Nonviolent Struggle : 50 Crucial Points : a Strategic Approach to Everyday Tactics / Srdja Popovic, Andrej Milivojeic, Slobodan Djinovic ; [Comments by Robert L

NONVIOLENT STRUGGLE 50 Crucial Points

CANVAS

Center for Applied NonViolent Action and Strategies NONVIOLENT STRUGGLE 50 CRUCIAL POINTS NONVIOLENT STRUGGLE 50 CRUCIAL POINTS

a strategic approach to everyday tactics

Srdja Popovic • Andrej Milivojevic • Slobodan Djinovic

CANVAS

Centre for Applied NonViolent Action and Strategies (CANVAS) Belgrade 2006.

TABLE OF CONTENTS

Introduction: How to read this book? ...... 10

This publication was prepared pursuant to the United States Institute of Peace (USIP) Grant USIP-123-04F, I Before You Start ...... 12 April 1, 2005. Chapter 1. Introduction to Strategic Nonviolent Conflict ...... 14 First published in Serbia in 2006 by Srdja Popovic, Andrej Milivojevic and Slobodan Djinovic Chapter 2. The Nature, Models and Sources of Political Power ...... 24 Copyright © 2006 by Srdja Popovic, Andrej Milivojevic Chapter 3. Pillars of Support: How Power is Expressed ...... 32 and Slobodan Djinovic All rights reserved. II Starting Out ...... 38

The opinions, findings, and conclusions or recommen- dations expressed in this publication are those of the Chapter 4. Assessing Capabilities and Planning ...... 42 author and do not necessarily reflect the views of the Chapter 5. Planning Skills: The Plan Format ...... 50 United States Institute of Peace. Chapter 6. Targeted Communication: Message Development ...... 58 Graphic design by Ana Djordjevic Chapter 7. Let the World Know Your Message: Comments by Robert L. Helvey and Hardy Merriman Photo on cover by Igor Jeremic Performing Public Actions ...... 66

III Running a Nonviolent Campaign ...... 72 Printed by Cicero, Belgrade 500 copies, first edition, 2006. Chapter 8. Building a Strategy: From Actions to Campaigns ...... 76 Produced and printed in Serbia Chapter 9. Managing a Nonviolent Campaign: Material Resources . . . . 86 Chapter 10. Managing a Nonviolent Campaign: Human Resources . . . . 94 Chapter 11. Managing a Nonviolent Campaign: Time as a Universal Resource ...... 102 Chapter 12. Building the Real-Field Campaign and the Inverse Planning Model...... 110

IV Working Under Repression ...... 122 KEEP IN MIND! Chapter 13. Working Under Repression: Morale and Communications ...... 124 Chapter 14. Working Under Repression: Responding to the Opponent`s Sanctions ...... 136 1. Crucial point CASE STUDY: V Next Steps...... 140

Chapter 15. How to Use This Book: The “ART” Model of Multilevel Knowledge Transfer . . . 142 Chapter 16. How to Use This Book: Online Learning and Support ...... 150

TIP IMPORTANT: Annex:

I Methods of Nonviolent Action ...... 156 II 10 Years of Nonviolent Conflict in Serbia ...... 168

QUESTIONS TO ASK YOURSELF: Bibliography ...... 180

Visual Resources ...... 182 ? DON’T FORGET: Many Thanks ...... 184

About the Authors...... 186 10 11

This book is a primer on applying strategic nonviolent action in real campaigns. The techniques outlined in the following 15 chapters have been used successfully in many parts of the world. The British historian Eric Hobsawm described the twentieth century as the “age of extremes” because of the devastating wars waged in the last hundred years and the influence of extreme ideologies which were used to justify the destruction of entire peoples, classes and faiths. At the same time, the spread of democracy and economic prosperity has transformed much of humanity. Today, the potential for ruinous conflict persists - but so also does the opportunity for nonviolent alternatives.

Contained in the book are lessons learned from many long and difficult nonviolent struggles against nondemocratic regimes and other opponents of basic human freedoms. The book is written for those activists who are already working or are con- sidering working on establishing freer and more open and equitable societies.

Fifty crucial points about strategic nonviolent action are presented in three thematic sections. The first, “Before You Start,” provides you with a basic conceptual and ana- lytical framework. The second, “Starting Out,” teaches you the basic skills that successful practitioners of strategic nonviolent action have mastered, such as crafting a message and planning public actions. The third section, “Running the Nonviolent Campaign,” teaches you more advanced skills, such as managing a nonviolent campaign. The fourth section, “Working Under Repression,” offers guidelines for how to do your work as safely as possible. The last section suggests concrete ways to upgrade your skills and knowledge.

Chapters within the sections are organized around answering key questions: if you understand the answer to a question, you understand a crucial point about strategic Introduction: nonviolent action. You can either read a specific question that interests you, or an entire chapter or section. To help you, each point is first explained, and then illustrated How to read this book? with an example, a case study, or a practical exercise that helps to develop your skills and knowledge. Additionally, emphasize practical advice, important material appears in a series of short tips, which can be easily remembered and applied.

The authors hope and believe that communicating crucial points in this way will help you learn how to operationalize strategic nonviolent action, so that you can win your rights, overcome repression, resist occupation, achieve democracy or establish justice in your lands - thus making another “age of extremes” unlikely. I BEFORE YOU START At the end of the section you will discover what discover will you section the of end the At After you understand the models, nature and sourc In order to conduct a nonviolent you struggle, first way: strategic nonviolent struggle. way: strategicnonviolent struggle. vlpn ti kolde s rca, ic one since crucial, is knowledge this Developing Coups d’état, terrorist attacks, conventional wars conventional attacks, terrorist d’état, Coups lies at political the power heart of -obedience - and understand that if people do not obey, the ruler ruler the obey, not do people if that understand power. In this book, you will learn about another about learn will you book, this power.In tuto ae l wy o tugig o political for struggling of ways all are struction need to understand the nature of political power. political of nature the understand to need so political power, you will es then about of learn the else. cannot rule! support.” er isexercised, called“pillarsof organizations and institutions through whichpowthrough institutions and organizations somebody to it deny power,to political or obtain to either is struggle any objectivesof main the of de mass of weapons horrible of use the even or Before Y Section Outline: ou Start - - - The Nature, Models and Sources Political of Power Introduction to Strategic Nonviolent Conflict Pillars of Support: How Power Support: isExpressed of Pillars Chapter’s outlinequestions: Chapter 3: Chapter’s outlinequestions: Chapter 2: Chapter’s outlinequestions: Chapter 1: • • • • • • • • • • how ispower expressed withinsociety? how dowe seepoliticalpower? Why dopeopleobey? How operate? doesthispower structure power? arerealsourcesof What ispoliticalpower?What So, whoisright? Is therearealisticalternative? thegun? Does power of reallycomefromthebarrel Why arewe readingthesepages? ? Strategic Nonviolent Conflict Introduction1

16 Introduction To Strategic Nonviolent Conflict Introduction To Strategic Nonviolent Conflict 17

1. Why are we reading these pages? 2. Does power really come from the barrel of a gun?

If we look at the nondemocratic parts of The other approach for gaining political There are certainly many who think so. Let us remember a few recent examples were the world as a great battleground, we can power is the use of nonviolent struggle. violence was used to exercise political power: see two very different concepts for gaining “Violence,” the great Argentine writer, political power. The two are in confron- Jorge Luis Borges observes, “is the last ref- • August 1990: Saddam Hussein of Iraq • January 17, 1991: An American-led coali- tation even as you read these pages, and uge of the weak.” These pages are dedicat- ordered the invasion of Kuwait. Was he tion of over 30 countries began a mili- have been through most of the twentieth ed to those who see the second approach exercising political power? Yes. He mo- tary campaign to push Iraqi forces out of century. The first concept, the one used as the embodiment of the kind of state bilized the power of the state towards Kuwait. more frequently is captured by the say- they wish to achieve. political objectives: Iraqi control over ings of some of best know revolutionar- Kuwaiti oil and territorial expansion • March 24, 1999:A NATO-led bombing ies. Chairman Mao, the leader of Chinese campaign began in Yugoslavia, leading to Communist Party, said that “politics is war • Spring 1999: the Serbia dictator, Slobo- the withdrawal of Serbian security forces, without bloodshed, while war is politics dan Milosevic, attempted to address the the return of Albanian refugees, but also with bloodshed. We are advocates of the problem of Kosovo Albanians, who to civilian casualties. abolition of war, we do not want war; but overwhelmingly wanted independence war can only be abolished through war, from Serbia, using similar methods as • October 7, 2001: American-led forces in- and in order to get rid of the gun, it is nec- Saddam Hussein. Police and army units vaded Afghanistan essary to take up the gun” ( Mao Zedung, expelled hundreds of thousands of eth- Quotations from Chairman Mao) nic Albanian from their homes. • March 20, 2003 American-led forces, despite domestic and international opposi- The use of violence to attain and then to • September 11, 2001: Al-Qaeda applied tion, invaded Iraq. maintain and increase political power is the its monstrous model of attaining po- operating principle of the first model. Put litical power. Nineteen suicide hijackers simply by Chairman Mao, “political power crashed airplanes into buildings in New grows out of the barrel of a gun”. Osama York City and Washington, DC, killing bin Laden makes the same point by insist- almost 3,000 people. ing that repression “cannot be demolished except in a hail of bullets.” In this model, the competition for political power is not ac- All of these examples were attempts to complished through free and fair elections. gain power using violent methods, and all Rather, as Josef Stalin said, “The people who eventually inspired violent responses: cast the votes don’t decide an election, the Yugoslav President Slobodan Milosevic chooses people who count the votes do.” Jorge Luis Borges confrontation over accommodation with NATO countries in 1999. 18 Introduction To Strategic Nonviolent Conflict Introduction To Strategic Nonviolent Conflict 19

3. Is there a realistic alternative to violence? • Nonviolent struggle was a major factor in the 1986 “people power” revolution Contrary to the popular belief that “power only comes from the barrel of a gun” there that causes the collapse of the Ferdinand are numerous examples of the effective exercise of power without violence: Marcos’ dictatorship in the Philippines. Among their many actions, nonviolent resisters in this struggle protected Army • India achieved independence from the units that withdrew their loyalty from British Empire in 1947 largely as a result the regime. of a strategic nonviolent struggle that started in 1916. As Mohandas Gandhi mobilized the people, restoring their self- • The Solidarity organization in Poland respect and self-confidence, he pres- waged a successful, decade-long non- sured the British government by leading violent struggle that brought about mass non-cooperation and established the 1989 collapse of communist party institutions outside of British control, control. Solidarity first used strikes to thereby undermining British dominance establish a free trade union, and then both in India and abroad. used underground actions that further challenged and delegitimized the government during martial law. Eventually, Poland’s communist president invited Soldiarity to negotiate and prepare for • The abolition of apartheid in South Afri- free and fair elections. ca was the culmination of a decades-long struggle marked in its decisive phase in the 1980s by effective mass nonviolent action. Nelson Mandela, the paramount leader of the struggle, was imprisoned • In May 1992, people in Thailand removed for most of this period. But the boy- a military dictatorship through a nonvi- cotts, strikes and protests used by his olent struggle that featured huge strikes followers put so much pressure on the and protests. In early 2006, a nonviolent regime that it was eventually forced to movement forced the resignation of the negotiate a new political system, which Thai Prime Minister, who was widely be- guaranteed equality of rights. lieved to be corrupt 20 Introduction To Strategic Nonviolent Conflict Introduction To Strategic Nonviolent Conflict 21

More recently, nonviolent movements Even today, there are numerous coun- 4. So, who is right? successfully removed authoritarian re- tries where democratic movements gimes or compelled foreign troops to are opposing authoritarian regimes The examples of violent conflict already On the other hand, in many countries leave the country in: by using strategic nonviolent struggle. mentioned represent the most prominent where nonviolent struggle was used during These include:: recent instances of relying on violence to the last decade, the scorecard looks quite achieve political goals. Here is a partial different: scorecard: Serbia in 2000 Belarus 1. Kosovo: Despite the presence 1. Serbia: From being the source Georgia in 2003 Burma of thousands of UN peacekeep- of many problems in the Balkans er, this remains an unstable re- region, Serbia has gone a long way gion. Continued drug and arms towards becoming democratic and Ukraine in 2004 Iran smuggling, violent confrontation stable in the last five years, and it between political opponents and slowly but surely moves closer to joining the European Union. Lebanon in 2005 West Papua ethnic strife are just a few of the unfortunate consequences of the 2. Georgia: This has become a use of violence. country where political rights and Zimbabwe 2. Afghanistan: Despite the civil liberties have increased con- presence of thousands of NATO siderably and where electoral theft troops, armed conflict still -con seems unlikely in the future. tinues in many parts of the coun- 3. Ukraine: While political instabil- There are many other struggles that have not received as much media attention, try, while the most import export ity persists, this remains a country such as Azerbaijan and Papua New Guinea. There are also many struggles of commodity, unfortunately, contin- where elections and the political workers, peasants, and disenfranchised groups in both developed and develop- ues to be heroine. process are used to settle conflict, ing countries fighting for rights, equality, freedom, and justice.. 3. Iraq: Over one hundred thou- and poisoning your opponent sand troops stationed in Iraq have seems unlikely to be tried again. not been able to prevent increas- This was proven in democratic elec- Have you never looked at things in this way? tions in 2006. ing terrorist attacks and civil war that have cost thousands of Iraqi 4. Lebanon: A country known for Now is the time to start! and American lives. its long civil war and the presence of tens of thousands of Syrian soldiers nonviolently pressured the Syrian government to withdraw its PUSH troops. 22 Introduction To Strategic Nonviolent Conflict Introduction To Strategic Nonviolent Conflict 23

If these successes appear as faint praise, Keep in mind the following lessons: consider the empirical evidence offered in a 2005 Freedom House study by Adrian Karatnycky and Peter Ackerman, enti- • Violence means that non-partici- tled “How Freedom is Won: From Civic pants in the conflict also suffer. Just Resistance to Durable Democracy.” This think about the collateral damage study found that in 50 of the 67 transi- in the bombing of Serbia, Iraq tions democratic transitions in the past or Afghanistan, and about all the 33 years, nonviolent civic resistance was a “key factor”. Furthermore, when op- destruction typical in guerrilla and position movements used nonviolent re- civil wars. The social and econom- These pages are dedicated to those of you sistance, the transition was far more likely ic costs of violence, in short, are to result in a freer, fairer society, whereas widely spread in contrast, when opposition movements who believe in the used violence to achieve a transition, the • While guerrillas and others who rely nonviolent chances for sustainable democracy were on violence may have many “hard” greatly reduced. Therefore, not only is skills (such as knowledge of mili- struggle model, and especially to all of you nonviolent struggle a “realistic alternative” tary tactics, logistics, and planning), to using violence, experience has shown that social changes won using methods many lack the “soft” skills (such as who are willing to dedicate your time and of nonviolent struggle and strategies can mass communications, compromise, achieve more positive and longer lasting and coalition-building) needed in a solutions than violent methods do. democratic society. In contrast, us- energy to nonviolent struggle for a ing methods of strategic nonviolent Even guerrillas need to make struggle increases among activists the trains run on time! the skills that will be essential for better future of your homelands. working in a democratic society.

The Authors 2

The Nature, Models and Sources of

Political Power 26 The Nature, Models, and Sources of Political Power The Nature, Models, and Sources of Political Power 27

You cannot change society without having the political power needed to implement your The Nature, Models, and Sources of Political Power reforms. Strategic nonviolent struggle is not only about fighting for ideals. It is a struggle Political power is generally only perceived indirectly, through its for political power in which the main goal is to make your vision come true. external forms, such as the state apparatus, the political system, or the media, but the essence of political power remains hidden to the majority of ordinary observers. Understanding political power repre- 6. How do we see political power? sents one of the first necessary steps towards preparing a successful nonviolent campaign. It is important to understand that political power in society can be fluid and that the individuals who make up Mainly, we see power as the But, the true nature of society constitute one of the key sources of political power. state wants us to - as a mon- power is very different. In olith! So we believe power a society, power can change is fixed; and nothing can very swiftly. It can become 5. What is political power? change except the people fragile and can be redistrib- ON at the top. What the ruler uted, especially in nondem- decides today becomes re- ocratic regimes and other Political power is the totality of means, influences, and ality for people tomorrow. highly regimented organi- pressures - including authority, rewards, and sanctions - You can change the person zations. Ultimately, power available to achieve the objectives of the power-holder, at the top - that is revolu- in society comes from especially those of government, the state, and those tion - but the model stays the people’s obedience. groups in opposition. OFF the same: whoever gets to And those people - each Gene Sharp, The Politics of Nonviolent Action the top ends up controlling of whom is individually In defining power, Dr. Gene Sharp follows the central the power in the society. a small source of power insight about power made by the famous German so- - can change their minds, ciologist Max Weber, namely that those with power are and refuse to follow com- able to have an effect on others and on the environment mands. even when there is opposition to such a course of action. Power is the ability to pro- Power based on social norms, such as rules that attach duce intended effects. punishments or rewards (sanctions) to social behaviour, is Bertrand Russell called authority. To be “effective,” power must be seen as legitimate by most of those subject to authority. TIP God does not give HIGH AUTHORITY LOW AUTHORITY 3. political power, HIGH • President in democracy • Plane hijacker people are providing it! POWER • Popular dictator • Unpopular dictator

LOW • Nobel Prize winner • Child POWER • Teacher • People on state aid 28 The Nature, Models, and Sources of Political Power The Nature, Models, and Sources of Political Power 29

7. What are the real sources of political power? 1. CASE STUDY: The janitor

According to Gene Sharp, the main sources of political power in a society, on which After the 9/11 terrorist attacks on the United decision-makers, institutions, organizations and movements rely, include these ele- States, it was crucial for the country’s leaders to ments: make strategic decisions. Following procedures in The ability to issue a command and have people submit to it. It’s the case of a national security emergency, Presi- 1. AUTHORITY built slowly and patiently, and is lost easily by engaging in hypoc- dent Bush was flying in his plane, Air Force One, risy, reneging on promises, and not delivering positive outcomes and his administration was holding consultations for society. in an underground bunker somewhere near Wash- The strength of the organization or ruler depends on the ington, D.C. 2. hUMAN NUMBER of people who labor for that organization or ruler. TIP RESOURCES The faces were as deadly serious as were the is- Those who control the sues before the country’s leaders, and decisions sources of power can con- that would have worldwide effects were about to trol the exercise of power! be made… 3. SKILLS AND The more trained and knowledgeable the people (human re- KNOWLEGDE sources) in an organization, the more efficient and capable they become. But imagine now that there was a collapse of the climate system in this important place. It is impos- The money and other assets that can be used to increase other sible to hold even a trivial meeting in Washington 4. MATERIAL sources of power. These resources include things such as print- D.C. in early September weather without air con- RESOURCES ing capacity, office space, hardware, access to logistics planning ditioning, with all of the humidity and the heat. and communications technologies, and control of other scarce The only person who has the skills and knowledge resources. to repair the climate system appears to be a jani- It is actually the fear of sanctions that make this an important pillar. If an organization can predictably punish a detractor and tor—a poorly educated, badly paid, middle-aged cause fear, then it has power. If others in society perceive the and VERY nervous man…. 5. SANCTIONS punishment as legitimate, it has even more power. In terms of a nonviolent campaign, this aspect of power relates to the ability An individual who can decide to fix the climate of the organization to credibly, persistently, and publicly show system can also REFUSE to do so. how the regime abuses basic human and civil rights. This creates a punishment (sanction) that the nonviolent movement can use Now, who would be the most powerful man in the against a regime’s use of illegitimate force. world at that moment? Of course, if it were not The group of psychological, traditional, cultural, religious and an emergency, many people other than the janitor sometimes ideological factors (i.e. habits, attitudes, sense of could fix the system. As the number of people 6. INTANGIBLE responsibility ) that may induce people to obey and assist the who choose to withhold consent increases, so does FACTOR rulers. Those factors usually owe their existence to some com- their potential to exercise political power, and the bination of religion and culture, or conventions, such as a tradi- effect of their collective choice becomes greater tion of obeying people in uniforms or representatives of the religious establishment. than the sum of individual moral gestures. 30 The Nature, Models, and Sources of Political Power The Nature, Models, and Sources of Political Power 31

While analysing your society with the sources of power framework, also think about what the indicators of power are in society.

