“Managing Organization Change”

Training Program for ALCUE FOOD

Sixth framework program – Priority 5
Food Quality and safety

From information to knowledge

part 3
Lobbying and networking
a methodological approach

A training by
Jean-
Jean-Pierre Bernat – Cirad
Armelle Thomas - Inforizon
Novembre - 2005
 Topics

The offensive lobbying

1 – General Context

2 – Methodological approach

3 – European example
 GENERAL CONTEXT
Lobbying

Strategy of
Partnership
presence
relation

Strategic Intelligence

Strategic intelligence: aim at the global control of the flows of including informal
information) about the systems and the actors for decision making

Strategy of presence : practices not only applied beside but within the partner
institutions as committees, etc.
Partnership relation : exceed the classic commercial negotiation (win-win)
(To paraphrase Saint-Exupéry, unlike the negotiation where " we look each other ", here we
have to " look together in the same direction")
Lobbying : in fact it is to exercise a direct or indirect pressure, to obtain, to bend or to
oppose to a decision (often institutional) in the respect for a deontology and for a
legitimacy of the means.
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

STAKES RESOURCES
and
CONSTRAINTS
OBJECTIVES

ACTION AXLES

ACTION PLAN
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

STAKES

OBJECTIVES

STAKES : clarify that is at stake... Know that must be win or lose,

"define the stake" in view of the hopes of earnings and the risks,
markets (actual and future) image (individual/collective),
investments, partnerships,..
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

STAKES

OBJECTIVES

OBJECTIVES : the main objectives are to know where we want

going to. Fix the purpose, clarify the offer, the targeting, etc.
What do we want to sell, to whom, when, under what conditions?
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

RESOURCES
and
CONSTRAINTS

RESOURCES and CONTRAINTS : know where we can go. Make the

inventory, identify threats and opportunities, know his forces and
weaknesses, integrate the different resources and internal or
external constraints
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

ACTION AXLES

ACTION AXLES : choose the way. Select one of the several

combinations between "desirable and possible", check a strategy
including operational targets.
 METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram

ACTION PLAN

ACTION PLAN : define how we are going to go there. Define

planning (actions, people in charge, terms, means),
evaluation, control.
METHODOLOGICAL APPROACH

Use of the networks

• To collect information

• Influence work

• Disinformation work
 METHODOLOGICAL APPROACH

WHO IS WHO ?

The main tools are:

- Business databases (addresses, phone, fax, job, companies)

- History of the company

- Associations ( professional, civil)

- University program

- Personal Information (wife, children, hobbies)

 METHODOLOGICAL APPROACH

THE MANAGEMENT OF NETWORKS

B
A B
 METHODOLOGICAL APPROACH

Techniques of influence
How influence a collective of decision

 Identify all the decision makers

 Know typology of the decision makers
 Analyze the "Decision Making Unit"
- Methods for its mapping
- Influence matrix
- Influence diagram
 Typology of possible actions to influence on the decision
 Go with le process of decision
 METHODOLOGICAL APPROACH

Techniques of influence
How identifier a decision maker

Formal authority

Control or access to the main resources

Strong politic allies

Centrality in the network of communication

Reputation

Quality of the person (energy, sensibility, diplomacy,

flexibility, etc.)
 THE EUROPEAN EXAMPLE

The global scope

Council of the E.U. Compass

Committee of the Ministers Decision

European Commission Ideas

European Parliament Consultative voice

Satellite institutions
 THE COUNCIL OF THE E.U. : COMPASS

The European Council made up of the Heads of State and Government,

meets a maximum of four times a year.

The presidency of the European Council is held by each Member State in turn
for a six month period, under a rotating system.

The European Council gives the necessary impetus for the development of the
Union and sets out its general guidelines and political priorities, taking account
of Parliament’s recommendations.

Each summit begins with a declaration by the President of the European

Parliament, setting out the institution’s key positions on the subjects to be
addressed by the Heads of State and Government.

At the end of each summit the President of the European Council presents a
report to Parliament on its outcome and launches a debate with the Members of
the European Parliament.
THE COMMITTEE OF THE MINISTERS : DECISION

The Council is the main decision-making body of the European Union.

