Social networking tools and campaigning
Our second ICT Foresight report will look at ICT and social networks. Members of our advisory panel are writing short think-pieces on the impact of ICT. Below is the first of these, from Eleanor Burt. Comments are very welcome!
Don’t like your organisation’s campaigning policy? Switching is easy online!
Or, you could even start your own campaign!
The new generation social networking technologies (or Web 2.0) could open up new opportunities for campaigning organisations looking to engage their members and supporters actively behind campaigns. However, the technologies could also pose quite significant challenges for these organisations by making it easier for dissatisfied members and supporters either to migrate to other campaigning organisations or to establish their own campaigns.
The purpose of the two mini-scenarios set out below is to provide strategic decision-makers with a way into discussing the opportunities, challenges, and choices generated by the technologies. As they are presented here the scenarios are generic and hypothetical.
Used within the strategic decision setting discussion should also take account of that organisation’s core values, vision, mission, aims, nature, and performance. Consideration should also be given to other relevant trends and forces within the organisation’s external operating environment.
Scenario 1. Organisation Not Doing the Business? Starting Your Own Campaign is Easy On-line!
Mike was feeling even more frustrated than usual after the local branch meeting. It was clear to him that the national headquarters was calling the shots on campaign priorities. Worse than that, though, these days they seemed to have lost their bite; preferring endless meetings with government officials to real activism. It wasn’t surprising that the local membership had haemorrhaged numbers over the last year, or that another couple of members had just said that they wouldn’t be coming back and wouldn’t be renewing their subscriptions either. Cathy’s suggestion could be the way to get things going again, though. They’d set up their own campaign on-line and get some real energy and spontaneity back into things and really talk to each other! And he’d liked her comment as she’d driven off, that they’d be able to reach people well beyond the local community…Under this scenario voluntary organisations could suffer serious loss of members and supporters as existing members migrate to the new virtual network. Potential new members and supporters could also be lost to the new virtual network.
Scenario 2. Engaging your Organisation’s Members and Supporters
As his executive team left his office, the new CEO of YourVoice was in positive mood. His Director of Communications had made a strong case for the organisation getting much more engaged with its membership and supporters; finding out what they want from the organisation, what campaigns are important to them, and how they want to be involved were good starting points. She was right, too, that there could be expertise and skills out there in the local branches that could be available to the whole organisation, including throughout the local branch network. Really engaging with the grassroots could generate real vitality and enthusiasm. And the Director of IT had been really excited about the possibilities too. Clearly, there needed to be new investment behind it, and they’d have to look at that carefully, but this – what had he called it? - Web 2.0?, seemed to be a good way of getting people talking and interacting in ways they couldn’t currently do…Under this scenario voluntary organisations could be highly attractive communal spaces in which grassroots engagement is both inspiring and strengthening. The rewards for organisations that are able to engage their members and supporters effectively are likely to include increased commitment, and expanding membership and support.