IMPORTANT:

These three indicators of power overlap but are analytically useful:

DECISION-MAKING: INFLUENCE: REPUTATION: Those who make politi- The powerful have the Those whom we see as cal, economic, or other ability to influence peo- powerful by definition policies and decisions ple’s points of view about have power. This relates that are seen in society as important issues. to authority (see earlier important have power. section “What is Political Power?”)

Adopted from Robert Dahl, Modern Political Analysis

QUESTIONS TO ASK YOURSELF:

1. how do people in your society see power? 2. Do people believe that power may shift from one major group to another (if not, why not)? 3. What sources of power operate the most transparently in your society? 4. Are there sources of power still available for your movement? What are they? 5. What is the nature of your ruler’s authority?

? 3 Pillars of Support: How Power is Expressed 34 Pillars of Support: How Power is Expressed Pillars of Support: How Power is Expressed 35

Pillars of Support: How Power is Expressed 9. How does this power structure operate? “By themselves, rulers cannot collect taxes, enforce repressive laws and regulations, keep trains running on time, prepare national budg- Within every single society various pillars of support can be identified. They can in- ets, direct traffic, manage ports, print money, repair roads, keep mar- clude: kets supplied with food, make steel, build rockets, train the police • the police, military, and other coercive structures and army, issue postage stamps or even milk a cow. People provide these services to the ruler though a variety of organizations and institu- • the judiciary and electoral commission, and other elite professionals tions. If people would stop providing these skills, the ruler could not • the civil service (bureaucracy) and other specialists and technical experts rule.” • the educational system and other structures that produce and control knowledge Gene Sharp · The Politics of Nonviolent Action · • organized religion and other traditionally respected institutions • the media and those who manage the provision of information to the public 8. How is power expressed within society? • the business community and others who manage the financial and economic sector Each individual government is based on very few crucial pillars. Identifying crucial pil- Power in society is expressed lars and developing a multi-level strategy that weakens those pillars may make the dif- largely through institutions ference between success and failure for your nonviolent struggle. and organizations. Most individuals do not exert much political power by them- TIP selves, but institutions are The nonviolent campaign’s made of groups of people primary task: pulling individuals who can be persuaded to out of the pillars of support! change their point of view and withdraw support col-

lectively. POLICE BUREAUCRACY EDUCATIONAL ORGANIZED MEDIA BUSINESS/ AND SYSTEM RELIGION COMMERCIAL MILITARY INSTITUTION These institutions, holding up the structures of power, dictator Obedience or acquiescence of individuals and, more specifically, their willingness to are called the Pillars of Sup- generals follow orders, keeps each pillar functional, even where a government’s economic power port. If people within these colonels is based mainly on a single industry or resource such as oil. Even in these cases, the pillars start to withdraw pyramid could not stand without thousands of individuals following orders. Therefore, their support, then the gov- individuals and the community as a whole have the power to withdraw their support, ernment or other opponent and not act in the way that the opponent wants them to. will begin to collapse. majors seargants infantr y 36 Pillars of Support: How Power is Expressed Pillars of Support: How Power is Expressed 37

10. Why do people obey? Military parade, India Obedience is a crucial concept in strategic nonviolent struggles. There are several major 1930. A classic exam- reasons why people obey their decision-makers. With an understanding of why people ple of an expression of obey, a movement can more effectively promote collective disobedience to unjust laws. obedience staged in order Also, understanding the reasons why people obey provides a powerful rebuttal to the to increase the public belief that “obedience is simply natural.” authority of the colonial Human beings are not genetically predisposed towards obedience, but rather to living in regime communities, in a society in which good reasons are available for voluntary compliance with laws and conventions. But when compliance is forced and obedience is demanded by a government through threats and sanctions rather than by popular consent, obedience becomes less stable.

Why is obedience regarded TIP as the “heart of political Obedience is at the heart power”? The answer is sim- of political power! ple: if people do not obey, the decision-makers cannot implement their decisions. QUESTIONS TO ASK YOUR SELF: Strategies for nonviolent struggle are based upon 1. What pillars of support for the current regime exist in my this insight. Mechanisms country? and methods of nonvio- 2. What pillars are crucial for my opponent’s survival? What lent struggle, exercised pillars are crucial to my movement’s survival? through political actions 3. What is the basis for loyalty of people working in these and campaigns, are exclu- crucial institutions and organisations? sively targeted towards the 4. How can these people be approached? withdrawal of support that 5. What are the primary reasons that people obey the govern- people are providing to ment? your opponent. ? II Starting Out As in any serious operation, your most important important most your operation, serious any in As violent theory to taking the first practical steps to steps practical first the taking to theory violent Planning is the first and foremost requirement in requirement foremost and first the is Planning wards applyingthattheory. for planning communication activities and public and activities communication planning for Once you understand the nature of political pow political of nature the understand you Once One of the most important issues in your plan is plan your in issues important most the of One h e ntttosad raiain “ilr o of “pillars organizations and call institutions key (wethe organizations and institutions through to your activities, and eventually, join your move your join eventually, and activities, your to com targeted Through communication. targeted or grassroots to fundraising to overallthe strategy is based on luck. Every aspect of your campaign your of aspect Every luck. on based is paign is just “guesses,”a series of and your success non strategic from move can youpower, political should be planned before it is implemented, from implemented, is it before planned be should of heart the at is obedience that support”)—and ganizing tomedia relations.ganizing ment. This section also offers several useful tools useful several offers also section This ment. so your in people persuade may you munication r n te as n hc pwr s expressed— is power which in ways the and er ciety to change their point of view, pay attention view,pay of point their change to ciety raie. ihu poe pann, or cam your planning, proper Without organized. campaign, as such action, major any keep to order actions. activities will be related to assessment and planning. Starting Out Starting Section Outline: ------Assessing Capabilities andPlanning The Plan Format The mainthemesinclude: The Planning Skills: Main themesinclude: Chapter’s outlinequestions: Chapter 5: Chapter’s outlinequestions: Chapter 4: • • • • • • • • • •

1. Strategic analysis of strengthsandweaknesses 1. Strategicanalysisof 3. Never focusonintentions, focusoncapabilities 2. Planning Plan Format Template planningandthe“10 minute pitch” of Importance How dowe usetheplanformat? willdo Who arethemainquestionsinthis struggle? What StrategicNonviolent Action(SNVA): of foundationalconcepts Three Successful andunsuccessfulstruggles Why dowe needaplan? is“SWOT”What analysis? Why dowe assesscapabilities? what, when,how, whereandwhy? Chapter 6: Targeted Communication: Message Development

Chapter’s outline questions: • How do we plan communications? • What is our target audience? • What is our message? • How do we develop messages?

The main themes include: • Definition of targeted communication • Selection the target audiences • Definition of the message

Chapter 7: Let The World Know Your Message: Performing Public Actions

• What is a public action? • how do we plan a public action? • How do we put our opponent in a dilemma?

Main themes include: • Planning public actions • Dilemma actions and profiting from them O ut II S tarting 4 Assessing Capabilities and Planning 44 Assessing Capabilities and Planning Assessing Capabilities and Planning 45

Assessing Capabilities and Planning EXAMPLE: Distinguishing between intentions and capabilities Intentions Capabilities Planning is an essential first step in conducting a nonviolent struggle. The first step in making your plan a reality is to perform a detailed I want a dinner in a fancy restaurant. I only have enough money for a fast food assessment of the capabilities both for your movement and your op- meal. ponent, and then develop a plan for your campaign based on realistic We want to organize a mass demonstration. We have only a few dozen supporters. parameters.

If you know your enemy, and know yourself, you will know the outcome of a The opponent wants to arrest all of the op- The opponent has limited information on the thousand battles. · Sun Tzu, The Art of War · position leaders. opposition leadership.

11. Why do we need to assess capabilities? Think for a moment like a shopkeeper trying to decide what will sell in the store. She would have to think about at least two things: First, what do people buy in her shop, and second how much does it cost her to get those items? Similarly, we can gain insights by focusing on the demand for public action by individuals and on the resources needed to Just as you don’t jump into water before you check its supply that action. temperature, you don’t launch nonviolent struggle before examining the conditions on the ground. Assessing ca- To estimate demand for a To approximate the ability to pacities is a place where many newcomers to nonviolent nonviolent action, consider these generate nonviolent action, or its supply, consider these factors: struggle make mistakes. Underestimating the opponent or factors: overestimating your own strengths makes a plan of action • Individual benefits to each participant: • Costs of organizing are higher when the unrealistic, and therefore its goals unattainable. One of when the individual benefit is perceived as number of participants and people affected the most important things is to distinguish between inten- small, even though the benefit to society is large tions and capabilities. could be high, demand tends to be low • Geographic coverage of activists: even if (we’ll return to this point later!) the number of activists is large, if they are Sun Tzu, famous strategist concentrated (in cities, or regions) this lim- of ancient China • Available alternatives to participation: its the ability to generate some actions, like when a person believes that there are a national campaign many substitutes to nonviolent action, their demand for such an action again • Resources include the time necessary to or- tends to be low ganize and implement the action, as well as the required human and material resources TIP (we’ll come back to this in Chapters 9-11) Never focus on intentions; focus on capabilities! Assess both the opponent’s and your own capacities when thinking about the demand and supply for action. (Adopted from by Paul Heyne, The Economic Way of Thinking) 46 Assessing Capabilities and Planning Assessing Capabilities and Planning 47

12. What is SWOT analysis? 13. Why do we need a plan?

Planning is the foremost way a major ac- With a good assessment CASE STUDY: OTPOR, Serbia Strengths IMPORTANT: tivity, such as a campaign, can stay organ- of capacities, which takes 2000. Levels of planning devel- • What advantages do you ized. Section II, Running a Nonviolent into account the benefits Assess carefully and act oped after late 1999 and costs to the opponent have? Campaign, deals with these issues in depth • What do you do well? strategically since re- and to your organization of and shows that without proper planning, • What relevant resources sources are limited for After NATO’s bombing of Serbia your campaign is just a series of “guesses,” taking specific actions, you do you have access to? both you and your op- and Montenegro in the spring of and your success is therefore the result of can move to the next level. • What do other people ponent. 1999, the Milosevic regime tried chance. Every aspect of your campaign SWOT analysis is a tool for see as your strengths? to consolidate power and discredit assessing an organization should be planned before it is implemented, There are 5 rules in using all of its opponents as traitors and and its environment. It is from strategy to fund-raising to grassroots eakness SWOT analysis: hirelings of the countries that par- the first stage of planning W mobilization to media coverage. There- • What could you im- ticipated in the bombing. Many and helps organizations fo- 1. Be realistic about the fore it is necessary to develop multi-level prove? pro-reform parties could not agree strengths and weakness- planning for a nonviolent movement. cus on key issues. SWOT • What do you do badly? to a stable and coherent political es of your organization. stands for strengths, weak- • What should you avoid? platform. These factors helped nesses, opportunities, and 2. Analysis should distin- create the space for a non-partisan threats. Strengths and weak- guish between where movement to mobilize the public. nesses are internal factors. Opportunities your organization is to- Otpor filled this space very - vis Opportunities and threats • Where are there good opportunities facing you? day, and where it could ibly in 2000, but this could only are external factors. • What are the interesting be in the future. be done because of the planning What makes SWOT analy- trends you are aware of? done during the fall of 1999. sis particularly powerful is • Are there possible allies 3. Be specific. Avoid “grey that with a little thought, it in your environment? areas” and ambiguity can help you uncover op- when possible. portunities of which you hreats are well-placed to take ad- T 4. Always analyze in rela- • What obstacles do you vantage. And by under- tion to your opponent face? standing your weaknesses, e.g. superior to or infe- • What is your opponent rior to your opponent. you can manage and elimi- doing? nate threats that would oth- • Could any of your 5. Keep your SWOT short erwise catch you off guard. weaknesses seriously and simple. After con- threaten your move- sidering all the angles, Success consists of going from failure to ment? condense and carefully failure without loss of enthusiasm. organize your analysis. Sir Winston Churchill 48 Assessing Capabilities and Planning Assessing Capabilities and Planning 49

The table below outlines key components of Otpor’s strategy and tactics; plans were developed Running a campaign is similar to running a business. In order to succeed, you must have for each level, from the grand strategy down to the individual tactics. answers to two questions: First, “where you are going?” and, second, “how you are going to get there?” Your vision answers the first, the Strategy answers the second. During the heat of the campaign, you will be too busy to map out strategy and tactics—instead, you will rely on the plan you created to determine the next course of action. Of course, • Build-up movement until elec- because campaigns are always changing, your plan is a fluid document. It will, however, tions 1. provide a great foundation for all of your efforts. Grand How we are • Launch three a level campaign strategy going to win -negative for opponent, positive this struggle? for the opposition, and get out to vote (GOTV) • Prepare for election fraud by Where? organizing a general strike and How? nonviolent takeover of the government with key allies

Select the • Mobilize youth, mass recruitment, 2. most ally with NGOs and the opposi- Strategy important tion arenas • Communicate with a symbol • Stay on the offensive

• Low-cost but dramatic public ALWAYS NEVER 3. Pick battles actions, street theatre, student Tactics you can win strikes • Boycott of official media used • perform realistic assessments • underestimate the opponent by the regime for propaganda • focus on capabilities, rather than inten- • overestimate your capacities purposes tions • assume resources are unlimited • build support for your plan amongst your supporters • decide on your objective(s) • decide on your targets to help you achieve your objectives(s) • be flexible and adaptable • profit from opportunities • learn from mistakes 5 Planning Skills: The Plan Format 52 Planning Skills: The Plan Format Planning Skills:The Plan Format 53

Planning Skills: The Plan Format 15. Who will do what, when, how, where and why? Since planning is the first and foremost step that your campaign, or any other major activity, needs to stay organized, you will need a brief One quality that successful movements 1. A clear plan will be understood by your and precise “How to?” instruction for every level of planning—from share is good organization of their work. activists after the first reading; and strategic to tactical. It is well known from the field of business that 2. With the Plan Format Document, a “no product may be sold if you cannot persuade the potential buyer The key to good planning is attention to within 10 minutes that it is necessary for him or her to have it.” Like- details. For every proposed activity, it is movement can increase the capability of wise, it is crucial for nonviolent movements not only to keep their necessary to answer the question: “Who every single activist to spread the move- various program and operational documents brief, but also to struc- will do What, When, How, Where and ment’s ideas within their own local com- ture them in a standardized format that ensures clarity as to purpose, Why?” munity. actions to be taken, and assigned responsibilities. There are two main benefits of having a Another important benefit to the organiza- clear format for planning that is oriented tion is that a plan serves as a tool for inter- to those who should execute the tasks: nal control, revealing the present capaci- 14. What are the main questions in this struggle? ties of the organization and what needs to change inside the organization to enhance these capacities. The “plan format” pattern supports every level of campaign planning. It can be used for both particular actions and a campaign 16. How do we use the plan format? with multiple actions on “No product may be sold, if you several fronts. It answers cannot persuade the potential buyer the most important ques- within 10 minutes that it is neces- The plan format should have five sections, tions that a reader needs to sary for him or her to have it.” and each section should be as brief and as know: clear as possible. Except for documents that describe a whole campaign, the sec- • What is the current environment in which your planned actions will take place? tions should be about a paragraph long • What is to be done (planned activity/activities)? and fit on two typed pages. • how are you going to achieve it (concept of operation)? A template for a plan format document • What tasks and assignment of responsibilities should be identified? appears below. • What information is essential regarding support and communications? • What is your opponent going to do to stop you?

