Martial Law 6

NONVIOLENT
STRUGGLE
ial Points
50 Cruc
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 nonvio-
lent 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 suc-
cessful 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 cam-
paign. 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
nonviolent action. You can either read a specific question that interests you, or an en-
Introduction: tire 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
Section Outline:
Before You Start Chapter 1:
Introduction to Strategic Nonviolent Conflict
Coups d’état, terrorist attacks, conventional wars Chapter’s outline questions:

or even the use of horrible weapons of mass de- • Why are we reading these pages?
struction are all ways of struggling for political • Does power really come from the barrel of the gun?
power. In this book, you will learn about another • Is there a realistic alternative?
way: strategic nonviolent struggle. • So, who is right?
In order to conduct a nonviolent struggle, you first Chapter 2:

need to understand the nature of political power. The Nature, Models and Sources of Political Power
Developing this knowledge is crucial, since one
of the main objectives of any struggle is either to Chapter’s outline questions:
obtain political power, or to deny it to somebody • What is political power?
else.
• How do we see political power?
• What are real sources of power?
After you understand the models, nature and sourc-
es of political power, you will then learn about the
Chapter 3:
organizations and institutions through which pow-
Pillars of Support: How Power is Expressed?
er is exercised, called “pillars of support.”
At the end of the section you will discover what
Chapter’s outline questions:
lies at the heart of political power -obedience - and
understand that if people do not obey, the ruler • How is power expressed within society?
cannot rule! • How does this power structure operate?
• Why do people obey?
Str
ate
gic
Non Introd
1
viol uct
ent ion
C o n To
flic
t
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, de-
spite 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.
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 gov-
ernment 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
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
Burma of many problems in the Balkans
Georgia in 2003 of thousands of UN peacekeep-
region, Serbia has gone a long way
er, this remains an unstable re-
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
ethnic strife are just a few of the joining the European Union.
Lebanon in 2005 West Papua 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.
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-
position movements used nonviolent re-
sistance, the transition was far more likely
destruction typical in guerrilla and
civil wars. The social and econom-
ic costs of violence, in short, are
These pages are dedicated to those of you
to result in a freer, fairer society, whereas
in contrast, when opposition movements
used violence to achieve a transition, the
widely spread
• While guerrillas and others who rely

who believe in the 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
mass communications, compromise,
who are willing to dedicate your time and
of nonviolent struggle and strategies can
achieve more positive and longer lasting
solutions than violent methods do.
and coalition-building) needed in a
democratic society. In contrast, us-
ing methods of strategic nonviolent
energy to nonviolent struggle for a
Even guerrillas need to make
the trains run on time!
struggle increases among activists
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
The Nature, Models, and Sources of Political Power You cannot change society without having the political power needed to implement your
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
change except the people
5. What is political power? ON at the top. What the ruler
fragile and can be redistrib-
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
groups in opposition. OFF tion - but the model stays the people’s obedience.
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
HIGH AUTHORITY LOW AUTHORITY 3. God does not give
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
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.
RESOURCES TIP 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
3. SKILLS AND trol the exercise of power! be made…
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.
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 move-
ment? 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
• the judiciary and electoral commission, and other elite professionals
services to the ruler though a variety of organizations and institu-
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
• the business community and others who manage the financial and economic sector
8. How is power expressed within society?
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 in-
dividuals 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
AND
BUREAUCRACY EDUCATIONAL
SYSTEM
ORGANIZED
RELIGION
MEDIA BUSINESS/
COMMERCIAL
MILITARY INSTITUTION
These institutions, holding

up the structures of power, dictator
generals Obedience or acquiescence of individuals and, more specifically, their willingness to
are called the Pillars of Sup-
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, obedi-
ence 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
Section Outline:
Chapter 4:
Starting Out Assessing Capabilities and Planning