The ministers of the member states meet within the Council of the European
Union. Depending on the issue on the agenda, each country will be
represented by the minister responsible for that subject (foreign affairs,
finance, social affairs, transport, agriculture, etc.).

The Presidency of the Council is held for six months by each member state on
a rotational basis.
 THE EUROPEAN COMMISSION : IDEAS

The European Commission, the guardian of the Treaties and the Community’s
executive arm, works in close collaboration with Parliament.

The Commission presents, explains and defends its legislative proposals to the
parliamentary committees, and must take account of the changes called for by
Parliament.

The Commission is represented at all European Parliament plenary sittings, and

must give an account of its policies when called upon to do so by a Member.

The Commission is required to answer Members’ written and oral questions.

 THE PARLIAMENT : CONTROL

The European Parliament shares legislative power equally with the Council
of the European Union.
This means it is empowered to adopt European laws (directives, regulations
etc,).
It can accept, amend or reject the content of European legislation.

The European Parliament and the Council of the European Union together
constitute the Union’s budgetary authority, which decides each year on its
expenditure and revenue. The procedure of examining, then adopting, the
budget takes place between June and late December.

The European Parliament has major supervisory powers over the activities
of the European Union.
 THE EUROPEAN EXAMPLE

THE SATELLITE INSTITUTIONS

Other organs control:

- The European Court of justice watches the respect for the community law
- The European Court of Auditors watches the legality and the regularity of
receipts and the expenses.

Finance :
- European Investment Banks finance long-term projects

Consult :
-The Economic and Social Committee is the organ of expression of the
actors socio economic as syndicates, companies, families..
-The Committee of regions is consulted for any domain touching the regional
interests it represents the municipalities, the departments and the regions of
Europe.

The main part of the works is going to take place between

The Commission --- The Committee of Ministers --- The Parliament
EXAMPLE OF AN EUROPEAN PORTAL
 THE EUROPEAN EXAMPLE

How to approach the European institutions ?

Naturally, it is not possible to propose optimal methods of approach.

Everything depends on the subject and the stakes. However, general
precautions can be useful.

A general approach includes several points :

1 – You must make the legislative watch on all the propositions of the
European Committee before they are published. How approach European
Institutions?
 THE EUROPEAN EXAMPLE

How to approach the European institutions ?

Naturally, it is not possible to propose optimal methods of approach.

Everything depends on the subject and the stakes. However, general
precautions can be useful.

A general approach includes several points :

2 - Harmonize the argumentations and the presentations of the

Government and the concerned lobbies; it is the condition of the
efficiency.
 THE EUROPEAN EXAMPLE

How to approach the European institutions ?

Naturally, it is not possible to propose optimal methods of approach.

Everything depends on the subject and the stakes. However, general
precautions can be useful.

A general approach includes several points :

3 – Supply clear and focused information, suited to every institution. The

civil servants of different nationalities, polyglot, are very qualified, and
sincerely devoted to the construction of integrated Europe. Not being
numerous, they cannot any know. The paradox is that it is them who, in the
heart of institutions, need precise information. They are thus very for the
listening of what can teach them the lobbies. Their technical civil servant at
lower hierarchical levels are better informed about the technical questions.
 GENERAL METHODOLOGYFOR THE
STUDY OF A
CASE OF LOBBYING
1 - Analysis of the political environment

• Characterize the sector of the concerned company : new

activity/growing activity, mature activity, activity in decline.

• List the public problems making up the political diary of the

organization

• Synthesis : which are the risks of impact of the public decision on

the organization ?
 Analysis of the "5 P"

Public problem factual description of the discussed question :

What are the indisputable facts at the origin of the public debate?
Values mobilized for interpreting these facts.
Phase of the cycle of life of the discussed question, measure of the public audience on
the question.

Public policy (ies) : Which are the existing devices, the previous public decisions
i.e. the inheritance of the past which forces the present.

Public procedure followed to find the definitive decision: identification of the steps
and the points of entrance for the organization.

