Watch: http://www.soaw.org/article.php?id=1093

• Principles of the Students' Union of the University of Prishtina, 1997

Developing effective strategies

When groups are excited about the power and possibilities of nonviolent campaign, they are more likely to develop an effective campaign strategy. The suggested exercises can help produce that enthusiasm and excitement, suggesting to groups how to make their campaigns effective and offering an understanding of how changes happens.

Exercises – To help a group share their own knowledge of campaigns use either 10/10 Strategies exercise or have a discussion on “How does change happen”” by asking what effective campaigns they know about and what made them effective. Create a check list from their responses.

Case studies are another way of learning from what’s been done. They do not offer blueprints, but show the determination, resourcefulness and patience of successful nonviolent campaigns. See the Resources for films and books that describe nonviolent campaigns, or use some of the stories told in this handbook or in the weblinks.

In order to develop effective strategies, a useful process is:

• name and describe the problem or situation
• analyse why it exists
• create a vision of what they want with clear goals and
• develop a strategy to reach those goals.

Name and Describe the problem

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.

Naming and describing the problem or situation may seem too simple 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.

Exercises - A group can choose either the problem 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 - Participants describe the roots (causes), the fruits (consequences), the trunk (the institutions that uphold the system.) Identify the underlying principles that are found in the soil that “nurture” these root causes.

Describe the Pillars – Write the name of the problem in the triangle. 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.

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 benefits and who suffers from it - and how?

• Who holds the power, and who has the power to create change?

(Who form part of the structures underpinning this? Who opposes this?)

• Is there a difference between male and female roles?

• What are the strengths, weaknesses, opportunities and threats for a campaign to change this? (SWOT analysis)

• 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, also use the Spectrum of Allies exercise.

Analyze the Problem Tree – Analyze the tree, then choose the institution in the trunk of the tree that your group wants to weaken, based on the group's interests and abilities. Draw another tree, identifying the root causes, consequences and using the above list of questions to analyze the situation.

Analyze a Pillar – Analyze the pillars then choose one pillar that your group wants to work on knocking down, based on your group's interests and abilities. Draw another set of pillars, this time writing name of your chosen pillar in the triangle. Now analyze what holds up that problem, using the above list of questions

Spectrum of Allies - 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.

Create a Vision of what we want

In order to set an agenda, a campaign needs a vision of what it wants. Otherwise actions can simply be reactions, protests easy to disregard. A vision is likely to include ambitious long-term goals. It is worth asking groups to discuss their vision of big questions - world peace, economic justice, the society we want. The challenge then, however, is to identify the first steps in those journeys - the short and medium range goals that lead towards these long term goals. Campaigns face dilemmas in setting goals. To get the maximum possible support, a campaign might choose a short-term goal as a "lowest common denominator" - that is, a point upon which a wide range of people can agree. However, if this does not have deeper implications, if it does not suggest further steps for social transformation, then any change that results is likely to be shallow and unsatisfactory. On the other hand, utopian goals that seem unrealistic are not likely to mobilise people unless there are more attainable intermediate objectives. When the ultimate goals are revolutionary, campaigns need to identify limited, but more acceptable, stepping stones.

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 – Use the questions in the Tree Exercise. Can we answer the above questions positively?

Pillars – 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

Once 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.

Components of a campaign

Common understanding

Is there a common understanding of the problem or situation that exists? Have we analysed why it exists? Does the analysis include the social, economic and political structures? Do we have a common understanding of what it means to have a nonviolent campaign? Do we have an agreed upon decision-making process?

Nonviolent Discipline

Have the organizers discussed and agreed to nonviolent principles? Are there nonviolence guidelines? Are these clearly stated for all to understand?

Research and Information Gathering

What do we know, what do we need to know? Are we searching for the truth, or just trying to “prove our side”? Who can gather the information we need? Who can guide us and provide sources? Research includes finding out how others think about the issue. Listening Projects Community Surveys www.listeningproject.info are one way to do that. Listening Projects help activists look deeper at an issue, gathering information to base future strategy on while developing a connection between those being interviewed and those listening. Listening projects have been done in the US, Croatia, Cambodia, and South Africa.