Once you understand the nature of political pow- • Why do we assess capabilities?
er and the ways in which power is expressed— • What is “SWOT” analysis?
through institutions and organizations (we call • Why do we need a plan?
the key institutions and organizations “pillars of
support”)—and that obedience is at the heart of
political power, you can move from strategic non- Main themes include:
violent theory to taking the first practical steps to- • Successful and unsuccessful struggles
wards applying that theory. • Three foundational concepts of Strategic Nonviolent Action (SNVA):
As in any serious operation, your most important 1. Strategic analysis of strengths and weaknesses
activities will be related to assessment and planning. 2. Planning
Planning is the first and foremost requirement in 3. Never focus on intentions, focus on capabilities
order to keep any major action, such as campaign,
organized. Without proper planning, your cam-
paign is just a series of “guesses,” and your success
Chapter 5:
is based on luck. Every aspect of your campaign
Planning Skills:
should be planned before it is implemented, from
The Plan Format
the overall strategy to fundraising to grassroots or-
ganizing to media relations.
One of the most important issues in your plan is
targeted communication. Through targeted com- • What are the main questions in this struggle?
munication you may persuade people in your so- • Who will do what, when, how, where and why?
ciety to change their point of view, pay attention • How do we use the plan format?
to your activities, and eventually, join your move-
ment. This section also offers several useful tools The main themes include:
for planning communication activities and public • Importance of planning and the “10 minute pitch”
actions.
• Plan Format Template
II Starting Out
Chapter 6:
Targeted Communication:
Message Development

• 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
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 strug-
gle. 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.
Think for a moment like a shopkeeper trying to decide what will sell in the store. She
11. Why do we need to assess capabilities? 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
struggle make mistakes. Underestimating the opponent or factors: supply, consider these 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)
12. What is SWOT analysis? 13. Why do we need a plan?
With a good assessment Planning is the foremost way a major ac-

