Part III: A systematic change perspective Research has found that policy change can be effected through coordinated activity among individuals and organisations with the same core policy beliefs.304 These core beliefs refer to the seriousness of the problem, its causes, society’s ability to solve it and the ways of addressing it. Agreement over the core beliefs is relevant for building sustainable networks and coalitions among relevant actors, including from civil society. Such a focus on shared core beliefs can help establish working relationships with organisations that otherwise might be very different from NPMs. Application of these insights to NPM strategic networking might include: • systematically reaching out to groups with shared belief on problems identified in the monitoring process; • working with civil society actors on the basis of a division of labour according to the specific mandate and roles (e.g. regarding advocacy as well as strategic legal action by lawyers’ networks); • working with other actors who could give technical advice to implement recommendations • working together on influencing public opinion and awareness (dissemination of OPCAT relevant topics, mass media, etc.) • building partnerships regarding OPCAT related research and information exchange. Any successful networking among actors with different characteristics, mandates and outlooks requires clear attention to two interrelated aspects: Firstly, a proper clarification of the respective roles and responsibilities with a view to using the respective strengths of actors involved in the change process in the best way. Secondly, proper attention to establishing transparent and respectful professional communication among the different actors. Furthermore, it is also essential – as a reminder of a basic characteristic of a systematic change perspective - to clarify assumptions about how change might be effected. Finally, NPMs would have to decide what the appropriate level of participation of others in the shaping of their change strategies should be. Several NPMs have developed networking activities with a range of actors (see Part II, Chapter 2). However, they are not yet used strategically - in particular for follow-up. Communications and media relations It is stating the obvious to say that media, including social media, play an essential role in modern societies. More precisely, empirical research has consistently demonstrated that the mass media significantly influence the public agenda: Issues that are salient or present in the media are also those that are in the public awareness.305 In doing so, the media shape reality rather than merely reflecting it. This is also valid for the social media. Media constitute the primary source of information of most people. But the media is not only ‘successful in telling us what to think about, but they also can be successful in telling us how we think about it’.306 In view of this strong importance of the media in agenda-setting and in framing of objects of public discussion, NPM change strategies need to pay careful attention to the media and develop an effective approach to communications planning. The following points appear to be relevant: • Media’s potential of influencing relevant public policies with regard to issues of concern to NPM should be thoroughly analysed. See H Jenkins-Smith and others, ‘The Advocacy Coalition Framework – Foundations, Evolution and Ongoing Research’ in Sabatier P and Weible Ch, Theories of the policy process (3rd edn, Boulder/Westview 2014) 183; regarding the “Advocacy Coalition Framework” see Stachowiak (2013) 9. 305 For an overview of research on agenda setting by the media see M McCombs, ‘A Look at Agenda-setting: past, present and future’ (2005) 6 (4) Journalism Studies 543. 306 Ibid 546. 304 - 104 -