Education

Is the information understandable for the people we are trying to reach? A role of nonviolent activists is to take the research and put it in a form that can be widely used in a campaign, or facilitate people through that process. Are we using popular education and conscientization processes? Have we developed good educational materials, considering the different constituencies and allies we want to reach? What other educational processes can you use (eg street theatre)? How are we using the media to raise awareness?

Training

Do we need training to learn the skills to develop strategy and organize (eg. group process, strategic planning, media work, etc?) Are we providing training to prepare people for nonviolent action? Is the training available to everyone? Do our trainings address issues of oppression and how we deal with them both in a societal context and within our groups and relationships. (See exercises in the Gender Section of this handbook )

Allies

Who are our allies, who might become allies or supporters if we communicate with them more? How do we reach out and build cooperative relationships to groups we want to work in coalition with? (Use the “Spectrum of Allies” exercise to identify potential allies.)

Negotiation

Have we clearly identified who we need to negotiate with? How will we communicate with them? Are we clear what we want? Are we clear our aims are not to humiliate our opponent but to work for a peaceful solution?

Constructive Work/Alternative Institutions

Gandhi saw constructive programme as the beginning of building the new society, even in the shell of the old. A key element of social change, it is designed to meet the needs of the population (eg economic equality, communal unity, development of local industries) and to develop community. Constructive work is often missing in campaigns in the West, and emphasized in the East. While we say “no” to an injustice, how do we say “yes”? How do we begin building the vision of what we are working towards?

Alternative Institutions may be temporary, such as setting up alternative transportation while boycotting a segregated/apartheid bus system.

Legislative and Electoral Action

Is legislative or electoral action part of the campaign, either as an educational tactic or a goal? How will you put pressure on politicians, how do you exercise your power? How will people participate in that action? What are the plans if your goals are not met?

Demonstrations

How can we best demonstrate our concerns? Have we considered the many methods of nonviolent action? (See “Forms of Action” in this handbook) Are we clear about the objectives of the demonstration and how that will help us reach our goals? How will we involve the public? Will our actions make sense to the local community?

Nonviolent Direct Action/Civil Disobedience/Civil Resistance

Have we done all we can to build support for our action? Will it encourage more community involvement or will it be counter-productive? How will it advance our cause rather than be an end in itself? Are our objectives clear? Will it put the kind of pressure on the adversary to move them? Who will it put pressure on?

In his Letter from a Birmingham Jail, Martin Luther King Jr wrote, “You may well ask, ‘Why direct action? Why sit-ins, marches, etc? Isn’t negotiation a better path?’ You are exactly right in your call for negotiation. Indeed, this is the purpose of direct action. Nonviolent direct action seeks to create such a crisis and establish such creative tension that a community that has constantly refused to negotiate is forced to confront the issue. It seeks so to dramatise the issue that it can no longer be ignored.” (See Exercise Deconstruct the King Quote)

Reconciliation

“As a way of engaging in conflict, sometimes nonviolence attempts to bring reconciliation with it: strengthening the social fabric, empowering those at the bottom of society, and including people from different sides in seeking a solution.” (WRI Statement of Principles) Have we been working for a win-win, rather than a win-lose situation? Is the reconciliation public or private? (In some successful nonviolent campaigns in the US Civil Rights Movement white businessmen asked that the integration of restaurants be done without a public statement to avoid a negative reaction, while in other cases there was a public event that demonstrated the desegregation of a system.)

Celebrate

When we reach our goals, let's take time to recognize what we have done and celebrate our achievements. Sometimes we reach beyond our goals, or accomplish other goals, and don’t take the time to understand that. Collective evaluation is vital to document our successes and failures, to learn from when we take our next steps towards our next goal. And to share that with others so we can learn from each other. If key activists are tired or burnt out, they may not see what is being achieved - but there are also the compulsive types who won't accept that a campaign is stuck and need some help to see that the best part of banging your head against a brick wall is when you stop.

Conclusion

There is a lot to consider when developing strategic nonviolent campaigns. We need to learn to think strategically, develop our understanding of the power of nonviolence, and go through the steps that can move us effectively to our goals. This should strengthen and empower our community along the way. It's important to evaluate our campaign, not just at the end but as we go through it. We may be making mistakes that we will not recognize until it is too late unless we do. We should listen to everyone involved. Keeping a record of our meetings, our decisions, our work, becomes the basis of our case study. Whether we were successful or not, we can learn from our experiences. And it's crucial so we can share our strategies and stories.