of capacities, which takes Strengths IMPORTANT: tivity, such as a campaign, can stay organ-
CASE STUDY: OTPOR, Serbia
• What advantages do you 2000. Levels of planning devel-
into account the benefits Assess carefully and act ized. Section II, Running a Nonviolent
have? oped after late 1999
and costs to the opponent strategically since re- Campaign, deals with these issues in depth
• What do you do well? and shows that without proper planning,
and to your organization of sources are limited for After NATO’s bombing of Serbia
• What relevant resources
taking specific actions, you both you and your op- your campaign is just a series of “guesses,”
do you have access to? and Montenegro in the spring of
can move to the next level. ponent. and your success is therefore the result of
• What do other people 1999, the Milosevic regime tried
SWOT analysis is a tool for see as your strengths? chance. Every aspect of your campaign
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
the first stage of planning
Weakness SWOT analysis: mobilization to media coverage. There-
hirelings of the countries that par-
• 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
cus on key issues. SWOT strengths and weakness- planning for a nonviolent movement.
• What do you do badly? to a stable and coherent political
stands for strengths, weak- es of your organization.
• What should you avoid? platform. These factors helped
nesses, opportunities, and create the space for a non-partisan
2. Analysis should distin-
threats. Strengths and weak-
nesses are internal factors.
Opportunities guish between where movement to mobilize the public.
• Where are there good your organization is to- Otpor filled this space very vis-
Opportunities and threats ibly in 2000, but this could only
opportunities facing you? day, and where it could
are external factors. be done because of the planning
• What are the interesting be in the future.
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
are well-placed to take ad-
Threats 4. Always analyze in rela-
• What obstacles do you tion to your opponent
vantage. And by under-
face? e.g. superior to or infe-
standing your weaknesses, • What is your opponent
you can manage and elimi- rior to your opponent.
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
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 go-
ing 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,
1. tions
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
organizing a general strike and
Where? How?
nonviolent takeover of the gov-
ernment 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 activists after the first reading; and
share is good organization of their work.
strategic to tactical. It is well known from the field of business that
The key to good planning is attention to 2. With the Plan Format Document, a
“no product may be sold if you cannot persuade the potential buyer
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 particu-
lar 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 • Why the activity is important (e.g. in order to protest
is not part of the plan format, but it is the
media censorship)
component that links across different situ-
• How the activity will be done (e.g. public demonstra-
ations: from each plan we can learn some-
tions)
thing valuable about our organization and
• When and where it will take place (e.g. noon in front
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.
• How that communication is to be accomplished.
First brainstorm and then
This could include telephone numbers, email ad- organize all information
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): If a plan calls for a national boy-
GOTV training in each voting district expertise, such as how to conduct exit
• Establish a national “strike committee” cott of regime media, but the or-
to impose nonviolent sanctions against will be conducted by the trained cad- polls and what the domestic and interna-
ganization only has activists in a
the opponent in the event that election res. tional legal standards were for fair voting.
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
democratic government ance to get voters to the polls, per- country.
which mobilized enough citizens to get
form exit poll services, and report re-
sults 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.
PLA N TIP
Break your plan
into phases!
6
n i c a t ion:
Comm u
Targeted n t
o p m e
Messa ge Devel
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 com-
munication 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 re-
quires 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 You Want This Group to:
Members Include:
how to assess capabili-
Membership People who support your or- • Be bold, motivated and ready to act
ties of the movement and
and supporters ganization either actively or pas- • Accept risks in pursuit of movement
the opponent, and how to goals and objectives
sively
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
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 analy-
sis, 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 This model helps us create the right mes-
EXAMPLE: SWOT Message Box:
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. likely as the movement becomes perceived
limited body of truthful information, that Facts do not speak for themselves, and Authoritarian Rulers
only obtain meaning when positioned as a growing threat. The model works by
is consistently conveyed by a candidate, helping you create a frame for the message:
party, or nonviolent movement in order to into context!
Strength: Opportunities: like for a building, the frame structures the
provide the persuasive reason for an audi- ideas conveyed by the actual words in the
ence to choose, and act on behalf of that We about We about
Ourselves Them messages.
choice” (David Good, “Message Develop-
ment”) George Lakoff, a respected cognitive lin-
Democratic Dictatorial
guist, shows how “framing” issues has a
Messages must be based on verifiable Honest Illegitimate
powerful influence in political debates.
facts because otherwise they lose credibil- Popular Corrupt
When the opponent calls the movement
ity! Your message states the facts as you Progressive Ruthless
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
Poster in which the image of a beaten
later call for action. The message should
Otpor activist showed the repressive side of the op-
relate to your “Mission Statement” (see ponent, the Milosevic regime.
Chapter 5) Serbia, 2000.
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
send the same rural farmers :
just like the Mission does in planning an
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 message for
farmers
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
dents and rural farmers:
ment’s position.
farmers get the
same message leaf-
lets, 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
w Your M essage:
Let the World Kno
in g P u b li c A c t io ns
Per form
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 au-
thority.
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)
Public actions, or events, are the first tools • Decide on the time and place that maximize
24 hours before event
that are picked among the vast arsenal of visibility
• Perform a final review of the time schedule and
methods of nonviolent struggle for most IMPORTANT: • Draw a calendar and post it in a the visible
necessary materials
of the movements worldwide for three place
• Send a press release, inviting journalists to the
good reasons: Learning to plan, perform, and evalu- • Create a budget
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.
(This does not mean that an “illegal” event will Event day
formed with limited time and human
never be conducted. As a rule, more planning will be • Gather participants in headquarters and
resources
required for any action where arrests are possible. ) motivate them for the event
• Public events may be organized even un- • Event (execution)
7 –3 DAYS before public event
der increased levels of repression, and in • Send a press report on the event to the
• 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 condi-
tions, 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
Design a Dilemma Action: policies and laws to be disobeyed, and
opponent, and a “win-win” framework for around which a dilemma action was
reacting with sanctions means violat-
the movement. designed was the Salt March cam-
The first and most difficult step is to ing what most of the population feels
Dilemma actions can be tactical or strate- paign, launched by Mohandas Gan-
identify the most pressing and imme- are important beliefs and values. It’s
gic, and have three major components: dhi during the Indian independence
diate problems that people are facing important to note that many dilemma
struggle against British colonial occu-
directly due to government policies. actions can plant the seeds of alterna-
1) Creating or identifying an issue that is pation. Making salt only required the
Then, in a column on the right side of tive institutions and organizations run
meaningful to the public and around which boiling of seawater and collecting of
the page, write down the widely held by the opposition or nonviolent move-
people will rally. The most effective issues the salt residue. The production of
beliefs and values of the people in your ment, such as a publishing house. Iden-
are usually related to government prohi- salt was controlled by the British and
community, and not just those that you tifying issues takes a little practice, but
bitions or policies that contradict widely was a source of tax revenue. Since all
share with your supporters. the SWOT analysis and message box
held beliefs and values. people—poor and wealthy, men and
In the middle of the page, insert the (Chapters 4 and 6) have both proven to
women, Hindu and Muslim—needed
“DILEMMA ACTION” column and be valuable aids in identifying issues.
2) Designing the Action: Use the Study 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 num-
bers 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
Section Outline:
Running a Nonviolent Campaign
III RUNNING A NONVIOLENT CAMPAIGN
The exercise of political power though key pillars of support reveals Chapter 8:
the strengths and weaknesses of one’s opponent. A well-organized Building a Strategy: From Actions to Campaigns
movement has a clear message, a comprehensive understanding of
its capabilities, and a commitment to spread its message though Chapter’s outline questions:
public actions. But, how does a movement relying on nonviolent • What is a strategy?
struggle actually use its strengths and the opponent’s weaknesses
• How do we create links between campaign strategies?
to win? This section answers this question.
• What are the main resources in all campaigns?
First, the tools from the previous section, “Starting Out,” are com-
bined into a whole. Actions become a campaign. A campaign Main themes include:
is a strategically planned and executed set of nonviolent actions
• Strategy and levels of strategy
aimed at a targeted group. The actions, according to Gene Sharp,
fall into three broad categories, including protest and persuasion • Strategic sequencing and tactical capacity building
(i.e. marches, displaying symbols, vigils, etc.), noncooperation (i.e. • Three key resources: human resources, material resources, and
a boycott of products, a strike, refusal to pay taxes, etc.), and inter- time
vention (i.e. a sit-in, picketing, hunger strikes, etc.). Every public
action should be a part of some larger effort, or campaign, and
your strategy should explain why specific types of actions are per- Chapter 9:
formed as building blocks of a campaign. Managing a Nonviolent Campaign (Part 1):
Material Resources
Next, the management of three strategic resources in campaigns
is discussed:
• Material resources, like money, communications equipment, and • Why are material resources important?
office space
• What types of material resources might we need?
• Human resources, people involved in the campaign • What are potential sources of material support?
• Time spent by human resources utilizing material resources
Lastly, you will learn to use the inverse planning model to maximize Main themes include:
the effectiveness of your campaign. Taken together, this section • Material resources and the importance of fundraising and security
shows the main requirements of going from individual actions to culture
a comprehensive campaign of nonviolent struggle. Experience • Assessment of needs for material resources
shows that a special challenge often emerges during this phase
• Four sources of material resources:
- repression. The following section, “Working Under Repression”,
describes how a movement can respond to its opponent’s use of 1. Supporters; 2. Potential Allies; 3. Business Community;
repressive measures. 4. International Organizations.
III RUNNING A NONVIOLENT CAMPAIGN
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: • 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