It should be written clearly, concisely, and using simple language. 54 Planning Skills: The Plan Format Planning Skills: The Plan Format 55

PLAN FORMAT TEMPLATE: TIP You can think of the plan format as a cycle or a ring. Plan format paragraph: Content: Insist that this format be used when planning and The situation starts the ring, and leads to Describes relevant current activities of the opponent when briefing others! defining the mission, which has goals and I Situation and the nonviolent opposition in the area in which the objectives for each goal. Execution out- planned activities are to occur. lines how each goal will be achieved and this leads into administration and coordi- Concisely and clearly state: nation. Evaluation closes the ring, and it II Mission Statement • the activity is important (e.g. in order to protest Why is not part of the plan format, but it is the media censorship) component that links across different situ- • the activity will be done (e.g. public demonstra- How ations: from each plan we can learn some- tions) thing valuable about our organization and • and it will take place (e.g. noon in front When where the opponent. of state TV station) • Who will do what (e.g. students will read independ- ently collected news on camera) Describes how and when the nonviolent campaign or III Execution action will unfold from the beginning to the end. • If you are running a full campaign, this section identifies all the phases, including preparation and

intermediate objectives. Phases can be either time or Evaluation of Activities event oriented. Identifies what administrative and logistics support IV Administration and Logistics will be available and how to obtain it. • Outlines needed material and human resources (when and who) for example, there may be funding, printed materials, films, speakers and entertainers available to support GOTV events.

Explains procedures for: V Coordination • Who will coordinate between and among the groups and participating in the campaign and/or local activities, Communications and when this will be done. TIP • What is to be communicated. First brainstorm and then • that communication is to be accomplished. How organize all information This could include telephone numbers, email ad- dresses, couriers, etc. relevant to your plan! 56 Planning Skills: The Plan Format Planning Skills: The Plan Format 57

Mission statement example: CASE STUDY: Phasing the Ex- OTPOR’s GOTV campaign for the ecution Using a Plan Format: Plan- September 2000 presidential elections The Committee to Promote Free and Fair ning the Get Out To Vote (GOTV) consisted of these three phases. Hav- Elections, in order to establish a democrat- campaign can be broken into three ing the infrastructure in place to launch ic government, initiates a nonviolent cam- phases: the preparatory phase quickly proved de- paign on June the 1st 2006 to mobilize the cisively important. Unlike most of the public to: During Phase I (preparatory phase): tasking the training element of the pro-reform parties in Serbia, OTPOR in- • Support and vote for democratic reform organization to prepare a curriculum vested in the continual upgrading of the candidates in the parliamentary elec- to train a cadre to conduct a Get Out skills of its volunteers (see Chapter 14), tions To Vote (GOTV) campaign in each and had established working relations voting district. with domestic and international NGOs DON’T FORGET: • Prevent fraudulent actions at the polls that could provide valuable training and During Phase II (intermediate phase): expertise, such as how to conduct exit If a plan calls for a national boy- • Establish a national “strike committee” GOTV training in each voting district polls and what the domestic and interna- cott of regime media, but the or- to impose nonviolent sanctions against will be conducted by the trained cad- ganization only has activists in a tional legal standards were for fair voting. the opponent in the event that election res. few provinces, then either the plan fraud occurs A similar approach, but under less repres- has to modified or the organiza- During Phase III (execution phase): sive circumstances, proved successful in tion needs to develop a plan for • Prepare for the establishment of a new trained activists provide direct assist- the GOTV campaign in Slovakia, OK ’98, recruiting supporters across the ance to get voters to the polls, per- democratic government which mobilized enough citizens to get country. form exit poll services, and report results periodically throughout the day, Prime Minster Vladimir Meciar voted out. In both Georgia in 2003 and Ukraine in The movement can bring reality and announce final election results at in line with the plan, or bring the midnight. 2004, GOTV campaigns succeeded. plan in line with reality.

TIP Break your plan P L A N into phases! 6

Targeted Communication: Message Development 60 Targeted Communication: Message Development Targeted Communication: Message Development 61

Targeted Communication: Message Development To achieve these goals, you need to decide who you want to impact (the target), what needs to be said (the message) and how to communicate things that need to be said (the There is an Old English saying that goes: “The pen is mightier than messenger). You also need to know what effect your message and messenger are pro- the sword”. If those words were written today, they would probably voking, so you can adjust your actions accordingly (feedback). come out as “The WORD is more powerful than armies”. Targeted communication can attract people to your mission and, eventually, inspire 1. TARGET 2. MESSAGE 3. MESSENGER 4. FEEDBACK them to act for social change. Effective targeted communication requires four elements: target identification, a message, a messenger, and a feedback mechanism.

You must be the change you wish to see. · Mahatma Gandhi ·

17. How do we plan communications? 18. What is our target audience? Experience shows that if a nonviolent movement communicates with four main target Thus far we have learned audiences, then it greatly increases the chances of gaining support for its goals. how power operates through pillars of support, Group Members Include: You Want This Group to: how to assess capabilities of the movement and Membership People who support your or- • Be bold, motivated and ready to act and supporters • Accept risks in pursuit of movement the opponent, and how to ganization either actively or pas- sively goals and objectives develop a plan of action based on that assessment Wider Audience A broad spectrum, ranging from • Be receptive to your message so you (Chapters 4 and 5). Making your opposition and its sup- can attract as many individuals as a plan for communications porters, to student unions and possible, including supporters of is very similar to making a groups who may share your your actual opponent plan for a campaign or a movement’s values public action. Potential Allies “The rest of the opposition,” in- • Become active allies in a wide coa- cluding every single socially ac- lition capable of reaching compro- If we want to mobilize the tive group that has similar values, mises and staying together until each public against repression, a similar commitment to the group’s strategic goal is achieved our communication with the nonviolent approach, and any public should be carefully • Changing public opinion about an issue noticeable kind of infrastruc- planned and very precise ture and targeted. The goals of • Changing the habits and behaviour of the International International NGOs promot- • Promote and support your mission targeted communication in- public in relation to that issue Audiences ing human rights, foreign media, • Limit and sanction repressive actions clude: and other governments and of your opponent business community 62 Targeted Communication: Message Development Targeted Communication: Message Development 63

Each target audience has its own rules, and the individuals within these groups have their own specific opinions, interests, and wants. You should use these to attract indi- 20. How do we develop a message? viduals to your movement, and also to appeal to the target audiences’ values, which are socially defined ideas about what is good or desirable. For the purposes of message development you will once again refer to the SWOT analysis, first introduced in Chapter 4; this assessment can serve as a useful starting point for 19. What is a message? message development.

The National Democratic Institute, an EXAMPLE: SWOT Message Box: This model helps us create the right mes- independent organization linked to the sage, and prepares us for the opponent’s US Democratic Party, uses the following Remember: Nonviolent Movements propaganda attack, which is increasingly definition in its trainings: “A message is a vs. Facts do not speak for themselves, and likely as the movement becomes perceived limited body of truthful information, that Authoritarian Rulers as a growing threat. The model works by is consistently conveyed by a candidate, only obtain meaning when positioned into context! helping you create a frame for the message: party, or nonviolent movement in order to like for a building, the frame structures the provide the persuasive reason for an audi- Strength: Opportunities: We about We about ideas conveyed by the actual words in the ence to choose, and act on behalf of that messages. choice” (David Good, “Message Develop- Ourselves Them ment”) George Lakoff, a respected cognitive lin- Democratic Dictatorial guist, shows how “framing” issues has a Honest Illegitimate Messages must be based on verifiable powerful influence in political debates. Popular Corrupt facts because otherwise they lose credibil- When the opponent calls the movement Progressive Ruthless ity! Your message states the facts as you traitorous, do not argue against that frame see them. At some point you may “spin” - negating a message actually reinforces it those facts to create impressions that may Threats: Weakness: as true by framing you as someone on the not naturally occur to the target audience. Them about They about defensive. Instead, change the frame and For example, undue importance may be Us Themselves introduce your frame of, for example, “be- given to an event or a story to encourage ing patriotic”, which should include values the target audience to reach the desired Traitors Patriotic that are considered positive in your society conclusions about an issue. Weak Invincible but violated by your opponent. Manipulative Responsible Your message should promote action or Terrorists Guardians should condition people to respond to a This Is The Face of Serbia later call for action. The message should Poster in which the image of a beaten Otpor activist showed the repressive side of the op- relate to your “Mission Statement” (see ponent, the Milosevic regime. Chapter 5) Serbia, 2000. 64 Targeted Communication: Message Development Targeted Communication: Message Development 65

Using the results of Message Box, create a EXAMPLE: Right and wrong use of a messenger: message by: EXERCISE: Message, Messenger and Feedback RIGHT WRONG • Outlining the key values of your audi- Create appropriate answers in the right ence: Facts are important, but they are column. Design a proper message, then Using an English language internet site to Using the same website to communicate more likely to motivate people to sup- messenger for different target groups. communicate with international organiza- with rural population within your country port the movement when you connect tions like Human Rights Watch and the who do not speak English and have never them with people’s values. Problem: Write in Your United Nations. heard about the internet. • Relating these values to the Situation: Answer: The Message follows from the Situation Do we want to Sample message for just like the Mission does in planning an send the same rural farmers : action. The Situation can be very spe- message to differ- cific (arrest of activists) or broad (media ent groups? Example: rural censorship), but it must be well defined. Sample for farmers message students: • Generate the Message from the SWOT Example: students frames: Define the opponent’s position about the Situation by using the frames developed, and contrast it with the move- Should the stu- Messenger for rural farmers: ment’s position. dents and rural farmers get the same message leaflets, or there are Messenger for students: better messengers for each of them?

What are the ways Sample The World Wide Web – a power- to obtain feedback feedback tools: ful tool for communicating with in- about our messag- ternational audiences, but also with Keep your message clear! es? (Government parts of the domestic audience! This Otpor sticker, made in early 2000, communi- reactions, inter- cated to the youth in a simple way what the goal of national attention, the campaign was—for Milosevic and his regime to growth of move- disappear, to “fade away.” ment, etc). OTPOR Sticker, Serbia 2000. 7 : Let the World Know Your Message Performing Public Actions 68 Let the World Know Your Message: Performing Public Actions Let the World Know Your Message: Performing Public Actions 69

Let the World Know Your Message 22. How do we plan a public action? To let a wider audience know about your mission and hear your mes- Public events should be planned using the following “study planner” format, which sages, performing public actions and staging events have proven to takes its name from a well-established tool used by teachers to prepare their students be effective tools in nonviolent struggles. Careful planning, organi- for tough exams: zation and conduct of public actions maximizes the benefits of these actions and forces the opponent to respond, which in turn increases STUDY PLANNER-PUBLIC EVENT the visibility of the struggle and can increase the movement’s authority. 10-15 DAYS before public event • Remind participants, confirm time and place of • Pick an issue connected to the movement the event mission • Prepare press release, and public statement 21. What is a public action? • Design an action, create a name and connect with incorporating the selected message them to the message • Hold a press conference (if necessary) • Decide on the time and place that maximize Public actions, or events, are the first tools 24 hours before event visibility that are picked among the vast arsenal of • Perform a final review of the time schedule and • Draw a calendar and post it in a the visible methods of nonviolent struggle for most IMPORTANT: necessary materials place of the movements worldwide for three • Send a press release, inviting journalists to the Learning to plan, perform, and evalu- • Create a budget good reasons: event ate public actions effectively is a “must • Prepare printed material (if required) • Delegate operational tasks for participants • Individual public actions may be per- have” for a movement! • Consider legal requirements. formed with limited time and human (This does not mean that an “illegal” event will Event day resources never be conducted. As a rule, more planning will be • Gather participants in headquarters and required for any action where arrests are possible. ) motivate them for the event • Event (execution) • Public events may be organized even un- 7 –3 DAYS before public event • Send a press report on the event to the der increased levels of repression, and in • Meet with the participants and, explain tasks, journalists very narrow political space agree on tasks • Distribute printed leaflets and other After the event • They attract media attention, which al- promotional materials • Call the participants, giving them recognition lows for a powerful, and virtually free • Plan detailed scenario of event for participating the event possibility to present your message vis- • Analyze possible pitfalls, and plan for surprises • Produce press clipping on event media ually to a large audience - one picture coverage 48 hours before event posted in a visible place is worth more • Evaluate success of the event • Take necessary legal steps (inform police, for than a thousand words Birthday cake for Milosevic, Serbia 1999. example) Otpor activists offer President Milosevic a birthday cake (20 August 1999). Each slice has a label with a major crime that he had committed. The detailed planning of public events should always incorporate flexibility (in case of unexpected weather conditions, or certain actions by your opponent, for example) and your plan should be regularly updated. 70 Let the World Know Your Message: Performing Public Actions Let the World Know Your Message: Performing Public Actions 71

23. How can we put our opponent in a dilemma?

Dilemma actions place the opponent in CASE STUDY: Identifying an Is- The government is left to respond: Do a situation where any response made will sue: Gandhi’s Salt Campaign (Spring nothing... or engage in sanctions. In result in a negative outcome for the op- 1930) either case the government loses, be- ponent. Nonviolent strategists attempt ? EXERCISE: cause doing nothing means allowing its to create a “lose-lose” framework for the An example of an ingenious issue policies and laws to be disobeyed, and opponent, and a “win-win” framework for Design a Dilemma Action: around which a dilemma action was reacting with sanctions means violat- the movement. designed was the Salt March cam- ing what most of the population feels Dilemma actions can be tactical or strate- The first and most difficult step is to paign, launched by Mohandas Gan- are important beliefs and values. It’s gic, and have three major components: identify the most pressing and imme- dhi during the Indian independence important to note that many dilemma diate problems that people are facing struggle against British colonial occu- actions can plant the seeds of alterna- 1) Creating or identifying an issue that is directly due to government policies. pation. Making salt only required the tive institutions and organizations run meaningful to the public and around which Then, in a column on the right side of boiling of seawater and collecting of by the opposition or nonviolent move- people will rally. The most effective issues the page, write down the widely held the salt residue. The production of ment, such as a publishing house. Iden- are usually related to government prohi- beliefs and values of the people in your salt was controlled by the British and tifying issues takes a little practice, but bitions or policies that contradict widely community, and not just those that you was a source of tax revenue. Since all the SWOT analysis and message box held beliefs and values. share with your supporters. people—poor and wealthy, men and (Chapters 4 and 6) have both proven to In the middle of the page, insert the women, Hindu and Muslim—needed be valuable aids in identifying issues. 2) Designing the Action: Use the Study “DILEMMA ACTION” column and salt on a daily basis, prohibitions on Planner format, making sure to assess ca- place the action which divides the peo- its production symbolically showed pacities of the movement and the oppo- ple from the government policy. Draw the subjugation of all Indians. When nent (see Chapter 4). a wedge and write down the action. Gandhi was able to get massive numbers of Indians to go to the ocean 3) Performing an action and benefiting and make salt in defiance of the laws, from possible outcomes. the British were faced with a dilemma about how to respond. If the British PRESENT GOVERNMENT DILEMMA ACTION WIDELY HELD BELIEFS occupiers arrested Gandhi and other POLICY salt lawbreakers, they would look ri- Censorship Publish Buddhist literature People have the right to read diculous and make heroes out of the literature Gandhi marching to the sea, 1930. activists. If British did not take action, Gatherings are illegal Gather in large groups for a People have the right to they would not only lose the salt mo- funeral or a sports match mourn and celebrate together nopoly and tax revenues, they would Curfews Defy the curfew in groups People have the right to be also lose authority in the eyes of the outside their homes at any millions of people they ruled. time III RUNNING A NONVIOLENT CAMPAIGN • • • - repression. The following The - section, repression. “Working Under Repression”, (i.e. marches, displaying symbols, vigils, etc.), noncooperation (i.e. noncooperation etc.), vigils,symbols, displaying marches,(i.e. The The exercise political of power though key pillars support of reveals vention (i.e. a sit-in, picketing, hunger strikes, etc.). Every public Every etc.).strikes, hunger picketing, sit-in, a (i.e. vention your strategy should explain why specific types of actions are per are actions of types specific why explain should strategy your Lastly, you will learn to use the inverse planning model to maximize First, the tools from the previous section, “Starting Out,” are com Next, the management of three strategic resources in campaigns in resources strategic three of management the Next, omda uligbok facampaign. asbuildingblocks of formed persuasion and protest including categories, broad three into fall repressive measures. bined into a whole. Actions become a campaign. A campaign A campaign. a become Actions whole. a into bined the effectiveness of your campaign. Taken together, this section this Takentogether, campaign. your of effectiveness the sectionanswersto win?This thisquestion. the strengths and weaknesses one’sof opponent. A well-organized is a strategically planned and executed set of nonviolent actions nonviolent of set executed and planned strategically a is though message its spread to commitment a and capabilities, its is discussed: public actions. But, how does a movement relying on nonviolent on movementrelying a does how But, actions. public struggle actually use its strengths and the opponent’sweaknesses the and strengths its use actually struggle hw ta a pca calne fe eegs uig hs phase this during emerges often challenge special a that shows to actions individual from going of requirements main the shows movement has a clear message, a comprehensive understanding of ecie o oeetcnrsodt t poetsueo of opponent’suse its to respond can movement a how describes Experience struggle. nonviolent of campaign comprehensive a and campaign, or effort, larger some of part a be should action products, a strike, refusal to a payboycott taxes, of etc.), and inter Sharp,Gene to actions, according The group. targeted a at aimed Running aNonviolent Campaign Section Outline: Time spentby humanresourcesutilizingmaterial Human resources, peopleinvolved inthecampaign Material resources,Material likemoney, and communicationsequipment, office space - - - uilding a Strategy: From ActionstoCampaigns Building aStrategy: Material Resources Managing a Nonviolent Campaign (Part 1): Main themesinclude: Main themesinclude: Chapter’s outlinequestions: Chapter 9: Chapter’s outlinequestions: Chapter 8: • • • • • • • • • • • •

1. Supporters; 2.Potential1. Supporters; Allies;3.BusinessCommunity; 4. International Organizations. 4. International orsucso materialresources: Four sourcesof needs formaterialresources Assessment of Material resources and fundraising the and importance of security he ky eore: ua rsucs mtra rsucs and resources, material resources, human resources: key Three Strategic sequencingandtacticalcapacitybuilding strategy andlevels of Strategy time htaeptnilsucso materialsupport? arepotentialsourcesof What materialresources mightwe need? typesof What Why arematerialresourcesimportant? arethemainresourcesinallcampaigns? What How dowe createlinksbetween campaignstrategies? isastrategy? What culture Chapter 10: Chapter 12: Managing a Nonviolent Campaign (Part 2): Building the Real-Field Campaign and the Inverse Planning Model Human Resources Chapter’s outline questions: Chapter’s outline questions: • How do we build the real-field campaign? • Why are volunteers important? • How do we keep campaigns organized? • Why do people join groups? • Why should the campaign plan be flexible? • how do we recruit new supporters? • How do we use and conserve new human resources? Main themes include: • Key campaign functions: Main themes include: 1. Human Resources; 2. Analysis; 3. Communication; 4. Logistics • Public versus private section action • Organizational design • Support pyramid: 1. Activists; 2. Volunteers; 3. Supporters; • Campaign Plan Cycle Template: 4. Future Supporters 1. Strategy; 2. Situation; 3. Mission; 4. Execution; 5. Evaluation • “Level upgrade” as a strategy for preventing attrition of volunteers

Chapter 11: Managing a Nonviolent Campaign (Part 3): Time as a Universal Resource

Chapter’s outline questions: • What is time? • What makes time unique in nonviolent struggle? • How do we utilize time in a campaign? • How do we write a campaign calendar?