Engaging parties : identification of all the actors, of their motivations, of their

actions, of their influence capacity.
Positions : of each actor, by distinguishing the negotiable elements of the not
negotiable elements.
Possible tools : mapping - political – thematics scales.
 2 - Formulation of a politic strategy

• Determination of the big objectives to reach (distinguish notably

between what MUST be obtained and what is secondary, thus who
can be granted: it is necessary to look for the compromise!)

• Choice of a mode of relation with authorities : pressure versus

legitimization-cooperation-interaction?

• Choice of a level of action : search for individual interests Vs looks

for of collective interests?
 3 - Declension of the political strategy
into tactic policies
Political tactics Commentaries
Awarness of local voters The objective is to exercise a pressure on the local
elected members by mobilizing their voters.
Awarness of public opinion or The objective can be double: exercise an indirect
Awarness of the media pressure on the elected members, and create a positive
image for the organization to legitimize its action.
Political financing We can distinguish the legal forms (more developed in
the USA) and the corruption
Lobbying The lobbying is understood as the grip of direct contact
with the public decision-makers to exchange information.
This activity can be practiced in a formal frame (offices)
or informal (corridors of an assembly, study trips, etc.).

Creation of a coalition with the The coalition can be ad hoc (on a project) or in the long
actors except market
run (generally by profession).
 Some of these tactics are more used with
the one or other one of the political strategies

Political strategy Political tactics most frequently

used
Strategy of pressure Local awareness of the electors
Awareness program of the public
opinion
Awareness program of the media
Creation of a ad hoc coalition
Strategy of interaction Political financing
Lobbying
Creation of a long term coalition
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Expertise The expertise declines in several

separated domains :
Technical, technological, social,
environmental, legal, economical, ….
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Financial resource It is a political resource directly

(political rate) and indirectly (
financing of the exploitation of the
other resources).
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Relational resource (formal and Formal links (member of a public

informal) committee for example) and
informal (personal knowledge of
public decision-makers).
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Organizational resource Resource interns (office of

representation, service of public
affairs and watch, …) and
external (consulting company
under contract, office of
professional association,…)
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Reputation with the actors except Some authors use the term of
market "political capital" which refer to an
idea of accumulation during the
time.

We can distinguish the reputation

of the leaders and that of the firm.
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Image with the public The image can have a

moderating effect on the reaction
of authorities to the action of
influence of the firm.
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.
Political resource Commentaries

Support of the engaging The weight of this support is positive

parties function of their number, their unity of
interest and their variety of origin.
This support can be organized more
or less formally (of a simple petition
or a public demonstration in the
creation of an association with a
legal status), and more or less
durable (organization of a coalition
ad hoc thus short-lived or a coalition
over several years.
 4 – Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on the

political resources to be translated in a continuation of concrete political
actions.

Political resource Commentaries

Entertaining resources Here we understand more or less

entertaining services got for the
public, decision makers and
journalists to obtain an occasion
of a more informal and
personalized contact. These
services are multiple : restaurant,
hotel, package tours, movements
by plane, helicopter, etc.
 5 – Implementation of the political strategy

Every political tactics implementation is going to require the use of a

combination of political resource. Here is the resource most often
associated to every tactics :

Political tactics Political resources most often

associated
Awareness of the electors Public image
Awareness of the public opinion Expertise (forward the socio-
Awareness of the media economic stakes)
Support of the engaging parties
 5 – Implementation of the political strategy

Every political tactics implementation is going to require the use of a

combination of political resource. Here is the resource most often
associated to every tactics :

Political tactics Political resources most often

associated
Political financing Financial resources
 5 – Implementation of the political strategy

Every political tactics implementation is going to require the use of a

combination of political resource. Here is the resource most often
associated to every tactics :

Political tactics Political resources most often

associated
Lobbying Reputation with authorities
Expertise (s)
Relational resources
Organizational resources
 5 – Implementation of the political strategy

Every political tactics implementation is going to require the use of a

combination of political resource. Here is the resource most often
associated to every tactics :

Political tactics Political resources most often

associated
Creation of a coalition with the Relational resources
actors except market Organizational resources
Support of the engaging parties
 6 – The actions for implementation

It is the concrete level of the execution of political actions. It is necessary

to ask the questions :

• About the availability of political resources : has the company the

means to implement foreseen actions? If not, can she acquire them,
subcontract or become allied?
• Of the timing of these actions (spreading in the time, hierarchy of the
priorities);
• Of the coherence of these actions (mutual intensification).