• 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
8
u il d in g a S t r a t e gy:
B
A c t io n s t o C a m paigns
From
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 ac-
tivities. 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 un-
rest 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, presi-
dent of Serbia.
Goals Eliminate
student
Calm movement Avoid
emergence of
Cooperate with
movement
25. How do we create links between campaign strategies?
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.
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 par-
ties 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
of 1997. This strategic campaign by pro- sources are also crucial to obtaining mass

reform 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.
1. Mobilizing the citizenry: Sporadic • Material resources include tangible as-

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.
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 move-
ment 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
Money Raised
• 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-
funds and how they are spent must be kept tion)
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
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-
Nonviolent movements always face the TIP 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
friends
computers, mobile phones,
vehicles
bership, charging member-
ship fees
Domestic support generally comes from
local civil society groups and non-govern-
mental 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 busi-
nesses 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 effec-
tive if they have strong language, negotiation and “grant-proposal writing” skills.
CASE STUDY: Not all that shines

is gold:
During three months of everyday stu-

dents’ 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
Managing a Nonviolent Campaign: Human Resources When election laws change, everyone benefits, including those people who did not lift a
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.
IMPORTANT:
30. Why are volunteers 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 ac-
tivist 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.
Over time, the list will probably look like a pyramid:
TIP
People join nonviolent move-
ments 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

