by Jonathan Krall
Recently, a friend observed that politicians seem to dig in their heels whenever activists like us pressure them to act. She asked, “does pressuring these people actually work?” I’ve spent plenty of time pressuring politicians. At my worst, I not only hit my head against a brick wall, I also seem to be helping them build the wall (as I persist, they become better at resisting). At my best, I’m delivering a cogent message while giving one of my politician friends an opportunity to do something positive. Be caring. Be heroic. Share a vision. I now refer to this win-win engagement as “positive pressure.”
Do something different
Sometimes, we take our case to a politician and seemingly fail to be heard. Afterwards, we ask ourselves what to do next. The answer is always the same: “something different.” If talking didn’t seem to work, we try a petition. If our petition is ignored, we seek publicity. If they don’t respond to me, I introduce them to a neighbor. It is one thing to think up yet another engagement strategy. It is quite another entirely to be sure that the strategy du jour is contributing to a positive future instead of simply turning politicians into enemies.
If we directly attack, they will want to resist. This is human nature. If we insult them, especially if the insult is not accurate, refusing us becomes an act of justice, even heroism. For this reason, positive engagement and indirect pressure are likely to work better.
If we truly expect a decision-maker to act on our request, our first option is positive, win-win engagement. This is especially true when delivering a difficult or discomfiting request for action. On its surface, this “win-win” approach seems to contradict Frederick Douglass’s observation that “Power concedes nothing without a demand.” Frederick Douglass was correct. However, because a demand is simply a request backed up with power and because any demonstration of power contains an implied threat, decision-makers tend to react by heroically (in their mind) digging in their heels. The challenge, therefore, is to make effective demands in ways that minimize the tendency of decision-makers to tell themselves heroic stories of resistance.
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