It’s easy to forget that for a nine-month window between the 9/11 attacks and the summer of 2002, public anxiety about the Middle East didn’t have anything to do with Iraq. In August of 2002, the Bush administration deftly re-framed the national conversation by emphasizing the threat posed by Saddam Hussein and his possible possession or acquisition of weapons of mass destruction, and the need to invade Iraq to mitigate that threat. Before that time, however, public anxiety coalesced around fears of an unfamiliar enemy, al-Qaeda, and the possibility that shadowy terrorists might somehow slip a nuclear weapon into a major American city. Often left unstated, these fears were deep.
“Art ignites change.” A conversation with Jane Golden of The City of Philadelphia Mural Arts Program
- A social change organization has to communicate clearly, cogently, directly, passionately about the work they are doing so that people will see it, experience it, support it.
- When it comes to society’s more intractable problems, you cannot look past the role of innovation and creativity to ultimately make a difference when traditional interventions have failed.
- Communication is how a social change organization tells its story, how it builds an audience, it is the lifeline of an organization
- Relationships are at the heart of communications. They’re essential.
- The quality of digital communication has been proven to be lower than that of in-person communication.
- Building relationships through personal interaction is more likely to help you convey your message and achieve a desired outcome.