New activists in your movement must

have opportunities to take on greater re-
sponsibilities at every single level of the
movement. These are called level upgrade
possibilities, and they require that the mas-
ter list contain at least the following infor-
mation:
• SKILLS AND KNOWLEDGE:
What special talents can this person
bring to the movement?
• INTERESTS:
What types of activities are most inter-
esting?
• 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 mem-
ber • 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 meet-
ings
• Provide a description of the work for
activists
• Support and supervise activists
• Create a system for recognition of ac-
tivist
11
Managing a Nonvio
lent Campaign:
Time as a Universa
l Resource
104 Managing a Nonviolent Campaign: Time as a Universal Resource Managing a Nonviolent Campaign: Time as a Universal Resource 105
Managing a Nonviolent Campaign: Time Management 3. Time for routine tasks - though they can
be very important, these “trivial” tasks TIP
However diverse the conditions for each nonviolent struggle, care- frequently occupy too much of peo- Minimize lost time!
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
34. What is time? Time is a precious
150 minutes more – 15 minutes for each
resource in your campaign!
of those who had been waiting and los-
ing 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 valu-
able resource, particularly in a nonviolent
25% of time
struggle?
In the strategic planning for nonviolent
struggle, as in the world of business, how 15% of time
!
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 of future activities

1. TIME FOR PLANNING
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
ns
resource, should be carefully planned and work. Escalation of the campaign may be Electio
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 man-
agement.
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
lease inviting journalists to the event”. Be realistic: Don’t set up a poster
the party, the appropriate music, who will bring the cake, wash dishes, and which
Consider what specific tasks are in- campaign on a Friday night when you
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-F
ield Campaign
and
the Inverse Plann
ing Model
112 Building the Real-Field Campaign and the Inverse Planning Model Building the Real-Field Campaign and the Inverse Planning Model 113
Real-Field Campaign and the Inverse Planning Model Classic Approach to Organizational Design: There are many ways to organize your
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 Information &
Human
campaign tasks when, and who must be in- Resources Decision Making
formed about which developments. Once • Administrative and HR functions
you understand how to make a campaign -Team 1 Reward
• criteria for selection? • what are the mechanism for de-
plan and apply the “inverse planning mod- • Intelligence and analysis functions Structure
cision-making (voting, consulta-
• training and skill-building
el” (see Chapter 11) by breaking compli- - Team 2 tions?)
• Internal and external communication • how do you pro- • how do you collect and dissemi-
cated activities into a chain of simple tasks, mote activists? nate information?
certain structures (e.g. the Campaign Cent- functions - Team 3
• which type of lead-
er) are required in order to bring your plan • Logistics and operational functions 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)
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 registra-
tion 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 communica-
tion 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.
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
II MISSION III. EXECUTION • 1 volunteer for administrative work • Assessment of “supply” of volun-
Phase 1 Material Resources needs teers and “demand” for GOTV
• Support proreform candidates Phase 1 • Office space for trainers • Response to repressive measures
Goals: • Train trainers in the organization • 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
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
EXERCISE:
Based upon previous analysis, create a four-week campaign calendar, starting back-
wards 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 Section Outline:
Chapter 13:
Working Under Repression Working Under Repression:
Morale and Communications
As you run a nonviolent campaign by manag-
ing your material and human resources and time, Chapter’s outline questions:
and by using inverse planning, you must also pre- • How does repression work?
pare for your opponent’s sanctions. Though the • What are the most common techniques of repression?
methods used to repress movements are numer- • What is security culture?
ous, they focus heavily on decreasing the capac- • How do we protect our communications?
ity of the movement to act effectively. You will
learn how to minimize your opponent’s ability to
disrupt and monitor your movement’s internal and Main themes include:
external communications and to degrade your mo- • Passivity does not mean security from sanctions
rale. If spirits become low and every action in the • Techniques:
campaign seems to be known in advance, then the 1. Repression of activities and individuals;
capacity of your movement to implement a non- 2. Creating an atmosphere of fear
violent strategy is seriously decreased. • Techniques for upgrading the security culture
Another related method that opponents will use