Main themes include: • Time pie chart • Inverse planning • Template for a campaign calendar III RUNNING A NONVIOLENT CAMPAIGN III RUNNING 8

Building a Strategy: From Actions to Campaigns 78 Building a Strategy: From Actions to Campaigns Building a Strategy: From Actions to Campaigns 79

Building A Strategy: From Actions to Campaigns Level Grand Strategy Strategy Tactics Specific Methods (Mission) Building the right strategy, identifying campaigns, and choosing dif- Explanation How do we elect What is the most How are spe- What is the best ferent tactics have been crucial in determining the outcomes of all our representa- effective way to cific objectives way to accomplish kinds of conflicts in history. Building and managing a nonviolent tives? get to the future defined by the specific tasks with movement or campaign are complementary, mutually reinforcing activities. The more you build your movement, the more you will need to state given the strategy achieved available resources understand the principles of how its key resources function. movement’s lim- given limited and time in the ited resources? resources and present environ- the opponent’s ment? actions? 24. What is a strategy? Example Free and fair Monitor elec- Organize inde- Place monitor elections tions to prevent pendent monitor- teams in all voting fraud ing during the precincts. A strategy is the conception of how best The grand strategy aims at achieving the next elections to act in order to achieve objectives, given overall objectives of the struggle through limited resources and conditions of un- effective mobilization of the strengths of certainty. Strategy is concerned with deter- your supporters against your opponent. mining whether, when or how to fight, and Strategies for individual campaigns guide then deciding how to achieve maximum how particular conflicts are to be waged CASE STUDY: effectiveness in order to gain certain ends. during the struggle and within the scope There are four levels of strategic manage- of the grand strategy. Campaign strate- In 1968, student protests occurred ment: grand strategy, strategy, tactics and gies will need to be linked and designed to across the world. Similarly, the Tianan- specific methods (See Chapter 4). achieve and reinforce the objectives of the men Square protests in Beijing, China grand strategy. in 1989 started at the university as did protests in Tehran, Iran in 1999. Since many movements cluster around uni- GRAND STRATEGY versities, a summary of how university authorities suppressed the student unrest of the 1960s remains quite useful STRATEGY for nonviolent movements interested in mobilizing student support (adopt- TACTICS ed from Cornelius Lammers “Tactics and Strategies Adopted by University “To me, the university is as im- Authorities”). SPECIFIC METHODS portant as any farmers’ coopera- tive.” June 1992, Slobodan Milosevic, president of Serbia. 80 Building a Strategy: From Actions to Campaigns Building a Strategy: From Actions to Campaigns 81

Goals Eliminate Calm movement Avoid Cooperate with 25. How do we create links between campaign strategies? student emergence of movement movement movement Strategy Repressive Concession Preventative Experimental

Tactics “fight off ” “buy off ” “stand off ” “join in”

Specific Preventive meas- Channel and Alter conditions Keep administra- Methods ures manage con- that could spark tion flexible frontation emergence Pattern of Conflict Negotiations Cooperation Competition interaction Contrary to the impression you may get from watching the news, successful strategic with students nonviolent movements and campaigns are not organized spontaneously: Black bus rid- ers in Montgomery didn’t just decide to boycott segregated buses, workers in Poland didn’t just decide to go on strike in August 1980, nor did thousands of protesters just In the case of Beijing and Tehran, the au- appear on the streets of Belgrade in 2000, Tbilisi in 2003 and Kiev in 2004. Behind each thorities followed a repressive strategy. In of these stand concerted and meticulous planning. These successful campaigns show other cases, like in the US and Western two principles of strategic planning: Europe during the 1960s, the authorities saw that one strategy did not work, and changed to another; in most cases a com- 1. STRATEGIC SEQUENCING OF 2. Tactical capacity building bination of strategies were used. Now that TACTICS you know the basic strategies devised by university administrations’, you can use The strategic selection and sequencing of Successful movements build up their ca- SWOT analysis (Chapter 4) to position a variety of nonviolent tactics is essential. pacity to recruit and train activists, gather your movement to take advantage of the Tactics should be directly linked to inter- material resources, and maintain a commu- university’s tactical responses and targeted mediate goals which in turn flow from the nications network and independent outlets communication (Chapter 6) to bring your movement’s or campaign’s grand strategy. for information, such as encrypted emails, message to a wider audience. There are over 198 documented types of short-text messaging, an underground nonviolent tactics, and each successful press, and alternative web sites. This also movement invents new ones. (See annex: involves detailed campaign and tactical “However beautiful the strategy, you should Methods of Nonviolent Action) planning, and efficient time management. occasionally look at the results.” Time is perhaps the most important re- Sir Winston Churchill source in a struggle. 82 Building a Strategy: From Actions to Campaigns Building a Strategy: From Actions to Campaigns 83

Case StudY: Combating Election 26. What are the main resources in ALL campaigns and Fraud in Serbia how are they related? In November 1996, pro-democratic parties in Serbia won local elections. Unwill- ing to surrender power, the Serbian dic- There are three main groups of resources tator, Slobodan Milosevic, annulled the in all campaigns: results of local elections and announced new ones. After three months of pro- • Human resources consist of the peo- tests took place across 50 cities, and ple who support your movement or cam- under pressure from the international paign, and a major way that they do this is community, the Milosevic regime finally through their collective labour. Human re- accepted the election results in the spring sources are also crucial to obtaining mass of 1997. This strategic campaign by proreform parties to get the election results support for your movemenet. They also accepted was implemented on several bring your movement invaluable skills and levels: knowledge. • Material resources include tangible as- 1. Mobilizing the citizenry: Sporadic small-scale protests in several urban sets such as money, supplies, communi- centres soon spread nationally and cations equipment, property, and modes took place every day. of transportation. Needs assessment and 2. Student protests: Thousands of stu- planning for the most effective allocation dents demanded during daily protests of material resources will enable a move- Key resources are positively dependent that the votes of citizens should be ment to function operationally even under on each other respected. severe repression. 3. Advertising campaigns: From leaf- • Time itself is a finite resource. It must lets, to posters, billboards, radio and TV ads, the opposition informed the be carefully planned and used in order to public about the elections and the gain maximum efficiency from human and subsequent protests. material resources. 4. Campaigns of “allies”: NGOs and the These three key resources (Human, Material, and Time) are interdependent. For exam- local independent media boycotted ple, the recruitment of new activists for a movement increases the possibility for access representatives of the government, thus isolating government supporters to critical skills and material resources (1), but material resources are needed and used through the use of social sanctions. during the process of recruiting and mobilizing new activists (2). 5. Campaign for mobilizing internation- Carefully planned time will enable a nonviolent movement or campaign to maximize al support: This resulted in the arrival the effectiveness of both material (3) and human resources (4). However, this also has of representatives of an expert group its costs both in terms of engaging people (5) (working hours) and of the material re- from the European Organization for sources used (6) (from coffee for meetings to travel expenses, etc.). Security and Cooperation. 84 Building a Strategy: From Actions to Campaigns Building a Strategy: From Actions to Campaigns 85

TIP Time is valuable: it is a finite and “non-renewable” resource.

The Inverse (Backward) Planning process Remember: - in which you plan an action by working • A strategy is a plan of how your back from the end to the beginning in terms goals and your vision will be of activities and dates - is a useful tool for achieved minimizing the waste of this precious re- • Tactics and specific methods must source as well as for insuring that key tasks follow from the strategy and be are not overlooked (see Chapter 7). based on a realistic assessment of

available resources The growth of each of these key resourc- • Three key resources are time, hu- es has a positive impact on the other two. man resources and material re- Similarly, a crisis in one resource adversely sources affects the others as well. Meticulous planning and record keeping enabled the almost complete reconstruction of the urban core of London consumed by blazes in the September 1666 Great Fire of London. 9 Managing a Nonviolent Campaign: Material Resources 88 Managing a Nonviolent Campaign: Material Resources Managing a Nonviolent Campaign: Material Resources 89

Managing a Nonviolent Campaign: Material Resources 28. What types of material resources might we need? It is said, and not without a good reason, that “Money is the mother’s milk of politics.” We should also remember that material resources are In order to conduct a successful campaign, TIP: one of the primary sources of power within a society. In order to run various material resources need to be ob- Make needs assessments for a successful nonviolent campaign, you should know how much and tained. each upcoming activity! which kinds of material resources are required to fulfill the grand Material resources are needed for at least strategy, and discover ways to fundraise in order to keep your movement on a permanent offensive. four indispensable functions:

27. Why are material resources important? Essential Function Examples

SURVIVAL AND Food, clothing, shelter, medical aid, funds for victims and Material resources are important for two It may seem surprising, but one of the MAINTAINING MORALE out-of-work people major reasons. First, in terms of the three most common similarities among success- main resources (see also Chapters 10 and ful nonviolent movements has been their 11), the material resource gap between the high fundraising potential, combined with COMMUNICATIONS AND Computers, mobile phones, transmitters, supplies, vehicles, opponent and the movement is typically effective management of material resourc- TRANSPORT gasoline, airplane tickets the largest. The opponent has a competi- es. tive advantage over the movement that is • Office space very difficult to overcome, since the op- TIP • Telephone, fax, copying machine, computers • Postage (both for newsletters and general ponent may have access to thousands of Raise money early, FIXED OPERATING COSTS correspondence) buildings, tens of thousands of vehicles, and raise it often! • Office supplies print and electronic media, and even the • Coffee entire national budget at its disposal, as • Officers’ expenses (these should be low!) well as access to valuable natural resources or foreign support. Second, in terms of • Flyers, brochures or other recruitment material security (see Chapters 14 and 15), mate- • Event room rental rial resources are among the most sensitive • Refreshments at social events and work-parties • Newsletters (printing, paper, postage, photographs) areas of the organization. The opponent • Media releases (printing, paper) will go right after your fundraising and fi- DIRECT NONVIOLENT • Posters nancial officers, and information about the ACTIONS (CAMPAIGNS) • Expenses related to hosting speakers (hotel, meal, promo- tion)

funds and how they are spent must be kept Money Raised secure at all times! Weeks • Rewards or incentives for workers • Political action projects, such as Student Union elections or issue campaigns • Travel and registration expenses for delegates to provincial or federal conventions and seminars 90 Managing a Nonviolent Campaign: Material Resources Managing a Nonviolent Campaign: Material Resources 91

You also need to keep an ongoing inventory of available resources, prioritize the use of those resources in accordance with strategic plans, and maximize the effectiveness of their use. Nonviolent movements can also seek assistance from the international community, such as multilateral organizations, nongovernmental organizations, foundations, organiza- 29. What are potential sources of material support? tions or aid agencies supporting democracy, human rights, and civil liberties, unions, and religious institutions. Nonviolent strategists must exercise care that international support does not hinder or disrupt the homegrown movement’s goals or activities. In- TIP Nonviolent movements always face the ternational organizations are often encumbered by slow bureaucracies, rigid mandates, challenge of getting enough support for Make the most of each acquiring essential material resources. opportunity to fundraise! Potential source Material resourc- Standard methods Sometimes support can be entirely domes- of material es they might tic, and other times the campaign or move- resources supply ment also garners recognizable amounts Membership and support- Food, clothing, medical aid, Mobilization of the mem- of international assistance. ers, and their family and computers, mobile phones, bership, charging member- $ friends vehicles ship fees Domestic support generally comes from local civil society groups and non-governmental organizations, religious institutions, Potential allies (e.g. NGOs, Telephone, fax, copying Participating in a broad co- political parties) machine, computers, office alition in which the move- businesses, unions, and professional organ- space, postage ment critically contributes izations. Some youth groups have tapped to satisfying important another age-old source - their families! interests of the allies

Local business community Flyers, brochures or other Informational campaigns There are four levels of potential sources recruitment material, post- that convince the com- for material resources: ers, gasoline, medical aid, munity that the nonviolent food, coffee, refreshment movement’s goals will also 1. Membership and supporters, serve their interests (since and their family and friends entrepreneurs and businesses pay attention to the 2. Potential allies bottom line). (e.g., NGOs, political parties) International organizations Various resources Networking with inter- 3. Local Business community national actors through “grant” programs

4. International organizations As these groups are diverse, your representatives who approach them will be more effective if they have strong language, negotiation and “grant-proposal writing” skills. 92 Managing a Nonviolent Campaign: Material Resources Managing a Nonviolent Campaign: Material Resources 93

CASE STUDY: Not all that shines is gold:

During three months of everyday students’ protests in 1996-1997, money QUESTIONS TO ASK YOURSELF: accounted for less than 20% of the material resources needed for this • What are your funding needs? huge operation in Belgrade. Univer- • How much money do you hope to raise from your fund- sity buildings served as office space, raising campaign? as did homes of parents of well-off • Approximately how many people will be involved in the students. Cab drivers provided trans- fundraising campaign? portation for free to students, and • What specific skills, such as negotiating, language, and they got gasoline from anti-regime grant-writing, do they need? gas stations for free. Print shops pro- • When will your fundraising campaign start? vided over half-a-million flyers and • How long will your fundraising campaign last? informational material free of charge. • do you have enough volunteers to help with fundraising? Volunteer firefighting brigades pro- • Who is the person in charge of fundraising and budget vided students with loudspeakers, management? while a popular music club provided • Can you trust this person? key communications equipment by allowing the students to use their speakers for student meetings. ? 10 Managing a Nonviolent Campaign: Human Resources 96 Managing a Nonviolent Campaign: Human Resources Managing a Nonviolent Campaign: Human Resources 97

When election laws change, everyone benefits, including those people who did not lift a Managing a Nonviolent Campaign: Human Resources finger. This shows the problem of free-riding, or enjoying the benefits while others do Volunteers are a crucial source of political power for any movement. the hard work. Of course, other than free-riding, there are other reasons why people They provide their skills and knowledge at basically no cost and they don’t volunteer, including the lack of free time or the fear of sanctions (adopted from increase the size of the movement. Activists, or volunteers, are the Lee Freedman, Microeconomics.) infantry and field power of your nonviolent movement; they are the warriors that ultimately win the war.

30. Why are volunteers important? IMPORTANT: 1. Continually recruit those interested in Volunteers are crucial for a strong movement. Building a base of passive and active your group or issue. supporters is essential to the success of any long-term campaign, as the example below 2. Constantly reach out to potential sup- shows. porters, even if they might not be able to be directly involved. Volunteering differs from 3. Find a way to keep people active, mo- working in a company, a tivated and attached to your group. farm, or at other jobs. Say the current election laws in your country do not conform to international standards and that your activist friends volunteer for a 31. Why do people join groups? public campaign to reform the laws. Once your friends People like to be a part of something they consider important, and a pro-reform strug- volunteer, what’s the incen- gle that aims to change their community may sound important to them. Participation tive to make you volunteer, in movement activities also represents a change that allows people to avoid the routine especially if you know that and boring activities of regular, everyday life. Also, volunteering satisfies the need for there is no way for them to contact and closeness with other people. The possibility of influencing even the smallest exclude you from the ben- things in the work of an organization can present a special type of motivation because efits of their volunteering? it helps activists feel that they are a part of the organization, and that they can influence the organization’s transformation. 98 Managing a Nonviolent Campaign: Human Resources Managing a Nonviolent Campaign: Human Resources 99

Over time, the list will probably look like a pyramid: TIP People join nonviolent movements because they want to be Activists Active members who come to meetings an important part of something important! Volunteers People to turn to for specific tasks but who do not attend meetings regularly Supporters People who come to rallies or events, but rarely help to stage them

Future Supporters Work to bring these individuals to the other levels of participation

32. How do we recruit new supporters? 33. How do we use and conserve new human resources?

Recruiting and mentoring of new activists is essential for a nonviolent movement, and To understand the nature of the constant out becoming permanently involved, new should be going on at all times. All of your events and activities should include outreach flow of activists, nonviolent movements activists will tend to leave the movement, and recruitment components! You should provide opportunities for people to become must understand the relationships between so remember that a lot of unused human informed about issues and show their support. Allow people who are just curious to recruitment, training, and permanent in- resources will be lost to your movement take the first step towards becoming supporters. Often, new people need some extra volvement of new human resources. With- within a month of their recruitment! encouragement before they decide to get more involved.

Once you register new supporters, the next very important step is building an activist TIP base. The most effective model is to compile all the names of people who have signed Keep your new members in at your activities into a master list. This list should be divided into three sections: informed, and try to keep them busy!