A classic political action consists of the transmission to a public decision-

maker of one " position to paper " who summarizes the point of view of
the company or its coalition on a public problem.
 7 – The position paper

One " position to paper " summarize the point of view of the company or its
coalition on a public problem. It results at the suggestion of a public decision
on the subject. This document owes be very concise (1 on 2 pages) otherwise
it will not be read by overwhelmed public decision-makers!

Six points to be approached :

1. Fast factual description of the discussed public problem;

2. Position of the company, refuting the opposite positions;
3. Centering of the question by moral principles and the equity;
4. Impact expected from the public decision for the company. Economic, social
impacts, technical, etc. according to the various solutions envisaged;
 7 – The position paper

5. Objectivity of the position of the company by statements, testimonies of

third party (researchers, employees, politicians, etc.);
6. Impact expected from the decision on the public opinion, the concerned
community (clarifying of the political in particular electoral stakes for the
public decision-maker).

In appendix : can represent documents coming to strengthen

("objectivize") the position of the firm, notably the articles or the summaries
of independent scientific studies.
8 – SEVEN GOLDEN RULES OF THE LOBBYING

1. BE PROFESSIONAL – YOU HAVE TO KNOW :

The processes of decision – the strategic timing for

decisions.

The decision makers.

The political orientations.

The useful relations.

8 – SEVEN GOLDEN RULES OF THE LOBBYING

2. BE WATCHFUL – YOU MUST :

Catch piece of information.

Build a contact network.

Follow your business.

Know the different arguments and positions.

8 – SEVEN GOLDEN RULES OF THE LOBBYING

3. BE PRECOCIOUS – IT IS NECESSARY TO ANTICIPATE

THE EVENT :

Play a part as soon as possible.

Be at the origin of the initiatives.

Have a concrete project.

Get ready – Build an argument.

8 – SEVEN GOLDEN RULES OF THE LOBBYING

4. SHOW SOLIDARITY – TO ACT IN SOLIDARITY :

You must group together.

Appear as collective, multinational.

Build up alliances – Create a network of allies.

Accept compromises.

Be supported by several administrations.

8 – SEVEN GOLDEN RULES OF THE LOBBYING

5. BE MULTIPLE – YOU OWE :

Always speak with several decision-makers.

Leave nothing to chance in hierarchical level, or with the

institution.

Multiply the arguments, confirm the sources of piece of

information.
8 – SEVEN GOLDEN RULES OF THE LOBBYING

6. BE DETERMINE - IT SUPPOSES :

Get rid of excessive prejudices.

Define a clear objective.

Agree to invest in a long term.

Agree to support (information, projects) before receiving.

Be persistent, use the appeals.

8 – SEVEN GOLDEN RULES OF THE LOBBYING

7. BE COMMUNICATORS – KNOW :

Adopt the logic of authorities.

Put you in the place of others.

Work your messages, in contents and formulation.

 EXAMPLE : DATA ABOUT AN
EUROPEAN MEMBER OF PARLIAMENT

Alain LIPIETZ
Group of the Greens/European Free Alliance/ Member
France
Les Verts - Europe - Ecologie
Born on 19 September 1947, Charenton

Chairman : Delegation for relations with the countries of the Andean Community
Member
Conference of Delegation Chairman
Committee on International Trade
Committee on Legal Affairs
Substitute
Committee on Economic and Monetary Affairs
Delegation for relations with Mercosur
Parlement européen
Parlement européen Bât. Louise Weiss
Bât. Altiero Spinelli T05050
08G217 Allée du Printemps
60, rue Wiertz / Wiertzstraat 60 BP 10024/F
B-1047 Bruxelles/Brussel F-67070 Strasbourg Cedex
Fax : +32 (0)2 284 9207 Fax : +33 (0)3 88 17 9207

Postal address : 22, rue du XI Novembre FR-94800 VILLEJUIF MENU