The second stage in the communication process deals with creating a strategy of how to communicate with target audiences. A strategy can be divided into two levels: cognitive and operational (Pleune, 1997: 734). The cognitive level is the approach to the environmental problem and deals with the organization’s view, e.g. world, view, concept or problem definition. The operational level is the method, defined by Pleune (1997:734) as “the
concerted, logically linked forms of action aimed at the achievement of ends.” The cognitive level of Bellona’s strategy is to a large extent described in the four principles described earlier. Methods frequently used by Dutch environmental organizations studied by Pleune
include the influencing of governmental policy, public opinion and behavior, industry, and the offering of alternatives.20
Within the framework of the Hydrogen Project, Bellona seems to use all the methods described by Pleune since all the target groups are included and covered in the four policy nuts. Hence, it becomes unnecessary to consider what methods Bellona uses. What becomes more relevant, however, are what channels Bellona communicates through or emphasizes, and how these are used to reach the respective target groups in the Hydrogen Project. My
contention is that the use of channels is an important factor in the strategy because it is an important factor when it comes to effect, i.e. achieving one’s goals. I will come back to the specifics of channels, which is the third stage of the communication process. The selection of channels (and methods) is influenced by two factors: resources and context.
6.2.1. Resources
The resources an organization controls are vital in terms of the organization’s capability to influence or gain access to target groups in a project. A. Paul Pross (1986) divides the typology of pressure groups into four categories: institutionalized groups with extensive human and financial resources; mature groups who form alliances with other groups and have a staff that includes professionals; fledgling groups with a small staff; and issue-oriented groups with a small membership and no paid staff. Pross links the possession of such
resources, human and financial, to the ability to maintain regular interaction with government officials and to exercise political influence.
Pierce, Steger, Steel and Lovrich (1992) in their study of environmental groups in Ontario, Canada, and in Michigan, United States, try to assess the impact of traditional organizational resources, informational capacity and the scope of communication factors on
20 The alternative in the case of Bellona and the Hydrogen Project is the use of hydrogen as an energy carrier coupled with hydrogen technology.
strategies used to influence government policy-making and the self-perceived effectiveness of group attempts to communicate information. With traditional organizational resources, Pierce et al means financial resources (funding and staffing level), human resources (membership size) and networking abilities (affiliations). Informational capacity is the ability of an environmental group to gather and create a variety of types of research and information.
Communication effort is the extent to which environmental group personnel works to disseminate a broad range of types of information to groups members and government officials (Pierce et al, 1992: 132).
As pointed out, Bellona has no active members towards, which one has to inform or work directly towards in order for the members to get something back for their paid dues. In addition, the scenario of Bellona differs because the organization is not only targeting
government officials. However, the notion remains that these are important factors in terms of gaining access to government officials.
6.2.2. Context of the organization
The nature of the issue championed is another factor that can influence the choice of strategy in terms of what channels would be the best way to communicate through. Certain issues might gain easier access through certain channels. Is the issue complex, clouded with scientific facts, expertise, confusion, or simple with easily identifiable perpetrators, solutions and scientific evidence. In the first case, the mass media might be a difficult channel to gain access to and get coverage for the issue. Second, the actors are involved in the issue, either as perpetrators or par to of the solution, can also influence choice of communication strategy.
Certain target groups might respond to certain channels in a better way than others. Is it necessary to reach a large number of people, in which case the mass media seem like a good outlet, or is it a small target group, in which case dialogue might work well. The previous two
points feed into each other and are both influenced by a third factor, the experience of the organization. In a sense, the experience is part of the organization’s resources. The notion is that experience from previous projects influences the choice of strategies for new projects.
What worked before might work again. However, again, certain target groups might respond differently to a channel that has worked because the nature of the issue has changed. Another side of this is that experience is previous visibility and contributes to the reputation of the organization, as mentioned before, which in turn influences what strategies are open to the organization because it determines where the organization has or can have access.