1. Active members who come to meetings

2. Volunteers for specific tasks who do not attend meetings

3. Supporters who will come to rallies or events 100 Managing a Nonviolent Campaign: Human Resources Managing a Nonviolent Campaign: Human Resources 101

New activists in your movement must have opportunities to take on greater responsibilities at every single level of the movement. These are called level upgrade possibilities, and they require that the master list contain at least the following information: • SKILLS AND KNOWLEDGE: What special talents can this person bring to the movement? • INTERESTS: What types of activities are most interesting? • AVAILABLE TIME: How much time can this person commit to the movement, and when during the week? ALWAYS NEVER One of the greatest recruitment posters in history, “We need you!” (Serbia, 2000). An Otpor recruiting “Uncle Sam wants you!,” was first used in WWI poster used a similarly direct appeal. (1917) and again in WWII. • Offer a new member a chance to prove • Forget about your activists him/herself at gradually more difficult • Underestimate their potential tasks • Make them feel un-needed • Define the term activist or new member • Blame them for the mistakes of the • Define what he or she can do for the leadership and decision makers movement • Keep them uninformed • Understand the needs of the activists and the movement • Miss a chance to recruit • Create a good method of recruiting • Organize general informational meetings • Provide a description of the work for activists • Support and supervise activists • Create a system for recognition of activist 11 Managing a Nonviolent Campaign: Time as a Universal Resource 104 Managing a Nonviolent Campaign: Time as a Universal Resource Managing a Nonviolent Campaign: Time as a Universal Resource 105

3. Time for routine tasks - though they can TIP Managing a Nonviolent Campaign: Time Management be very important, these “trivial” tasks Minimize lost time! However diverse the conditions for each nonviolent struggle, care- frequently occupy too much of peo- ful time planning has been essential to successful nonviolent move- ple’s time. ments. Whatever the differences in cultural, social, historic and political factors between your movement and previous ones, your 4. Time to lose - all the time spent not do- movement needs to carefully plan how it uses this precious and unique ing any of the above activities, and 80% resource. This is especially important when your strategy involves a of this time in the movement comes major public campaign. from “waiting for somebody else”. A person 15 minutes late for a meeting with a group of 10 people has actually TIP wasted 15 minutes of his/her time and 150 minutes more – 15 minutes for each 34. What is time? Time is a precious resource in your campaign! of those who had been waiting and losing their time. Time is something we live with every day of our life. It is on your watch, on the cal- Ongoing endar on your wall, in the school timetable Planning projects of a 7 year-old child. But how often do and development people understand that time is also a valuable resource, particularly in a nonviolent 25% of time struggle? In the strategic planning for nonviolent 15% of time struggle, as in the world of business, how 60% of time you use time can be divided into four cat- Serbian President Milosevic pours sand into ! egories: an hourglass, knowing that time has run out Time lost - ideally 0% Routine for him and his regime tasks

1. TIME FOR PLANNING 1. Time for planning of future activities and development of the movement’s re- 35. What makes time unique in nonviolent struggles? 2. TIME FOR ONGOING PROJECTS sources - these are the most important tasks for strategists. Unlike other resources, the unique characteristic of time as a resource is its universal- 3. TIME FOR ROUTINE TASKS ity. There may be huge differences in the quantity and quality of human and material 2. Time for ongoing projects - tasks related resources available to your movement and the opponent. However, the amount of time 4. TIME TO LOSE to the management of the movement’s available is the same for both of you. For example, if elections are to be held in 60 days, ongoing activities, including organiza- the amount of time available to both sides is the same. Everybody has 60 days, or 1440 tional and operational tasks. hours or 86,400 minutes or a little less than 5.2 million seconds to use…or to waste. 106 Managing the Nonviolent Campaign: Time as a Universal Resource Managing the Nonviolent Campaign: Time as a Universal Resource 107

Inverse planning is a time management tool designed to maximize your movement’s ef- TIP fective use of time. It works like this: “Lost time is never found again” Steps in backwards planning: (Benjamin Franklin) 1. On a monthly calendar, write down all of the deadlines for your campaign.

Mon Tue Wed Thu Fri Sat Sun TIP 01 02 03 04 Plan your last activity first!

05 06 07 08 09 10 11

12 13 14 15 16 17 18 36. How do we utilize time in a campaign?

Given this unique property of time, the Successful campaigns have a beginning, 19 20 21 22 23 24 25 question becomes: How do you utilize time middle and end (see Chapters 5 and 7). A to maximize the likelihood of success of “launch” event affords the opportunity for your grand strategy? Time, as a universal media activity and a spurt of campaigning 26 27 28 29 30 31 resource, should be carefully planned and work. Escalation of the campaign may be Elections Day used, in order to gain maximum efficiency focused on grassroots level activities such from human resources and available mate- as local public events and door-to-door rial resources. This is especially important campaigns. Strategists should plan in ad- 2. On the study planner write down each assignment and course of action, and then list during a campaign, when planning will be vance how to end the campaign and when the steps that you must follow to complete each assignment (see the Study Planner needed so that your movement stays or- and how to proclaim victory in order to from Chapter 7 for examples). ganized. motivate participants for future cam- Without proper planning, a campaign is paigns. 3. Plot those steps BACKWARDS on the calendar, assigning the LAST step to the day just a “list of nice wishes,” and success Your campaign needs a precise and realistic before each assignment is due. Continue to move up your list, plotting one or two is only related to luck. Every aspect of calendar of events and activities. “Planning steps on each day, until you have assigned all the steps to various dates on the calen- a nonviolent campaign should be planned backwards” from the end of the campaign dar. before it is implemented, from the com- towards the first activity is a useful tool for munications strategy, to fundraising, to keeping your campaign organized. 4. Move on to your next assignment and repeat step #3. grassroots organizing, to campaign management. 108 Managing the Nonviolent Campaign: Time as a Universal Resource Managing the Nonviolent Campaign: Time as a Universal Resource 109

Inverse planning works because it forces strategists to create internal deadlines, and 37. How do we write a campaign calendar? because it only asks that the bare minimum is done each day in order to complete an assignment. It is the difference between trying to jump directly onto the seventh floor Putting plans on paper is the first step in creating a usable campaign calendar. Here are of a building unsuccessfully, and using the stairs instead. three principles that will help you to create an effective campaign calendar: (Adopted from Walter Pauk, How to Study in College.) 1 2 Break down a campaign into small and Plan in advance: Inverse planning also PRACTICAL EXERCISE: concrete tasks: Inverse planning forc- allows you to plan ahead. Ideally, strat- es you to do this. Working towards egists should plot out the steps for an Using the format above, prepare a plan for a party in honor of your good friend. achievable and concrete tasks moti- overall campaign. Know how your The plan should be based on the following information: vates people to complete them. plan helps to achieve your movement’s Mr. John Doe is my friend from elementary school. He is divorced and has two If the subject of planning is a public grand strategy and connects the chal- small children. He is middle-aged and teaches at the university. At the end of the event, the first task should not be to lenges faced by your movement now day, he likes to have a gin and tonic in a local bar. He doesn’t like loud parties in “write a draft” (too broad), but rather and in future campaigns. public spaces, but likes classical music and ballroom dancing. His favorite food is “pick an issue”. Likewise, “organize Chinese chicken and spring rolls. media coverage” is too general and 3 should be clarified as: “send a press re- Make a plan based on the available resources, including the house you can use for Be realistic: Don’t set up a poster lease inviting journalists to the event”. the party, the appropriate music, who will bring the cake, wash dishes, and which campaign on a Friday night when you Consider what specific tasks are in- preparations should be made when. volved in preparing for each assign- know that your posters must be ready ment (see Chapter 7). “by the end of the week”. Allow extra time to accomplish necessary tasks. WEEK Mon Tue Wed Thur Fri Sat Sun 1

3 Party Day 12 Building the Real-Field Campaign and the Inverse Planning Model 112 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 113

Classic Approach to Organizational Design: There are many ways to organize your Real-Field Campaign and the Inverse Planning Model campaign. The model proposed by Jay Galbraith to achieve an organization’s goals uses Many external activities of a nonviolent movement involve partici- five categories that should be aligned efficiently. If you can answer the main challenges pating in some type of campaign. Examples of such activities include encompassed by each category individually, and then see how those answers affect the taking action to support a reform candidate, organizing noncoop- other categories (denoted by lines), then you have a better understanding of two things. eration against your opponent, or arranging a nonviolent interven- First, you can see how your organization works and second you can see the things that tion, such as a sit-in. When these actions are sequenced and planned to support each other and work towards a common goal, they are need to change so that the organization’s design or form fits the functions needed to part of a campaign. accomplish your set goals. Grand Strategy

38. How do we build the real-field campaign? GOALS A real-field campaign is built upon two components - planning and management TASKS • degree of difficulty? • routine or complex and chang- of activities. To successfully implement ing frequently? your campaign plan it is crucial to have • how are tasks defined and divided? a precise calendar of upcoming activi- • how is power distrib- ties and adequate office space, called the uted in teams and Campaign Center. In the Center, tasks the organization as and responsibilities are clearly defined so a whole? Structure that everyone knows who works on which Human Information & campaign tasks when, and who must be in- Resources Decision Making formed about which developments. Once • Administrative and HR functions -Team 1 you understand how to make a campaign Reward • what are the mechanism for de- • Intelligence and analysis functions • criteria for selection? Structure plan and apply the “inverse planning mod- • training and skill-building cision-making (voting, consulta- el” (see Chapter 11) by breaking compli- - Team 2 tions?) • how do you pro- cated activities into a chain of simple tasks, • Internal and external communication • how do you collect and dissemi- functions - Team 3 mote activists? nate information? certain structures (e.g. the Campaign Cent- • which type of lead- • Logistics and operational functions er) are required in order to bring your plan ership is preferred into reality. -Team 4 by which Team? Organizational structure, which logistically These four teams should communicate supports real-field campaign management clearly and coordinate regularly. Make sure Answering the above questions is a simple way to help you understand which goals are project development, should be based on that this communication has a feedback realistic based on the movement’s capacities (see Chapter 3). It is also worth noting that principle known as “Form Follows Func- component. For example, Team 1 knows sometimes the form cannot change much, because of repression or because the move- tion” (FFF) and should operate on the fol- what resources Team 4 needs to support a ment needs to grow. lowing basis: national petition for free media. ( Adopted from Jay R Galbraith. Organizational Design) 114 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 115

39. How do we keep campaigns organized?

After writing your campaign plan and creating teams, the next step is to create a campaign timeline or calendar. This timeline or calendar should list the key tasks that must be accomplished as well as the dates by when those tasks must be accomplished (e.g., the law requires the registration of independent election monitors at least three days before the elections). Distribute this thumbnail sketch of your campaign timeline to the members of your team so they can see where and how the tasks they are working on fit into the overall campaign calendar. Make sure that one (and only one) person is responsible for maintaining and updating the campaign calendar and that everyone on your team knows to contact that person “Rock the vote ’98,” the “It’s time!,” the slogan for to add or delete individual campaign events and activi- slogan for a successful GOTV another successful GOTV ties. campaign organized by campaign, this one organized Your calendar should be visibly displayed for everyone to proreform forces in Slovakia by proreform forces in Serbia see. Use different colours to mark different teams/activi- against Vladimir Meciar. against Slobodan Milosevic. ties, (e.g. green for Team 3 responsible for communication and media activities, red for logistics of field activities by Team 4). EXERCISE: Simulate a real field Get Out the Vote (GOTV) campaign (refer to Chapter 5), 40. Why should the campaign plan be flexible? which shall occur under non-democratic conditions on September 23rd this year.

The short answer is because you are not the only actor in the field! Usually, a number of actors participate in important national campaigns, including potential allies such as The Simulation should begin with a preparation phase, Phase I. The key objective of NGOs and proreform political parties fielding candidates, as well as the candidates of Phase I is tasking the training element of the organization to prepare a curriculum and the authoritarian opponent and the many organizations supporting the opponent. You to train new volunteers who will conduct a Get Out the Vote (GOTV) campaign in each can be sure that the opponent and organizations allied with the opponent will work voting district. During Phase II, the intermediate phase, the GOTV training in each vot- on minimizing the effect of your activities. Because you cannot predict all the ways in ing district will be conducted by the volunteers trained in Phase I. During Phase III, the which the opponent will act, your plan needs to be flexible, and the Campaign Center volunteers trained during Phase II will provide direct assistance to get voters to the polls, needs react quickly to changes in the field – and transform them from liabilities into perform exit polling services, and report results periodically throughout the day. opportunities. 116 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 117

Below is a schematic of what the whole campaign looks like: Campaign Plan:

I. SITUATION: IV. ADMINISTRATION AND EVALUATION OF ACTIVITIES Non-democratic regime announces parliamentary elections LOGISTICS • Costs of Phase 1 activities Phase 1 Human Resource needs • Adaptation to changes on the • 10 trainers trained (1 team leader) ground • 3 curriculum developers (1 team • Communication between and with- leader) in teams III. EXECUTION II MISSION • 1 volunteer for administrative work • Assessment of “supply” of volun- Phase 1 Material Resources needs teers and “demand” for GOTV Phase 1 • Support proreform candidates • Office space for trainers • Response to repressive measures • Train trainers in the organization Goals: • Computers with internet and desk- • Lessons learned • Organize Get Out theVote cam- • Prepare a curriculum to train volun- top printing paign teers • Telephones and office supplies • Minimize and record fraudulent ac- Phase 2 Phase 1 Time Estimates tions at the polls • GOTV training in each voting dis- • 20 hrs. of training Objectives: trict would be conducted by the • 40 hrs. curriculum development • Register pro-democratic voters (fo- trained cadres. • 15 hrs. administrative work cus on youth) Phase 3 • Organize events (concerts, teach- • Trained activists will provide direct V. COORDINATION AND ins) assistance to get voters to the polls, COMMUNICATION • Produce and distribute informational perform exit polling services, and re- • Trainer team leader report on material port results periodically throughout progress to the Campaign Manager the day • Feedback to curriculum developers • Strategic meeting at beginning and end of Phase 118 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 119

EXERCISE:

Using the inverse planning sequence (refer to Chapter 11), identify the critical specific tasks to be accomplished and assign responsibility for each. Here are a few examples:

Responsibility/task Team in charge (What is to be done?) (Who is responsible for this?)

• Collect data on first time voters in the voting • Team 2 - Intelligence and analysis function district

• Recruit volunteers for future training • Team 1 - Administrative and HR function

• Develop curriculum for future educational • Team 3 - Communication function activities

• Rent an office • Team 4 - Logistics and operational function

• Design a slogan and logo for the campaign • Team 3 - Communication function

• Fundraise and prepare a realistic budget • Team 4 - Logistics and operational function

• Train a cadre of trainers • Team 1 - Administrative and HR function

Time is running out for the Milosevic regime. With a mobilized public strategically working towards • Print and distribute materials • Team 4 - Logistics and operational function the same goals, the once powerful regime cannot hold on for long. • Analyze possibilities for election fraud • Team 2 - Intelligence and analysis function CAMPAIGN EXECUTION: (Add) Using the “Form Follows Function” principle, create teams (see previous page) in order to manage main groups of activities in your campaign. While you can create a number (Add) of teams, the following four are crucial to the campaign: (Add) • Team 1 - Administrative and HR function • Team 2 - Intelligence and analysis function (Add) • Team 3 - Communication function • Team 4 - Logistics and operational function 120 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 121

EXERCISE: Based upon previous analysis, create a four-week campaign calendar, starting backwards from Election Day, September the 23rd.

Week1 Week2 Week3 Week4

Mon

DON’T FORGET Tue “MURPHY`S LAW”:

1. “Nothing is as easy as it looks”. 2. “Everything takes longer than Wed you think”. 3. “Before you do something, you must finish something else first.”

