RECOGNIZING YOUR OPPOSITION TACTICS AND RESPONDING TO THEM

In public policy advocacy work, there's almost always someone opposed to whatever it is you're doing. Even if your goal is something everyone can agree on, there will be those who disagree with your methods for achieving it. When your opposition starts fighting your efforts, it's best to be familiar with what tactics they might use to do so and how you and/or the group you represent might most effectively respond.

The Ten ‘D’s

1. Deflection: Your opponents may try to deflect you in two different ways. First, they might try to turn the debate to other issues, instead of focusing on the real problem. Alternatively, your opponents may try to "pass the buck" to a group with little or no authority or to a different organization altogether.

2.Delays: Delays are one of the more common responses that you may face. With delays, the opposition may say it is working on the problem, when the reality is that nothing is being done. They may also suggest that more information is needed (and form committees to gather it, as evidence of good faith) when there is already plenty of information on the problem. One of the worst consequences of the delay tactic is that it can hurt the momentum of a strong organization, and it can cause you to lose heart and give up.

3.Denials: Denial is used when your opponent refuses to admit there is any truth to either:The problem you say exists, or about the  solution that you propose. A second kind of denial is when an official or other opponent says they would like to help, but don't have the resources or clout necessary to actually make a change.

4. Discounting: Discounting occurs by suggesting that the problem you are working on isn't really that important, or by questioning the legitimacy of your organization or its efforts. In its most extreme form, the latter can take the form of lies, mud slinging, and accusations

5. Deception: Deception is the act of intentionally misleading someone by lying or by "forgetting" to tell the whole story. Deceptions may be carried out in a variety of ways, such as trying to confuse your organization with bureaucratic nonsense and red tape, misrepresenting statistics, or making suggestions that in reality have nothing to do with what you are trying to accomplish.

6. Dividing: Opponents may try to divide a group over controversial issues. By doing so, they hope to reduce the overall effectiveness of your organization or coalition. At the most extreme point, opponents may try to "buy off" members with offers of jobs or other incentives.

7. Dulcifying, or appeasing: To dulcify an organization is to try to appease or pacify members with small, meaningless concessions. This tactic is particularly tricky because it may be difficult to determine the line between compromise (which your group may find helpful) and allowances that turn out to be meaningless.

8. Discrediting: Discrediting is similar in many ways to discounting. When a member of the opposition tries to discredit an organization, (s)he may attempt to make your group look incompetent (unreasonable, unnecessary, et cetera) to the community at large. Your motives and ways of accomplishing your goals are both called into question.

9. Destroy: The destroy tactic has the simple, clear goal of trying to ruin your organization or initiative in any way possible. This method may use one or more of the other tactics as a means to achieve the ends. The threat of a lawsuit is often used in this case (for example, by saying that you have committed slander against an organization); it's important to realize that these threats are usually only words. Make sure you know your rights and have access to legal assistance, and you will be able to contend with even these serious methods of intimidation.

10. Deal: To "deal" with a group often means to achieve a compromise. In some situations, this can be a major victory for your group. It's important when dealing with the opposition, though, to make sure that what you get is equal to what you give; this isn't the time to be charitable. Make sure that your group's overarching principles are always foremost in your mind when making a deal with a foe.

Responding to opposition tactics

There are a variety of tactic-specific ways to deal with each of these forms of attack. Some strategies that apply no matter what tactic is being used include:

1. Understand your opponent and his/her/their strategy: If knowledge is power, ignorance is weakness. An opponent you understand is much weaker than an opponent whose every move baffles you. Understand your foe's beliefs, background, and position. This will put you in a stronger position to respond to attacks. It can also increase your organization's image as an intelligent, rational group. What does your opponent believe and want? Does your opponent come from a cultural or ethnic group different from your own; and if so how might this affect dealings with your organization? Does your opponent have a history of acting (or reacting) in a certain way? You may be able to determine some of these things from your own history with the person or organization in question, from the experiences and personal knowledge of friends and colleagues, from newspaper articles, from corporate PR materials (if you're dealing with a company), or from campaign literature (if you're dealing with a candidate or elected official).

2. Turn negatives into positives: As the saying goes, when the opposition gives you lemons, make lemonade. The ability to turn any negatives you are given into positive situations is a very powerful ability for your organization to have.

3. Set the agenda: If you are meeting with the opposition, your organization should establish or influence the agenda. This way, it will be your group that controls the meeting; you, and not the opposition, will have the chance to be on the offensive, which is always the stronger position to be coming from. Further, if you allow the opposition to set the agenda, chances are good that some of the important points you wanted to discuss won't even be brought up. The opposition will naturally use their "home court advantage" to talk about their strengths, rather than points they may be weaker on.

4. Publicly state the opponent's strategy: This makes the opposition's tactics seem clearer to all of the members in your group (and therefore easier to fight). It is also a great way to win sympathy and respect from the general public. This is particularly true if you are a relatively small group fighting a larger agency or corporation in a just cause. Everyone wants to root for the underdog; giving your battle a "David and Goliath" image can do a great deal to further your cause.

5. Keep your opponents off balance: Don't rely on the same approaches all of the time. Instead, constantly take the opposition by surprise. This can not only help in your current battle, it will help your group avoid stagnation. If you tried to privately negotiate a solution last time you butted heads with the opposition, this time you might go public with the situation. Or, you might ask for a third party to act as a facilitator. Be creative, and don't be afraid to try something new. Leaving your opponent in a cloud of uncertainty of what your tactics will be this time is a powerful strategy on it's own, and gives you an advantage over the opposition before you even start.

6. Learn from the past: If an organization has a history of responding in a certain manner, chances are that's how they will respond again. Know the history including the preferred tactics of the people you are battling - and know how your organization has traditionally responded. That way, you'll be thoroughly prepared for what is likely to happen, and you'll be more likely to avoid any pitfalls you've fallen into in the past.

7. Be willing to compromise: Your opponents may be willing to work with you in good faith, particularly if you have run a good advocacy campaign. Keep an eye open for situations that might turn into a chance to work together. Be careful that by saying cooperation, your opponents don't really mean capitulation to their interests. But be careful, too, that you are open to any legitimate possibilities for making a deal that come your way. If an opposition leader states publicly that some of your ideas have merit, that could be the olive branch you've been waiting for to achieve peace, and also reach some of your goals.