against your movement is trying to create an at- Chapter 14:
mosphere of pervasive fear. Since fear is a natu- Working Under Repression:
ral response to certain circumstances perceived by Responding to the Opponent`s Sanctions
the mind and body as threatening, using fear is an
especially effective tool for degrading the move- Chapter’s outline questions:
ment’s capacities. You will learn what fear is, how
• What is fear?
easy it is to secure confessions, as well as how to
decrease negative effects of fear through prepara- • How do we overcome the effects of fear?
tion and building trust. • How do we deal with our opponent’s sanctions?
These are serious topics so remember that there is Main themes include:
no shame in being a prisoner who has fought on • Defining fear
the side of freedom and democracy. Every person • Dealing with fear through preparation and during actions
in the movement has placed themselves, volun- • Prisoner’s dilemma and sanctions
tarily, in harms way. That is a demonstration of
courage!
1d3er Repression:
Un
Working n i c ation s
d Co m m u
o r a l e a n
M
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
front some form of sanctions. Experience opponent’s sanctions to strengthen, not
Sooner or later your movement will be challenged to respond to the
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,
tivists before dealing with sanctions are: they are effective means for stopping the
the higher the price, the less you can afford. Creating a “security
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 strug-
gle 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 costsmain 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,
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
regime-sponsored propaganda to create a 1. NEVER ASSUME YOUR
as illegitimate or just ineffective. Follow a
“siege atmosphere” against the movement. OPPONENT’S INTELLI-
“need to know” rule. If someone doesn’t
In this environment, everyone with a dif- GENCE AGENTS HAVE
need to know the names of other mem-
ferent point of view than the regime is a NOT INFILTRATED YOUR
bers, don’t give them that information.
terrorist and a traitor. MOVEMENT
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-
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-
DIFFERENTLY. friendships and contacts. When you always ment. He is ready to participate ested in helping us solve a very
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 com-
munication channels within your move-
ment. This is more than merely educating
movement activists about the opponent
WRONG! RIGHT!
and his capability to infiltrate the move-
ment. 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 p r e s s i on:
c t i o ns
s San
e
Un der R
n t’
i n g o n e
Work the Opp
i n g to
po n d
Res
134 Working Under Repression: Responding to the Opponent’s Sanctions Working Under Repression: Responding to the Opponent’s Sanctions 135
135
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-
and mentally expressed, you can stop feeling ashamed and castigat- cally educated about your opponent’s use TIP
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
Frederick Douglas by paying attention to physiological on maximizing the event’s intended
to release increased quantities of glucose, the “fuel” that
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!
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 op-
ponent 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.

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
Chapter 15:
V NEXT STEPS
Section Outline: How to Use This Book:
Next Steps The “Act-Recruit-Train” Model of Multilevel Knowledge Transfer

The previous sections outlined the nature and
sources of power in a society, the basic skills you
• Why do people join groups?
need to develop and deliver your movement’s mes-
• What is Multi-Level Marketing (MLM)?
sage to the public, and some of the more advanced
• How can we use this book and the MLM model in our struggle?
skills you need in order to transform lone actions
into a strategic nonviolent campaign, even when
your opponent uses repressive measures. In this
The main themes include:
section, you will learn how you can begin to teach
• Recruit-Train-Act (RTA) schema
this material to others and some of the resource
• Level of presentation of the material to different groups
you can access to learn more about strategic non-
depending on their experience
violent struggle.
The steps you take after reading these final pages,
Chapter 16:
however large of small they may be, are up to you
How to Use This Book:
- just make sure that these steps are not only non-
Online Learning and Support
violent but also strategic, and let the world, and not
just your community, know what these steps are!
• How do I expand my knowledge?
Annex
I Methods of nonviolent action