Thu

Fri

Sat

Sun IV WORKING UNDER REPRESSION Working UnderRepression nte rltd ehd ht poet wl use will opponents that method related Another manag by campaign nonviolent a run you As These are serious topics so remember that thereis remember serious topics so are These violent strategy isseriouslydecreased. violent strategy Section Outline: ral response to certain circumstances perceivedcircumstances by certain to response ral the in action every and low become spirits If rale. learn how to minimize your opponent’s ability to ability opponent’syour minimize to how learn the mind and body as threatening, using fear is an is fear using threatening, as body and mind the aiy i hrs a. ht s dmntain f of demonstration a is That way. harms in tarily, freedom and democracy. person Every the side of tion andbuildingtrust. n h mvmn hs lcd hmevs volun themselves, placed has movement the in will You effectively. act to movement the of ity time, and resources human and material your ing pare for your opponent’s sanctions. Though the Though sanctions.opponent’s your for pare no shame in being a prisoner who has fought on fought has who prisoner a being in shame no ment’sis,capacities.fear howYou what learn will natu a is fear Since fear. pervasive of mosphere numer are movements repress to used methods capacity of your movement to implement a non a implement to movement your of capacity campaign seems to be known in advance, then the your mo degrade communicationsto and external courage! to how as well as confessions, secure to is it easy move the degrading for tool effective especially u, hy ou haiy n eraig h capac the decreasing on heavily focus they ous, decrease negative effects of fear through prepara through fear of effects negative decrease at an create to trying is movement your against and disrupt monitor your movement’s internal and pre also must you planning, inverse using by and ------Working UnderRepression: Working Under Repression: Responding to the Opponent`s Sanctions Morale andCommunications Main themesinclude: Main themesinclude: Chapter’s outlinequestions: Chapter 14: Chapter’s outlinequestions: Chapter 13: • • • • • • • • • • • • •

ealing with fear through preparation andduringactions dealingwithfearthroughpreparation how dowe dealwithouropponent’s sanctions? how work? doesrepression Techniques thesecurityculture for upgrading .Rpeso factivities andindividuals; 1. Repression of Techniques: Prisoner’s dilemmaandsanctions Defining fear fear? How dowe overcome theeffectsof isfear? What Passivity doesnotmeansecurityfromsanctions How dowe protectourcommunications? issecurityculture? What repression? arethemostcommontechniquesWhat of .Cetn namshr ffear 2. Creatinganatmosphereof 13 Working Under Repression: Morale and Communications 126 Working Under Repression: Morale and Communications Working Under Repression: Morale and Communications 127

Working Under Repression: Morale and Communications Sooner or later, your movement will con- From these follows a strategy that uses the Sooner or later your movement will be challenged to respond to the front some form of sanctions. Experience opponent’s sanctions to strengthen, not opponent’s countermeasures. Taken together, these measures are part shows that convincing activists and sup- weaken the movement: of the opponent’s toolkit for repression. This chapter outlines how porters that the movement can respond to you can develop your own toolkit to reduce the effectiveness of re- sanctions requires considerable skill. The • Violence and repression should not be pression. As a start, think of repression and sanctions in general like messages that needs to be accepted by ac- legitimated in any way by showing that anything else that has a price, such as food or clothing: in general, the higher the price, the less you can afford. Creating a “security tivists before dealing with sanctions are: they are effective means for stopping the culture” that minimizes the ability of the opponent to infiltrate the movement. movement and disrupt communications should be a basic part of your • Passivity is not a guarantee for avoiding toolkit. sanctions. • Do not delegitimize the nonviolent struggle by resorting to violence and sabotage • The more violent the resistance, the like- because these actually serve as a justifi- 41. How does repression work? lier the opponent will use overwhelming cation for repressive action against the As your movement gains increase. The opponent The larger effect, and the force. movement and decrease the movement’s strength, your opponent calculates that if the costs main purpose of sanctions, authority. will tend to feel that he is are high enough, then the is not to punish individuals, growing weaker. Gener- supply of the movement’s but to prevent others from 42. What are the most common techniques of repression? ally, the opponent will try activists will decrease and also disobeying. By “setting to neutralize a movement eventually disappear. the example” of you being by destroying the morale punished, your opponent of its members and take Sanctions have two effects sends the message that the 1. REPRESSION OF ACTIVITIES: other actions that decrease (see Chapter 2). The small- price for noncooperation This includes a package of measures, of- the social and individual er effect is punishing the with your opponent will be ten codified in an unusual legal framework demand for change. Also, “guilty” individuals. high. that prohibits certain behaviours. For ex- the opponent may attempt ample, the Public Order and Security Act to increase the costs of (POSA) in Zimbabwe defines every gath- running an effective move- ering of five or more people as a public ment. Disrupting com- and political meeting, which requires spe- munication is one of the cial police authorization to be legally car- most effective ways to do ried out. The purpose of these measures this. By clamping down is to decrease the political space available on the movement’s public to the movement, and to increase various activities, arresting its activ- organizational and operational costs to the ists, and creating an atmos- movement. phere of fear, the costs to the movement and to you personally, as an activist, 128 Working Under Repression: Morale and Communications Working Under Repression: Morale and Communications 129

2. REPRESSION OF INDIVIDUALS: gime. In these conditions, the demand for Threatening individuals, tapping their change can be controlled and the supply phones, arresting and imprisoning activ- of activists willing to work for change de- ists, as well as beating, torturing and some- creases because the price of resistance and times even killing activists, serves a differ- of changing the status quo appears high. ent purpose than repressing activities—it serves to scare off any additional people The efforts of secret agencies have a special who might have joined the resistance and place in implementing the policies of the helps break apart the leadership of the opponent. Experience shows that these movement. More than most opponents’, agencies, sometimes legal but frequently nondemocratic regimes have specialized extra-legal, go to considerable lengths to in specifically targeting key individuals, spy on and intimidate activists, and they with the hope that their fate will have a can do so because the security apparatus demonstration effect on others. Frequent- has the mission to maintain the rule of the ly this includes targeting family members, opponent, not to protect public safety. including children.

3. CREATING AN ATMOSPHERE OF 43. What is security culture? FEAR: Security culture is the behaviour you should adopt and follow in order to minimize the Nondemocratic regimes tend to invest effects of your opponent’s counter-intelligence activities. It is based in two main prin- heavily in creating an atmosphere of fear ciples: around those activities they perceive as Plan and act accordingly. Work to discover threatening to their hold on power. With if your opponent’s supporters are willing careful planning, these regimes repress in- to change their loyalties, because frequently dividuals and activities, and use relentless they will see repression of your movement 1. NEVER ASSUME YOUR regime-sponsored propaganda to create a as illegitimate or just ineffective. Follow a OPPONENT’S INTELLI- “siege atmosphere” against the movement. “need to know” rule. If someone doesn’t GENCE AGENTS HAVE In this environment, everyone with a dif- need to know the names of other mem- NOT INFILTRATED YOUR ferent point of view than the regime is a bers, don’t give them that information. MOVEMENT terrorist and a traitor. If you know that a meeting is scheduled for next week, before you inform others, By combining repressive measures with decide if they need to know about it. If propaganda, undemocratic regimes try they have a need to know - do they need to to create an atmosphere where ordinary know about it now, rather than a few hours citizens are afraid to talk about topics prior to the meeting? that could be interpreted as being anti-re- 130 Working Under Repression: Morale and Communications Working Under Repression: Morale and Communications 131

For example, if the regime knows that the EXAMPLE: How do you tell a fellow activist working on recruitment of volunteers that majority of the people do not support it, you have a friend who would like to join the movement? 2. NEVER CALL ATTEN- pretending to support it may attract at- TION TO YOURSELF BY tention and expose movement members. We should meet at the market We may meet at our usual place CHANGING NORMAL Do not limit your contacts solely to other at 3 p.m. to discuss news: John and time to discuss news. I have ACTIVITIES OR ACTING nonviolent struggle activists. Expand your Doe wants to join our move- a friend who is very inter- ment. He is ready to participate ested in helping us solve a very DIFFERENTLY. friendships and contacts. When you always assume that you are being watched, then at the group meeting to organ- important problem we plan to ize the strike planned for next work on in forthcoming weeks. you never need to worry if you’re watched month. or not, and you can focus on minimizing behaviours that tip-off the opponent.

44. How do we protect our communications?

As a nonviolent movement becomes more effective, harassment and security activities will increase. You must create secure communication channels within your movement. This is more than merely educating WRONG! RIGHT! movement activists about the opponent and his capability to infiltrate the movement. It also includes acting in solidarity with one another. The best protection is to train activists what to say, what not to say, and more importantly, how to say things. TIP: In order to prevent your opponent from It is not about WHAT you obtaining sensitive information about the are saying, but HOW you are movement’s plans, NAMES, DATES AND saying it! NUMBERS should never be discussed in vulnerable environments, including during communication over the phone and the Creating and upgrading a “security culture” in order to minimize chances of the move- Internet. Not all Internet communication ment being infiltrated by your opponents’ agents is crucial. This keeps costs of opera- is insecure, but regular email is. tion for the movement low and costs of participation to individual activists bearable, but also maintains the demand for change among your supporters by showing the “ugly face” of your opponent and the ineffectiveness of repression. 14

Working Under Repression:

Responding to the Opponent’s Sanctions 134 Working Under Repression: Responding to the Opponent’s Sanctions Working Under Repression: Responding to the Opponent’s Sanctions 135135

Responding to the Opponent’s Sanctions 46. How to overcome the effects of fear? One of the driving motivators of obedience is fear of sanctions, which can include anything from being beaten by interrogators to Techniques for overcoming the effects of fear can be classified in two groups: prepara- losing one’s job. Consequently, you must understand the nature of tion techniques and techniques during a nonviolent action. These techniques are most fear, and learn methods and techniques to overcome fear’s adverse effects. The first step is to accept the fact that fear is a natural state successful if: for our bodies and minds. Once you understand how it is physically • You and all other activists are systemati- TIP and mentally expressed, you can stop feeling ashamed and castigat- cally educated about your opponent’s use ing others for responding to it. of repression and on appropriate coun- Fear is natural and ter-strategies. based on instincts. • Remember, do not resort to violence and 45. What is fear? always reward nonviolent discipline! • Many activists have the skills and knowl- Fear is an emotion experienced by all human beings dur- edge required to perform jobs in your ing their life. A primary reason that people obey an au- organization (this includes training both thoritarian regime is fear of sanctions for disobedience, an alternative leadership and having a list which can include anything from being beaten by inter- of spare administrative assistants) rogators to losing one’s job. What some fail to understand • Activists exposed to repression must set is that fear is a normal response to a perceived threat. In a good example for others in your organ- fact, fear is an instinctive response observed in the entire ization and systematically share their ex- animal kingdom and therefore we should be careful when periences (again, this holds for all parts attaching moral judgments to fear. of the organization, from the leaders to the new volunteers) The physiological characteristics of fear result from an increased firing of neurons from the sympathetic part of the nervous system. This causes blood vessels to con- Those who profess to favour free- PREPARATION TECHNIQUES TECHNIQUES DURING AN tract in the skin and intestinal tract, thus permitting more dom and yet deprecate agitation ACTION blood to flow to the heart. This, in turn, causes the heart are men who want crops without Before a fearful event occurs, focus on “On site” leaders should focus on to beat faster and harder. The respiratory rate increases. A plowing up the ground. avoiding surprises and fearful stimuli minimizing confusion and panic, and powerful hormone, adrenaline, acts with other hormones by paying attention to physiological on maximizing the event’s intended to release increased quantities of glucose, the “fuel” that Frederick Douglas and emotional involvements. People outcome. Keeping people busy dur- powers muscles, into the blood stream, thereby giving will be less afraid if they know what ing demonstrations will prevent them momentary superhuman strength. is being expected of them once they from being afraid. reach the zone of risk. Humor is also The reason for this is simple: Mother Nature is preparing an effective technique for reducing fear our body for a normal reaction to a perceived threat – to within a group. fight or to flee! 136 Working Under Repression: Responding to the Opponent’s Sanctions Working Under Repression: Responding to the Opponent’s Sanctions 137

47. How to deal with the opponent’s sanctions? Once we accept that fear is a natural state sponse from the opponent that is beyond EXAMPLE: of our body and mind, and we understand the capacity of most activists to endure. Organizing and Staging a Demonstration how it is physically and mentally expressed, If most activists in your movement have we can stop castigating others and/or feel- never been arrested, then don’t organize a Staging demonstrations has been a part of many suc- ing ashamed of ourselves. On the other provocative series of rallies that will lead to cessful nonviolent campaigns over the last century, and hand, if your movement intends to suc- a crackdown and mass arrests; instead, try best-practices that your movement should follow in- ceed, you must understand the methods a series of concerts or similar protests that clude: and techniques used to overcome fear’s are strategically designed to increase sup- adverse effects. Removing or reducing port for the movement without leading to • Explain and train activists for likely repressive actions, fearful stimuli and anticipating surprises many arrests. For your strategy, campaign, including teargas, arrests and beating. have proven to be effective. and actions to succeed, the endurance and • Increase solidarity and confidence by developing a discipline of activists in your movement sense of community and belonging, by motivating Trust and confidence in the movement’s must be proportional to your opponent’s people to wear the same symbols, chant slogans, hold leadership and goals also help to allay fear likely response. signs, and march in unity. among people taking part in nonviolent • Keep people busy by meticulously planning and divid- actions. So does a strong belief that one’s One very daring and dangerous action can ing responsibilities. Certain teams should be responsi- own best interests are on the side of dem- provoke a massive reprisal and attract sig- ble for first aid; others for providing water and snacks ocratic change. nificant attention from local and interna- for the marchers, making sure the group keeps mov- tional media, the population, and others. ing in a straight and orderly fashion, scouting ahead To fulfil the grand strategy, many nonvio- While it is very difficult to predict the op- and behind the group, and keeping signs and banners lent actions will be required, and from each ponent’s response even in democratic so- strategically positioned. action the movement should learn how the cieties, experience reveals that the use of • To decrease fearful stimuli, activists should not “see” opponent and other actors respond (see violence and especially acts of sabotage and hear the opponent. Huge banners at the head Chapters 4, 9, and 10). Accordingly, avoid tend to provoke disproportionately harsh of the column are thus important, as is making noise taking actions that are likely to prvoke a re- reactions. with drums or singing louder than the noise the opponent can generate (using loudspeakers to deliver threatening warnings, getting police to hit their ba- tons against their shields, and so on).

Dealing with tear gas, October 5th, 2000, Serbia. 138 Working Under Repression: Responding to the Opponent’s Sanctions Working Under Repression: Responding to the Opponent’s Sanctions 139

PRISONER’S DILEMMA:

The safest strategy for you is to confess, because if your In the course of all struggles, activists face arrest, inter- friend confesses and you do not, you spend months, or rogation, trials and many other types of official actions. maybe even more time, in jail. This is also the safest While in established democracies, activists generally strategy for your friend, with the net result that each of find it easier, and less expensive and dangerous, to as- you spends a week in jail and the interrogators get a lot sert their rights under the law, interrogators have devel- of very useful information! oped effective methods that intimidate even the bravest The best outcomes for you, your friend, and the move- and most experienced activists. A common strategy is ment materializes if neither confesses. Of course, the known as the prisoner’s dilemma. Understanding its interrogators can start to use physical force and other dynamics, outlined in a hypothetical example below, methods. Experience shows that the less activists trust can help you and the movement. each other, the less the regime needs to do to secure confessions and other useful information from activ- Suppose your friend and you got arrested while posting ists. fliers announcing a nonviolent action. The interroga- The prisoner’s dilemma shows how easy it is to secure tors put you in separate rooms, inform you that inciting confessions and the importance of developing trust disorder (calling for an action) leads to at least three and cooperation between activists. months in prison, and offer you the following deal: If The insights also hold if you get arrested alone, since you confess and give names of other activists, you will the interrogator will tell you that others have been or spend only a week in jail; if you don’t, then you’ll spend will be arrested so you should confess and avoid going three months in prison. The interrogators make a simi- to jail. lar offer to your friend, because they know the most (Based on Robert Axelrod. The Evolution of Cooperation.) likely responses: both of you refuse to confess, both confess, or just one does.

The possible outcomes would be:

• If both confess, then both spend a week in jail and give names • If both refuse to confess, then both spend just that night in jail • If you confess and your friend does not, then you spend a week while your friend spends three months in jail, and vice-versa V NEXT STEPS - just make sure that these steps are not only non only not are steps these that sure make just - Next Steps The steps you take after reading these final pages, final these reading after take you steps The and nature the outlined sections previous The violent struggle. violent struggle. violent but also strategic, and let the world, and not you can access to learn more about strategic non strategic about more learn to access can you this In measures. repressive uses opponent your Section Outline: just your community, know are! whatthesesteps this material to others and some of the resource the of some and others to material this however large of small they may be, are up to youto mayup be,they are small howeverof large into a strategic nonviolent campaign, even when even campaign, nonviolent strategic a into section, you will learn how you can begin to teach to begin can youhow learn will you section, actions lone transform to order in need you skills sage to the public, and the some more of advanced you skills basic society,the a in power of sources need to develop and deliver your movement’s mes - - - Annex The “Act-Recruit-Train” Model Multilevel of Knowledge Transfer The mainthemesinclude: The Bibliography How Book: toUseThis How Book: toUseThis Chapter’s outlinequestions: Online Learning and Support Chapter 16: Chapter’s outlinequestions: Chapter 15: • • • • • •

II 10Y nonviolent action I Methodsof depending ontheirexperience depending

How canwe usethisbookandtheMLMmodelinourstruggle? isMulti-LevelWhat Marketing (MLM)? Why dopeoplejoingroups? How doIexpandmy knowledge? thematerialtodifferentgroups presentationof Level of Recruit-Train-Act (RTA) schema ears of Nonviolent Struggle inSerbia Nonviolent Struggle ears of

15 How to Use This Book: The “Act-Recruit-Train” Model of Multi-Level Knowledge Transfer 144 How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer 145

How to Use This Book: The “Act-Recruit-Train” Model as supplying them with different mate- Sociologists teach us that larger groups are rials (e.g., copies of this book), will per- better at achieving tasks with a concrete An important part of building a movement or campaign is keeping sup- suade them that the movement “counts on solution that require a large number of porters engaged and interested while at the same time increasing volunteers’ skills and areas of responsibility. This process is called them”, and will motivate them to invest skills, while smaller groups are more sta- human resource upgrade. The upgrade should be a part of the move- even more of their time and energy to help ble, have better communication among ment’s work as quickly as possible. achieve your mission. their members, and are better at achieving Getting people to voluntarily partici- tasks with complex solutions that require Past experience shows that within the first month of recruitment, relatively fewer skills. For instance, a com- there is a tendency for activists to leave the movement—unless these pate also establishes a boundary between new supporters are continuously trained and engaged. To prevent movement members and others, which is munications team for developing a cam- this huge loss, this chapter outlines a useful model, the “Act-Recruit- important for building trust and coopera- paign message should be done by a small Train”1. model. The model can be especially effective when combined tion, and also for maintaining a security group, but a large group should be used with the experience of the Multi-Level Marketing (MLM) model from for distributing informational material for the world of business. culture. that campaign. 48. Why do people join groups? 49. What is Multi-Level Marketing (MLM)?

