Pressure Groups Lecture 3 The problem of assessing effectiveness
Not a purely academic question Visit from Trade Association Forum last week Some literature is now talking about ‘capacity’ rather than ‘effectiveness’ That emphasise ability to act rather than outcomes
Problems of methodology (1) Power or influence cannot be quantified One is often dealing with ‘reputational’ measures – where does power reside? Government may manipulate outcomes
Problems of methodology (2) Can a given outcome be attributed to a particular group – often many actors with complex set of objectives Less consensus than there used to be about a winning strategy State power more fragmented, multi- level governance, also new forms of politics. Target may not be state.
Problems of methodology (3) Probably easier to identify ineffectiveness and reasons for it We don’t expect you to solve difficult methodological problems – but a good answer will show awareness of them
The group and the target What are the group’s objectives? What relative priority does it give to those objectives? What resources does it have at its disposal? How efficient is it at mobilising them? Any coalition building? Serious internal tensions?
The target How does it rate the group? Sanctioning power? Expertise, research backed evidence? Legitimacy Popular support Can the group be excluded?
The target (2) Are there internal divisions within the target, e.g., government? Is the group seen as a client of a particular ministry? Is the group reliant on financial support from the target? Can government ‘harden up’ proposals to give empty concessions?
Manipulation of the agenda The case of the proposed new airport near Rugby Governments engage in ‘synoptic’ decision-making on new airports, look at all possibilities Real aim was to get 2 nd runway at Birmingham, deflect protest elsewhere
What governments want from groups Evidence from Baggott et al, Speaking for Patients and Carers Governance structure – election of leaders, clear organisational framework, dialogue and high quality interaction with members (would disqualify many social movements) Policy skills – no difficult or vociferous people
Countervailing groups Key idea of pluralists Canoeists wanting access to rivers Found themselves up against alliance of landowners and ‘gnomes’ (anglers) More generally seen historically as unions opposing employers, but more likely to be environmental groups today
Group resources (membership) Any competition for members? How important is legacy income – 25% for many groups Can members be mobilised for campaigns. Do they have relevant skills? Does group go for elite or restricted membership or mass membership? Numbers do count – canoeists versus ramblers and anglers
Group resources (finance) Baggott et al found clear relationship between income of group and number of examples of influence reported Income pays for high quality staff A small group can win a particular point with a well researched case, but in general money talks
Relationship with cultural norms (Rose typology) Harmony with general cultural norms, e.g., animal welfare Political values supporting group demands become more acceptable over time – opposition to smoking Fluctuating support from cultural norms – CPRE and ‘Englishness’
Rose typology (2) Cultural indifference – pedestrians Opposition to long-term cultural trends – temperance, Sunday opening Conflict between cultural values and pressure group goals. Civil liberties groups?
Contingency and policy windows Politics is highly contingent – dependent on particular combinations of actors and events Policy drivers: 9/11 and emphasis on security policy Global warming, tendency to drive out other aspects of environmental policy
Framing of issues Something becomes an ‘issue’, e.g. obesity 23% of UK population defined as obese, consequences for health care costs But who is to ‘blame’? Individuals? Food processors? Retailers? Advertisers?
Kingdon’s analysis of issues Awareness of problem – indicators (quantitative measures); events; feedback Policy stream – primeval soup of ideas which may float to the top or fall to the bottom Political stream – national mood; organised political forces (including pressure groups); government (changes in personnel and jurisdiction); consensus building
Window of opportunity At critical times political, policy and problem streams come together Short window of opportunity like launch window in a space mission Smart pressure group will be able to recognise and seize opportunity
Strategy issues cause tensions within groups Greenpeace overcomes this by being hierarchically organised Paul Gilchrist’s work on canoeists shows variety of stances within one movement Frustrated consenters accept rights of riparian landowners, but claim it is an injustice
Paddling your canoe (2) ‘Trade unionists’ – seek to pursue legal and moral claims through courts, assert equity of treatment with others given access Martyrs – still within rights discourse, but use confrontational techniques of mass trespass
Paddling your canoe (3) Rebels who call themselves ‘bandits by stealth’ Paddle canoes in small groups A much more individual approach, rejection of collective action Hence seen by others as undermining collective protest
Can the issues get more difficult? Environmental groups dealt with relatively easy issues – water quality, endangered species Harder issues where change may affect jobs or lifestyles Climate change Water availability Fish stocks
Conclusion Policies do not change just because of pressure group activity Other factors include level of public interest; political stance of government; ideas from think tanks Public opinion + government policy + group activity = public policy