II 10 Years of Nonviolent Struggle in Serbia
Bibliography
15
How to Use T
his Book:
The “Act-Recr
uit-Train” Mod
of Multi-Leve
l Knowledge T
el
ransfer
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-
rials (e.g., copies of this book), will per-
Sociologists teach us that larger groups are
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,
pate also establishes a boundary between relatively fewer skills. For instance, a com-
there is a tendency for activists to leave the movement—unless these
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
1.
Train” 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
tions, or the desire to conform tends to the routine and boring activities of their IDEA
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
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 TRAIN
necessary at every level of the movement, new volunteers.
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 ac-
tive supporters.
REMEMBER
When volunteers begin to train new

volunteers, this becomes a power-
ful 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 oppo-
nent, 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 strug-
gle!
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 move-
ment, 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 move-
ments, 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” con-
cepts—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
PROTEST AND
1. Public Speeches 27. New signs and names
PERSUASION
2. Letters of opposition or support 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
[This method was developed in Serbia 2000 by OTPOR (Resistance)
35. Humorous skits and pranks
during the nonviolent campaign against Slobodan Milosevic]
36. Performances of plays and music
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
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
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
NONCOOPERATION:
97. Protest strike 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
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
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.
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).
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.
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
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
Bibliography
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 manu-
script 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.
movement that helped ter graduation in 2000, OTPOR!(“Resistance!”) A founding member of
and dedication.
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
bly from 2000 to 2003, Berkeley), and is cur- National Committee of visual identity of CAN-
bia at the break of 21st century.
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

Martial Law 6

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Martial Law 6

Uploaded by

Copyright:

Available Formats

NONVIOLENT

Center for Applied NonViolent Action and Strategies

Srdja Popovic • Andrej Milivojevic • Slobodan Djinovic

Centre for Applied NonViolent Action and Strategies (CANVAS)

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

IV Working Under Repression . . . . . . . . . . . . . . . . 122

1. Crucial point CASE STUDY:

Chapter 15. How to Use This Book:

Visual Resources . . . . . . . . . . . . . . . . . . . . . . . . 182

Many Thanks . . . . . . . . . . . . . . . . . . . . . . . . . . 184

About the Authors. . . . . . . . . . . . . . . . . . . . . . .186

Coups d’état, terrorist attacks, conventional wars Chapter’s outline questions:

In order to conduct a nonviolent struggle, you first Chapter 2:

3. Is there a realistic alternative to violence? • Nonviolent struggle was a major factor

If these successes appear as faint praise,

• While guerrillas and others who rely

The Nature, Models

LOW • Nobel Prize winner • Child

These three indicators of power overlap but are analytically useful:

DECISION-MAKING: INFLUENCE: REPUTATION:

Adopted from Robert Dahl, Modern Political Analysis

QUESTIONS TO ASK YOURSELF:

1. How do people in your society see power?

These institutions, holding

10. Why do people obey?

Why is obedience regarded TIP

Chapter’s outline questions:

Chapter’s outline questions:

The main themes include:

• What is a public action?

Main themes include:

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

With a good assessment Planning is the foremost way a major ac-

Select the • Mobilize youth, mass recruitment,

• Low-cost but dramatic public ALWAYS NEVER

It should be written clearly, concisely, and using simple language.

Explains procedures for:

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

17. How do we plan communications? 18. What is our target audience?

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

Chapter’s outline questions:

Main themes include:

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

Specific Preventive meas- Channel and Alter conditions Keep administra-

The Inverse (Backward) Planning process Remember:

27. Why are material resources important? Essential Function Examples

• Media releases (printing, paper)

Local business community Flyers, brochures or other Informational campaigns

CASE STUDY: Not all that shines

During three months of everyday stu-

Over time, the list will probably look like a pyramid:

Future Supporters Work to bring these individuals

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

New activists in your movement must

1. Time for planning of future activities

Mon Tue Wed Thu Fri Sat Sun

36. How do we utilize time in a campaign?

38. How do we build the real-field campaign? GOALS

A real-field campaign is built upon two

Organizational structure, which logistically These four teams should communicate

39. How do we keep campaigns organized?

After writing your campaign plan and creating teams, the