Before discussing the multi-level market- derstand in order to increase the effective- Multi-Level Marketing (MLM) is a system ing model, you need to understand why ness of the group. of marketing which puts more emphasis people join groups. After all, we spend People join groups for various reasons. onrecruiting distributors than on the sell- most of our time in groups: some are very Some of us like to be a part of something ing of products. MLM is very attractive, intimate like our family, others are more we consider important, and a struggle however, because it sells hope and appears formal like our office or professional or against repression and to win rights and to be outside the mainstream of business sports associations. justice always sounds important. Participa- as usual. It promises wealth and independ- When membership to a group is involun- tion in a movement’s activities also repre- ence to all included in your network, and tary, the power of authority, fear of sanc- sents a change that allows people to avoid treats your activists as an important part of IDEA tions, or the desire to conform tends to the routine and boring activities of their the network. One of the most successful maintain group cohesion. In closed socie- everyday life. If you examine these reasons MLM schemes is Amway. It has millions ties, once cohesion among the population more closely, you may notice that being an of distributors worldwide with sales in the begins to break-down, non-democratic activist also satisfies the need for contact billions. (Adopted from Paul Klebniov, regimes commonly try to increase cohe- and closeness with other people. Lastly, “The Power of Positive Inspiration”). sion by presenting an enemy, such as a being able to influence even minor things The idea behind this book is that knowl- nonviolent movement that is threatening within an organization is a special kind of edge on strategic nonviolent struggle may the regime’s survival. In groups based motivation because it helps people feel like be “sold” (“marketed”) to thousands of on voluntary membership (such as your they are a “part of the team.” new people in your community by using movement), other forces work to maintain “Investment” in new activists (e.g., by of- this model. cohesion, and these are important to un- fering trainings and workshops), as well 146 How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer 147

50. How can we use this book and the “MLM Model” in a struggle? Train Identify 10-20 of the The amount of information in this book An agenda could include the following: most promising activists based is sufficient to raise the skills and knowl- on clearly defined criteria (e.g., edge of activists in your movement, and 1. Introductory Meeting, that includes past experience with nonviolent therefore raise the overall capacity of your a presentation of the movement’s pro- action, commitment to change, en- movement. Human resource upgrade is gram, goals and a basic screening of thusiasm). Train them in different necessary at every level of the movement, new volunteers. TRAIN skills, including how to publicly from the leadership to the grass-roots represent your movement level. If you want to keep the momentum, 2. Follow-up Meeting where new activ- effectively. planners need to give volunteers not only ists are grouped into specific clusters simple tasks that lead to small victories; based on their interests and skills (e.g. planners also need to show volunteers that organizing actions, external communi- the movement “invests” in its activists. cations, work with new activists). In order to keep new supporters engaged and increase their skills and broaden their 3. Introductory Workshop for interested areas of responsibility, it is often neces- activists, where three sections of this Recruit ACT sary to conduct educational workshops manual may be presented. Act that involve knowledge and skills transfer Continually include fresh in such areas as: engaging in nonviolent 4. Follow-up Workshop for separate Recruit volunteers into the movement direct action, organizing events, strategic clusters. For example, one cluster that Start with a few people and by engaging them in campaign analysis and planning, external relations, may be particularly interested in work- give them small tasks, for example, activities. Use all campaign ac- dealing with the media, communications, ing with activists would go through this they should recruit 10 people to come to the tivities as opportunities for etc. Workshops should include separate chapter and additional exercises that next meeting. To do this, one can say something continued outreach. sessions for planners, organizers and ac- will train them how to spread skills and like: “You probably know 10 people who support the tivists, based on their responsibilities, ca- knowledge about nonviolent struggle struggle. Let’s write their names down.” Now there is pacities and the time they devote to the down to the grassroots level. a list of 250 people that need to be approached. If only movement. 10-20% of those who are approached can be persuaded The best way is to make a template agen- These multiple steps can be summarized to attend the next introductory meeting, then the number da, so that each group of new activists is in the Act-Recruit-Train (ART) model of of potential supporters has been doubled in one week! screened for their interests, level of com- building a movement and managing hu- Of course, the number cannot double every week, mitment, and areas of expertise while they man resources, which was developed by and many people leave the movement, so you are being educated about the mission and OTPOR’s Human Resource Centre. The need to keep recruiting. Next, the potential workings of the movement. recycling sign symbolized the ART model: supporters need to be turned into active supporters. 148 How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer How to Use This Book: The “ART” Model of Multi-Level Knowledge Transfer 149

REMEMBER

When volunteers begin to train new volunteers, this becomes a powerful mechanism for group cohesion, and defines the character of your movement. When you learn skills and knowledge useful for peacefully changing the actions of your opponent, you can bring about the change you want more effectively, and you can teach others to do the same. When you do this, you become a part of the destiny of nonviolent struggle! 16 How to Use This Book: Online Learning and Support 152 How to Use This Book: Online Learning and Support How to Use This Book: Online Learning and Support 153

How to Use This Book: Online Learning and Support Top Multimedia resources:

Once you have learned 50 crucial points about Strategic Nonviolent Struggle you may want to upgrade your learning in order to help your movement, or simply to expand your knowledge. 1. “A Force More Powerful” www.aforcemorepowerful.org

CANVAS and USIP have enabled a free e-copy of this book, which is available for A three-hour documentary television series recounting major strategic nonviolent campaigns you or your friends at www.canvasopedia.org of the 20th century: India’s struggle for independence from Britain, the U.S. Civil Rights movement, South Africa’s struggle against apartheid, the defeat of Augusto Pinochet in Chile, Danish resistance to German occupation, and the Poland’s Solidarity trade union movement. Languages available: English, Spanish, Russian, Arabic, Farsi, Chinese, Italian, Indonesian, Burmese. ? How do I expand my knowledge? (www.aforcemorepowerful.org)

Top five web-sites: Top five written resources:

1. www.canvasopedia.org 1. Gene Sharp. From Dictatorship to Valuable resource with more than 400 Democracy. Boston, MA: The Albert free downloadable tools for nonviolent Einstein Institution, 2002 and 2003. struggle practitioners (downloadable in 20 languages from www.aeinstein.org/organizations98ce. 2. www.nonviolent-conflict.org html) Excellent resource providing written 2. Robert L Helvey. On Strategic Non- 2. “Bringing Down a Dictator” www.yorkzim.com/pastProd/bringingDown.html materials in many languages, as well as violent Conflict: Thinking About the Funda- news, useful links and multimedia mentals. Boston, MA: The Albert Ein- One-hour documentary chronicles the successful strategic nonviolent campaign waged stein Institution, 2004. (downloadable by OTPOR in Serbia during 1999 and 2000. Same languages as above. 3. www.aeinstein.org from www.aeinstein.org/organization- (http: www.yorkzim.com/pastProd/bringingDown.html) Perfect website offering valuable mate- s1c31.html) rials in dozen world languages 3. Peter Ackerman & Jack DuVall. A Force More Powerful: A Century of Non- 4. www.yorkzim.com violent Conflict. New York: St Martins Best movies ever made related to the Press, 2000. issue 4. Gene Sharp. Waging Nonviolent Strug- 5. www.usip.org gle: 20th Century Practice and 21st Century News, reports, analysis and links re- Potential. Boston, MA: Porter Sargent lated to the issue Publishers, 2005. 5. Jacques Ellul. Propaganda: The Forma- tion of Men’s Attitudes. New York: Vin- tage Books edition, 1973. 154 How to Use This Book: Online Learning and Support How to Use This Book: Online Learning and Support 155

3. “A Force More Powerful”: the first and only game to teach the waging of conflict using nonviolent methods.

Destined for use by activists and leaders of nonviolent resistance and opposition movements, the game will also educate the media and general public on the potential of nonviolent action and serve as a simulation tool for academic studies of nonviolent resistance. Learn more at www.afmpgame.com

You may find that many key points in this book relate closely to “AFMP game” concepts—and you can check this for yourself when you face the artificial intelligence that represents your non-democratic opponent! annex i Methods of Nonviolent Action According to Gene Sharp 158 Methods of Nonviolent Action Methods of Nonviolent Action 159

THE METHODS Formal Statements 25. Displays of portraits OF NONVIOLENT 26. Paint as protest 1. Public Speeches PROTEST AND 27. New signs and names 2. Letters of opposition or support PERSUASION 28. Symbolic sounds 3. Declarations by organizations and institutions 29. Symbolic reclamations 4. Signed public statements 30. Rude gestures 5. Declarations of indictment and intention 6. Group or mass petitions Pressures on Individuals Communications with a Wider Audience 7. Slogans, caricatures, and symbols 31. “Haunting” officials 8. Banners, posters, displayed communications 32. Taunting officials 9. Leaflets, pamphlets, and books 33. Fraternization 10. Newspapers and journals 34. Vigils 11. Records, radio, and television 12. Skywriting and earth writing Drama and Music 12a. IT messaging - Mass SMS and e-mailing 35. Humorous skits and pranks [This method was developed in Serbia 2000 by OTPOR (Resistance) 36. Performances of plays and music during the nonviolent campaign against Slobodan Milosevic] 37. Singing Group Representations Processions 13. Deputations 14. Mock awards 38. Marches 15. Group lobbying 39. Parades 16. Picketing 40. Religious processions 17. Mock elections 41. Pilgrimages 42. Motorcades Symbolic Public Acts Honoring the Dead 18. Displays of flags and symbolic colors 19. Wearing of symbols 43. Political mourning 20. Prayer and worship 44. Mock funerals 21. Delivering symbolic objects 45. Demonstrative funerals 22. Protest disrobing 46. Homage at burial places 23. Destruction of own property 24. Symbolic lights 160 Methods of Nonviolent Action Methods of Nonviolent Action 161

Public Assemblies 69. Collective disappearance 70. Protest emigration [hijrat] 47. Assemblies of protest or support 48. Protest meetings Actions by Consumers THE METHODS 49. Camouflaged meetings of protest OF ECONOMIC 50. Teach-ins 71. Consumers’ boycott NONCOOPERATION: 72. Non consumption of boycotted goods ECONOMIC Withdrawal and Renunciation 73. Policy of austerity BOYCOTTS 74. Rent withholding 51. Walk-outs 75. Refusal to rent 52. Silence 76. National consumers’ boycott 53. Renouncing honors 77. International consumers’ boycott 54. Turning one’s back Action by Workers and Producers

THE METHODS Ostracism of Persons 78. Workmen’s boycott OF SOCIAL 79. Producers’ boycott NONCOOPERATION 55. Social boycott Action by Middlemen 56. Selective social boycott 80. Suppliers’ and handlers’ boycott 57. Lysistratic nonaction 58. Excommunication Action by Owners and Management 59. Interdict 81. Traders’ boycott Noncooperation with Social Events, Customs, and Institutions 82. Refusal to let or sell property 83. Lockout 60. Suspension of social and sports activities 84. Refusal of industrial assistance 61. Boycott of social affairs 85. Merchants’ “general strike” 62. Student strike 63. Social disobedience Action by Holders of Financial Resources 64. Withdrawal from social institutions 86. Withdrawal of bank deposits Withdrawal from the Social System 87. Refusal to pay fees, dues, and assessments 88. Refusal to pay debts or interest 65. Stay-at-home 89. Severance of funds and credit 66. Total personal noncooperation 90. Revenue refusal 67. “Flight” of workers 91. Refusal of a government’s money 68. Sanctuary 162 Methods of Nonviolent Action Methods of Nonviolent Action 163

Action by Governments 111. Working-to-rule strike 112. Reporting “sick” [sick-in] 92. Domestic embargo 113. Strike by resignation 93. Blacklisting of traders 114. Limited strike 94. International sellers’ embargo 115. Selective strike 95. International buyers’ embargo 96. International trade embargo Multi-Industry Strikes

116. Generalized strike THE METHODS Symbolic Strikes 117. General strike OF ECONOMIC 97. Protest strike NONCOOPERATION: Combination of Strikes and Economic Closures THE STRIKE 98. Quickie walkout (lightning strike) 118. Hartal Agricultural Strike 119. Economic shutdown

99. Peasant strike Rejection of Authority THE METHODS 100. Farm Workers’ strike OF POLITICAL 120. Withholding or withdrawal of allegiance NONCOOPERATION Strikes by Special Groups 121. Refusal of public support 122. Literature and speeches advocating resistance 101. Refusal of impressed labour 102. Prisoners’ strike Citizens’ Noncooperation with Government 103. Craft strike 104. Professional strike 123. Boycott of legislative bodies 124. Boycott of elections Ordinary Industrial Strikes 125. Boycott of government employment and positions 126. Boycott of government depts., agencies, and other bodies 105. Establishment strike 127. Withdrawal from government educational institutions 106. Industry strike 128. Boycott of government-supported organizations 107. Sympathetic strike 129. Refusal of assistance to enforcement agents 130. Removal of own signs and place marks Restricted Strikes 131. Refusal to accept appointed officials 108. Detailed strike 132. Refusal to dissolve existing institutions 109. Bumper strike 110. Slowdown strike 164 Methods of Nonviolent Action Methods of Nonviolent Action 165

Psychological Intervention THE METHODS OF NONVIOLENT 133. Reluctant and slow compliance 158. Self-exposure to the elements INTERVENTION 134. Non obedience in absence of direct supervision 159. The fast 135. Popular non obedience a) Fast of moral pressure 136. Disguised disobedience b) Hunger strike 137. Refusal of an assemblage or meeting to disperse c) Satyagrahic fast 138. Sit-down 160. Reverse trial 139. Noncooperation with conscription and deportation 161. Nonviolent harassment 140. Hiding, escape, and false identities 141. Civil disobedience of “illegitimate” laws Physical Intervention

Action by Government Personnel 162. Sit-in 163. Stand-in 142. Selective refusal of assistance by government aides 164. Ride-in 143. Blocking of lines of command and information 165. Wade-in 144. Stalling and obstruction 166. Mill-in 145. General administrative noncooperation 167. Pray-in 146. Judicial noncooperation 168. Nonviolent raids 147. Deliberate inefficiency and selective noncooperation by 169. Nonviolent air raids enforcement agents 170. Nonviolent invasion 148. Mutiny 171. Nonviolent interjection 172. Nonviolent obstruction Domestic Governmental Action 173. Nonviolent occupation

149. Quasi-legal evasions and delays Social Intervention 150. Noncooperation by constituent governmental units 174. Establishing new social patterns International Governmental Action 175. Overloading of facilities 176. Stall-in 151. Changes in diplomatic and other representations 177. Speak-in 152. Delay and cancellation of diplomatic events 153. Withholding of diplomatic recognition 178. Guerrilla theatre 154. Severance of diplomatic relations 179. Alternative social institutions 155. Withdrawal from international organizations 180. Alternative communication system 156. Refusal of membership in international bodies 157. Expulsion from international organizations 166 Methods of Nonviolent Action Methods of Nonviolent Action 167

Economic Intervention

181. Reverse strike 182. Stay-in strike 183. Nonviolent land seizure 184. Defiance of blockades 185. Politically motivated counterfeiting 186. Preclusive purchasing 187. Seizure of assets 188. Dumping 189. Selective patronage 190. Alternative markets 191. Alternative transportation systems 192. Alternative economic institutions

Political Intervention

193. Overloading of administrative systems 194. Disclosing identities of secret agents 195. Seeking imprisonment 196. Civil disobedience of “neutral” laws 197. Work-on without collaboration 198. Dual sovereignty and parallel government In Serbia, the victory of the pro-democratic movement came after a decade-long strategic nonviolent conflict. During that period, Milosevic successfully stayed in power, surviving many “The violence is the last outside attempts to remove him, mostly by relying on his own sources of power and on the sanctuary for the weak” conflicts and mistakes that beset the pro-democratic movement in Serbia. J.L. Borges

annex II 10 Years of Nonviolent Struggle in Serbia 170 10 Years of Nonviolent Struggle in Serbia 10 Years of Nonviolent Struggle in Serbia 171

Overview on 10 years long conflict in Serbia: The country’s leadership calls for military intervention. Late in the evening, the army “restored order” in the streets of country’s capital, May 14, 1989 Belgrade. The first independent radio station, “Youth Radio - B92,” founded March 10th, 1991 in Belgrade. A nonviolent protest of Belgrade students is held at Terazije Square. More than 10,000 students perform a “nonviolent occupation,” led March 8, 1990 by the “Terazije Students’ Parliament”. They block the central streets The first issue of the Demokartija (Democracy) newspaper, the of Belgrade with a 24-hour sit-in and do not move until the army official bulletin of the Serbian opposition, appears. withdraws from the streets of the national capital. February 1992 June 13, 1990 Large petition appealing for the withdrawal of Slobodan Milosevic The first anti-government protests in front of national TV building is signed by more than 500,000 citizens of Serbia. Milosevic does take place in Belgrade. Famous writer and one of the founders of not even comment on the petition. the Democratic Party, Borislav Pekic, is injured during the ensuing police violence against the protesters. Spring 1992 A massive student protest starts at Belgrade University, and spreads August 1990 onto campuses in Novi Sad, Nis and Kragujevac. Students demand The first (and the last) meeting of the representatives of parliamentary University independence and democratization of Serbia proclaim a groups from all six constitutive republics of the Socialist Republic “free territory” on Belgrade’s Students’ Square, a large city area with of Yugoslavia is initiated by Serbian opposition parties, in order to 11 University buildings. Major opposition parties join with their offer a nonviolent solution for increasing hostility. The meeting is own protest, which is finished unsuccessfully at the beginning of held in the Bosnian capital, Sarajevo, and leads to no results. the July. May 1992 March 9, 1991 Federal and local elections are boycotted by Serbian opposition First opposition demonstrations take place in Belgrade, on the main parties claiming that unfree electoral and media conditions prevented city square, and are led by the Serbian Renewal Movement and fair electoral competition. Democratic Party. Protesters demand the immediate cessation of May 31 1992 state censorship on Radio Television Serbia, the national TV and radio stations, and fair elections. Police forces respond violently. The Security Council of the United Nations votes to impose an One of the protesters and a policeman lose their lives in the street economic embargo on Serbia for its role in the military conflicts in conflicts. neighboring Croatia and Bosnia. 172 10 Years of Nonviolent Struggle in Serbia 10 Years of Nonviolent Struggle in Serbia 173

