The Drum Beat 82 - Communication Strategy

Increasingly I am asked what I make of all of the information, ideas, theories, views, data and experiences that are communicated through the Drum Beat, the web site and the chat forum. How can we improve our communication interventions? What are the strategic implications? How should these experiences and ideas affect the communication human and financial investment decisions made by small and large organisations? What general framework for action and evaluation can be drawn as a 'path map' for more effective development interventions? 

The Communication Initiative is committed to a form of horizontal support that allows each person and organisation accessing this resource to highlight and link to the opportunities and/or people that might be helpful to them, in their context. It is, therefore, not an important part of the process for us to present our views.

The spirit of the proposals below is a contribution to the debate on the best way forward for effective communication. The proposals draw on the information provided and opinions expressed by many people. However, they are my personal assessment of the strategic and investment priorities for communication interventions on development issues. They are not the views and perspectives of the Partner organisations. Many of their perspectives have been communicated and can be reviewed in previous Drum Beats [search Archived Drum Beats]. 

I welcome your reactions, comments and critique. 
Next week the Drum Beat returns to normal. We are committed to communicating your ideas, experiences, successes, struggles, theories and views, irrespective of whether you agree with what follows or not. This is a dynamic and exciting field. We are honoured to communicate and support your work.

EFFECTIVE DEVELOPMENT? 

What constitutes effective development? What communication implications that flow from that understanding? 

1. The core nature of development issues demands a people based approach. Though drugs, curricula, funds, equipment, physical infrastucture, financial investment, information technologies and other ‘tangible’ items are important they are only supports to people addressing and seeking to resolve the issues that they themselves experience. Sustainable long-term change must be people related. Communication is people related.

2. Only people internal to a culture can effect the long-term changes necessary for that culture to adapt and address their issues. 'Outside' influences bring different perspectives, skills and knowledge that prompt reaction and stimulate thought and enquiry. However, it is internal to the culture that the most important and long-lasting dynamics will be played out. Communication is a crucial component of this process. 

3. The decisions that affect people’s lives must be subject to debate and scrutiny by those whose lives they [will] affect. They should be supported to introduce their knowledge, information and perspectives into the debate and processes that shape the policies and programmes that seek to engage [and often influence] them. This is an important communication role. 

4. The people most affected and disadvantaged must have a strong “voice”. Cultures are not uniform and homogenous. Within cultures there are groups discriminated against, stigmatised, ignored and rejected. It is those groups that will most experience the most serious issues. As a high priority, communication should focus on supporting their participation in the cultural dialogue, reflection and action.

5. No one perspective on an issue or situation must dominate. It is the interaction between those perspectives that is vital. There is no ‘divine rule’ that communities are always correct, or that the established leadership in a community is all-wise. Just as there is no equivalent rule that governments and international development agencies are infallible. An important communication role is to facilitate that interaction.

COMMUNICATION STRATEGIES? 

Communication interventions enhance long-term positive change in people lives, on the issues that most affect them, when those interventions work to the following principles:

A. Communication is part of an overall package of interventions:
Communication is not a magic potion. It needs to be integrated with a range of interventions.

B. There is a mix of communication styles and channels.
The mix could include entertainment, news, information, advocacy, community action, written materials, traditional drama, organisational partnerships, peer support, public meetings, investigative journalism, and many others. This combination is unlikely to be undertaken by one organisation. A number of organisations and groups need to build the overall communication movement that comprises this mix and range.

C. The people directly affected by the issues in question have a prominent voice in the communication process. 
Their input, often overlooked or minimised, is crucial. Information, analysis and ideas communicated through the various communication channels should prioritise the voice of those most affected. 

D. Communication 'platforms' are developed.
Communication ‘platforms’ are branded, ongoing, processes that create synergy across a range of communication styles to address a number of development issues in an inter-related way. They are there for the long term as established entities. The opposite of a 'platform' is a one-off project with a focus on a single issue.

E. The focus of the communication interventions is to prompt and accelerate: 
 

• increased interpersonal dialogue amongst families and friends
• increased public debate in normal public processes
• increased accuracy of the information shared in these processes
• increased networks of individuals and/or groups that link together for promotion and action
• increased sensitivity and acceptance of differing perspectives on these issues
• new policies and/or implementation of existing policies
• expanded number of decision-making roles for people from amongst the groups most affected
• increased reflection on existing social norms and cultural values that might be obstructive to positive action
• emergence of variations to existing, perceived negative, social norms

THE EVALUATION INDICATORS

Consequently, measured over a reasonably short period of time [eg two years] positive changes in response to the following factors, will be predictive of desirable long term change on the issues in question. 

I. Is the communication intervention/strategy increasingly integrated with the overall strategy? 

II. Are there are an increasing number of communication interventions across a broad range of styles? 

III. Do the people most affected have an increasing ‘voice’ in the communication interventions? 

IV. Is there increased interpersonal dialogue amongst families and friends? 

V. Is there increased public debate?

VI. Is there increased accuracy in the information shared in the dialogue and debate? 

VII. Is there an increase in both the number and scale of social and organisational networks focussing on the issues in question? 

VIII. Is there increased sensitivity to differing perspectives? 

IX. Have new policies [formal or informal] been agreed and/or existing policies that may be effective, but have been ignored, implemented? 

X. Are more people from the population group directly affected by the issues in question in decision-making roles?

XI. Is there an increase in the extent to which people [individually or in groups and communities] are reflecting on existing social norms and cultural values that might be obstructive to positive action?

XII. Has there been an emergence of variations to existing, perceived negative, social norms?

WHERE DOES THIS FIT? 

There is little reference above to the communication styles most often referenced in our field: behaviour change, edutainment [or enter-educate], social marketing, advocacy, press relations, dissemination and others. They are part of the range of communication techniques that are available for action. I have attempted to argue an overall communication strategy rather than seeking to nominate the ‘winner’ from the stable of communication horses. No matter what kind of intervention, it is suggested that they work to the principles stated and are measured by the indicators presented. 

IN CONCLUSION

Hopefully, these strategic observations are helpful as you take the every-day decisions and undertake the 6 month or annual strategic reviews required in your positions and organisations. Even if they are only helpful because you so fundamentally disagree that you develop your own opposing set of strategic communication principles and insights. I look forward to any debate that results. Please join the Drum Beat chat [ see above] and contribute.

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The Drum Beat seeks to cover the full range of communication for development activities. Inclusion of an item does not imply endorsement or support by The Partners.

Please send material for The Drum Beat to the Editor - Deborah Heimann dheimann@comminit.com

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