June 28, 1992 March 9th 1996 More than 100,000 people, led by opposition parties, organized Two major opposition parties, the Serbian Renewal Movement and two-week-long demonstrations in front of the Federal Parliament the Democratic Party, supported by the Civic Alliance of Serbia, building (“Vidovdanski Sabor”), increasing the pressure for better form a broad based coalition, Zajedno (Together). The coalition electoral conditions. announcement is made during a huge rally, organized to mark the Autumn 1992 fifth anniversary of the first opposition demonstration in Serbia. Serbian President Slobodan Milosevic accommodates the opposition November 1996 parties by organizing a series of negotiations with opposition leaders, On November 17th, with a NATO peacekeeping force in Bosnia, and finally calls for early elections. elections are held for the Yugoslav National Parliament. The December 19, 1992 opposition coalition, Zajedno (Together) wins in 32 municipalities, including in Belgrade. On November 20th, the Electoral Commission At the early parliamentary and local elections, the opposition calls for a recount in most of the areas won by the opposition. On wins for the first time a majority of the local assembly seats in 11 November 25th, Milosevic annuls the election results, prompting municipalities, including parts of Belgrade. Milosevic’s Socialist massive demonstrations, mostly nonviolent. On November 27th, Party wins the majority in the Serbian Parliament, though. Milosevic holds new elections, boycotted by the opposition. The June 2, 1993 protests grow in size. After a violent incident between the MPs, in which Branislav Vakic December 1996 of the Serbia Radical Party, an ally of the ruling Socialist Party, As hundreds of thousands demonstrate, Milosevic invites an assaulted one of the opposition leaders from the Serbian Renewal international commission to review the election results. On Movement (SPO), SPO organized an overnight protest, trying to December 27th, the Organization for Security and Cooperation in block the Parliament building, and support their injured MP. After Europe tells Serbia to reinstate the winners of the original elections a violent conflict with the police at the entrance to the Parliament, a or face international isolation. policeman is shot, and dies the same night. Hours later, police break into the premises of the Serbian Renewal Movement, arresting and January 1997 beating SPO’s leader, Vuk Draskovic. Beleaguered by unremitting opposition in the streets, Milosevic Late June 1993 concedes defeat in the city of Nis, but opposition leaders vow to continue the demonstrations until all election results are honoured. Under increasing pressure from the opposition parties and the On January 14th, the Electoral Commissions in Belgrade and public, Milosevic decides to release Draskovic from prison. elsewhere call for further seating of elected representatives. December 1993 Milosevic’s Socialist Party lost its parliamentary majority in early elections. After a short crisis, Milosevic re-established a government with the support of minor opposition party, New Democracy (ND). 174 10 Years of Nonviolent Struggle in Serbia 10 Years of Nonviolent Struggle in Serbia 175

February 1997 May 1999 On February 4th, Milosevic announces he will restore the opposition’s On May 24th, the UN War Crimes Tribunal for the Former victories from the November 17th elections. Demonstrations Yugoslavia indicts Milosevic on a number of charges, including continue, with protestors demanding election reform and freedom crimes against humanity. for the media. June 1999 July 1997 Under an agreement brokered by Russia, Serbia withdraws troops Constitutionally barred from serving another term as president of from Kosovo in return for an end to the NATO bombing. Anti- Serbia, Milosevic is elected President of Yugoslavia. government protests resume. December 1997 August 1999 In a contested election, Milosevic’s ally, Milan Milutinovic, is declared Following months of protest demonstrations, Otpor holds a the winner of a five-year term as President of Serbia. “birthday party” for Milosevic in Nis, accepting such gifts as prison August, 1998 coveralls and a one-way ticket to The Hague. After months of fighting, Milosevic’s troops defeat the Kosovo September 1999 Liberation Army, which has been trying to win Kosovo’s Protests continue as the Serbian economy deteriorates further and independence through the use of force. International attention in spite of a government propaganda initiative to rebuild Serbia. becomes focused on the rebellion. September 21st sees the beginning of rallies in 20 cities urging October 1998 Milosevic to resign. At the same time, the opposition begins A Kosovo cease-fire is signed. The United Nations Security Council to fragment, and the number of demonstrators dwindles. On threatens air strikes if Milosevic does not withdraw his troops September 29th and 30th, the police and army use force to break up from Kosovo. Once the threat passes, Yugoslav troops re-enter separate demonstrations. Kosovo. The violence resumes. In early October in Belgrade, some October 1999 dozen university students form a new organization called Otpor! On October 2nd, the police block some 7,000 demonstrators (Resistance!). Initially they work for the repeal of laws putting the marching to a city hospital to see those who were wounded during University under Socialist Party political control and laws imposing previous day’s demonstrations. An opposition leader, Zoran Djindjic, restrictions on the media. Toward the end of the month, four Otpor vows rallies will continue through mid-October. On October 3rd, members are arrested for spray-painting their symbol, a clenched Serbian Renewal Movement leader, Vuk Draskovic, is injured in an fist, on walls in Belgrade. automobile accident that kills a close family member. He blames March 1999 the incident on Milosevic’s security forces. On October 14th, the After diplomatic efforts fail, NATO launches a series of attacks fractious opposition unites to demand early elections. against military and industrial targets in Serbia and Kosovo. Milosevic refuses to yield. 176 10 Years of Nonviolent Struggle in Serbia 10 Years of Nonviolent Struggle in Serbia 177

November 1999 government accelerates its repression, arresting activists and taking off the air two independent television and radio stations. 20,000 Milosevic’s allies pass a law curbing the authority of opposition people demonstrate for days. municipal governments in areas where demonstrations have taken place. On November 22nd, Otpor holds a rock concert which is Otpor attempts to register as a political organization, citing the followed by speeches. opposition’s incompetence; the application is rejected. On May 27th, opposition parties come together for a rally, and on January 2000 May 29th the government issues a statement blaming all unrest on Otpor organizes an enormous rally on Orthodox New Year’s Eve pressure from international media outlets under NATO control (January 13), highlighting Serbia’s misery after a decade of Milosevic. and the activities of an internal fifth column. (“The internal Opposition politicians speak. All call for early elections. On January fifth column” was an expression often used by Milosevic and his 21st, Milosevic moves against the independent press, fining the propaganda apparatus, which characterized his enemies as traitors, Belgrade newspaper Danas (Today) 310,000 dinars. NATO collaborators, enemies of the state paid by NATO, etc.) March 2000 July 2000 Press and media oppression continue; newspapers are fined a total of On July 17th, Otpor members hold a demonstration to dramatize 202 million dinars, and a television station in Belgrade is temporarily high food prices and enact a parody of official government news. pulled off the air and then harassed with lawsuits. Otpor activists Milosevic, having pushed through Parliament a constitutional in 20 towns are arrested and interrogated, and sometimes beaten. amendment that will allow him two more terms as President, Nonetheless, 60,000 anti-Milosevic posters are put up in 67 towns announces early elections scheduled for September 24. and cities. August 2000 April 2000 As elections approach, Otpor launches an anti-Milosevic campaign Media outlets are charged increasingly heavy fines, and one of the with the slogan, “He’s Finished!” It appears everywhere. On August infractions is coverage of Otpor’s activity. 100,000 people mass in 8th, Milosevic’s birthday, Otpor displays giant satirical birthday cards Belgrade to demand early elections to unseat Milosevic, and the in town squares throughout Serbia. two main opposition leaders appear together for the first time since September 2000 1997. Otpor headquarters are raided and its materials seized. In an May 2000 atmosphere of state-ordered vilification of the opposition, the With the government on the offensive, 18 Serb political parties unite elections are held on September 24th. More than 30,000 volunteers to form a coalition, the Democratic Opposition of Serbia, or DOS. monitor some 10,000 polling places to prevent fraud. By the Tensions mount with the assassination of a Milosevic ally on May close of the day, the monitors announce that Milosevic has been 13th. The government blames the killing on the opposition and defeated by a substantial margin. The new president is the DOS Otpor. That same day, Otpor organizes a “surrender action,” turning candidate, Vojislav Kostunica, a scholar and lawyer untainted by their membership lists over to police throughout the country. The Serbian political corruption. Milosevic, claiming that neither he 178 10 Years of Nonviolent Struggle in Serbia 10 Years of Nonviolent Struggle in Serbia 179

nor Kostunica received a majority of the votes, calls for a run-off election. The opposition calls for a general strike to force Milosevic to honour the popular vote.

October 2000 Beginning with a coal miners’ strike, sector after sector of the country grinds to a halt. Protestors block streets with barricades and their bodies. When Milosevic sends soldiers to break the strike, tens of thousands of citizens turn out. By October 5th, the country has come to a virtual standstill. Hundreds of thousands of protestors pour peacefully into Belgrade. The police, with a few exceptions, acknowledge their orders but refuse to obey them. By the end of the day, the protestors control the parliament building and the state-run television and radio stations. European leaders call for Milosevic to step down. On October 6th, Milosevic acknowledges defeat, and the head of the Army congratulates Kostunica on his victory.

April 2001 On April 1st, the police unit responsible for investigating crimes by public officials arrests Slobodan Milosevic, the first step of the process that eventually takes him before the UN’s International Criminal Tribunal in The Hague. June 2001 On June 28th, Milosevic is extradited to The Hague, to be tried for crimes against humanity. 180 181

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Ackerman, Peter and Christopher Kruegler. Strategic Nonviolent Conflict: King, Martin Luther JR. “I have a dream”: Writings and Speeches that Changed the World. The Dynamics of People Power in Twentieth Century. Westport, CT: Paeger, 1994. Edited by James Melvin. San Francisco: Harper Row, 1992.

Ackerman, Peter and Jack DuVall. A Force More Powerful: A Century of Nonviolent Klebniov, Paul. “The Power of Positive Inspiration,” Forbes, 9 December 1991, 244- Conflict.New York: St. Martins Press, 2000. 249. (A web version of the article appears on http://skepdic.com/klebniov. html.) Axelrod, Robert. The Evolution of Cooperation. New York: Basic Books, 1984. Lammers, Cornelius. “Tactics and Strategies Adopted by University Authorities,” in Dahl, Robert. Modern Political Analysis. 2nd ed. Englewood Cliffs, NJ: Prentice-Hall, The Dynamics of University Protest. Edited by Donald Light and John Spiegel. 1970. Chicago: Nelson-Hall, 1977.

Ellul, Jacques. Propaganda: The Formation of Men’s Attitudes. Translated from the Liddell Hart, Basil. Strategy: The Indirect Approach. New York: Praeger, 1954. French by Konrad Kellen and Jean Lerner. New York: Knopf, 1965. Mao, Zedong. Quotations from Chairman Mao Tse-tung. Edited by Stuart R. Schram. Friedman, Lee. The Microeconomics of Public Policy Analysis. Princeton: Princeton New York: Praeger, 1967. University Press, 2002. Paret, Peter, ed. Makers of Modern Strategy: From Machiavelli to the Nuclear Age. Galbraith, Jay. Organizational Design. Reading, Mass.: Addison-Wesley, 1977. Princeton: Princeton University Press, 1986.

Gandhi, Mahatma. The Collected Works of Mahatma Gandhi (100 vols.). New Delhi: Pauk, Walter. How to Study in College: Mastering College Level Study Skills, 7th ed. Boston: Publications Division, Ministry of Information and Broadcasting, Govern- Houghton Mifflin, 2001. ment of India, 1958-1994. Sharp, Gene. The Politics of Nonviolent Action (3 vols., Power and Struggle [I], Good, David. “Message Development” Material presented at a National The Methods of Nonviolent Action [II], The Dynamics of Nonviolent Action [III]). Democratic Initiative conference, “The Political Camping School,” Zlatibor, Boston: Porter Sargent, 1973. Serbia, March 2002. -----. There are Realistic Alternatives. Boston: Albert Einstein Institution, 2003. Heller, Robert and Tim Hindle. Essential Manager’s Manual. New York: DK, 1998. -----. Waging Nonviolent Struggle: 20th Century Practice and 21st Century Potential. Helvey, Robert. On Strategic Nonviolent Conflict: Thinking about the Fundamentals. Boston, Boston: Porter Sargent, 2005. The Albert Einstein Institution, 2004. Shock, Kurt. Unarmed Insurrections: People Power Movements in Nondemocracies. Heyne, Paul, Peter J. Boettke and David L. Prychitko. The Economic Way of Thinking. Minneapolis: University of Minnesota Press, 2005. 11th ed. Upper Saddle River, NJ: Prentice Hall, 2005. Sun Tzu. The Art of War. Translated by John Minford. New York : Viking, 2002. Hobsbawm, Eric. Age of Extremes: A History of the World, 1914-1991. New York: Vintage Books, 1996. Weber, Max. Max Weber on Law in Economy and Society. Edited by Max Rheinstein. Cambridge: Harvard University Press, 1966. Karatnycky, Adrian and Peter Ackerman. “How Freedom is Won: From Civic Resistance to Durable Democracy.” Washington DC: Freedom House, 2005. 182 183

VISUAL RESOURCES

Photograph Credits Other resources

IGOR JEREMIC: front cover; 32-33; 41; 58-59; 62; 82; 92; 94-95; 96; 108; 124-125; 126; 132-133; 137; 149; 171 center; 173 top; Bringing Down a Dictator, ©2001 York Zimmerman Inc. /www.jwork.net/ A Force More Powerful, © 2000 York Zimmerman Inc.

ANDRIJA ILIC: 14-15; 24-25; 66-67; 110-111; 178 bottom /www.focus.co.yu/ A Force More Powerful: The Game of Nonviolent Strategy ™ © 2006 International Center on Nonviolent Conflict & York Zimmerman Inc. VIKTOR SEKULARAC: 100 top; 127; 130; 165; 177 center; The graphic on pages 48-49 is based on the videogame on nonviolent struggle, “A Force More Powerful”. Go to www.afmpgame.com to find out more. VELJKO POPOVIC: 76-77 Branding in Serbia, ©2000. Gistro Advertising MIKICA PETROVIC: 42-43; 102-103 /www.mikica5.com/

Caricatures

Author of the original otpor movement logo - The Fist PREDRAG KORAKSIC - CORAX: 17; 31; 104; 118 Nenad Petrovic- Duda Sources: ON, Published by: Plato, Beograd, 2001. http://www.quaziland.co.sr SLOBODAN PAD, Published by: K.V.S. Beograd, 2000; http://proplanak.users.sbb.co.yu/ /www.corax.co.yu/ 184 MANY THANKS ABOUT THE AUTHORS

As with any project, the number of debts that are incurred along the way are far too great to be adequately acknowledged or, perhaps, even fully appreciated. A number of people worldwide offered invaluable support, including Robert Helvey, Judy Barsalou, Daniel Serwer, Carola Well, Peter Ackerman, Jack Duvall, Berel Rodal, Hardy Merriman, Steve York, Mio- drag Mitic, Valentina Karas, Ivan Marovic and Vuka Mijuskovic.

Without the many dramatic photos and cartoons, the content of the manuscript would be far more pedestrian. Accordingly, the authors consider the photographers, Igor Jeremic, Andrija Ilic, Viktor Sekularac, Veljko Popovic, Mikica Petrovic and the graphic artist, Predrag Koraksic - Corax, as con- tributors to the book, and hope that our writing complements the passion, clarity of vision, and humanity expressed in their images and graphics. Srdja Popovic was ANDREJ MILIVOJEVIC Slobodan Djinovic Ana Djordjevic was born in 1973. A student was born in 1974. As was born 1975. Since born in 1974. An inte- Arielle Cohen, Matija Milivojevic, and Anat Shanker carefully read the draft leader since 1992, and a an undergraduate, An- 1994, he was a stu- rior designer by training, manuscript, and offered countless suggestions. The authors hope these co-founder of the OT- drej worked in Otpor’s dent leader and was with a decade of experi- three get together and write a best seller—they certainly have the talent POR! (“Resistance!”) American branch. Af- a co-founder of the ence in graphic design. and dedication. movement that helped ter graduation in 2000, OTPOR!(“Resistance!”) A founding member of finish the Milosevic era. he returned to Bel- movement. He is an the team that devised Executive director of grade and worked on expert in telecommuni- OTPOR!’s initial crea- We would also like to express our gratitude to our families and friends, be- the “GOTOV JE!” (“He a number of develop- cations technology and tive strategy in 1998, in- cause their support, trust, and love made this book, as with so much else in is Finished!”) national ment projects, including policy in transitioning cluding the hallmark fist our lives, not just possible but fun. campaign in Serbia in on the Poverty Reduc- countries. He is current- symbol. Lecturer at BK 2000. A prominent tion Strategy Paper in ly completing a Master’s University in graphic Special thanks to our friend, Robert Helvey, who introduced us to the ex- member of the Demo- the Ministry of Social degree at the Fletcher design, teaching studio citing potential to strategic nonviolent struggle. cratic Party since its Affairs. He holds a School of Law and Di- classes using DTP soft- founding, a member of Master’s in Public Policy plomacy (Tufts Univer- ware (2003-2005). Cre- This book is devoted to the great generation whose courage changed Ser- the National Assem- (Goldman School, UC sity). Chairman of the ated and developed the bia at the break of 21st century. bly from 2000 to 2003, Berkeley), and is cur- National Committee of visual identity of CAN- and a Special Advisor rently pursuing a PhD the Centre for Applied VAS since 2004. to Prime Minister of in the Departments of Nonviolent Action and Belgrade and Berkeley, June 2006 Serbia, Zoran Djindjic. History and Interna- Strategies since 2004. Executive Director of tional and Area Studies the Centre for Applied (UC Berkeley). Srdja Popovic Nonviolent Action and Andrej Milivojevic Strategies since 2004. Slobodan Djinovic CIP - Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd

316.485.6(035)

Popović, Srđa Nonviolent struggle : 50 crucial points : a strategic approach to everyday tactics / Srdja Popovic, Andrej Milivojeic, Slobodan Djinovic ; [comments by Robert L. Helvey ; photograph credits Igor Jeremic ... et al ; caricatures Predrag Koraksic-Corax]. 1st ed. - Belgrade : S. Popovic : A. Milivojevic : S. Djinovic, 2006 (Belgrade : Cicero). - 185 str. : ilustr. ; 21 cm

Tiraž 500. - About the authors: str [185]. - Bibliografija : str. 180-181 ISBN 86-908997-0-7 1. Milivojević, Andrej 2. Ðinović, Slobodan a) Nenasilno pona{awe - Priru~nici COBISS.SR-ID 132293644 NONVIOLENT STRUGGLE 50 CRUCIAL POINTS

Srdja Popovic • Andrej Milivojevic • Slobodan Djinovic