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	<title>Bob&#8217;s Blog &#8211; Stakeholder 360®</title>
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		<title>The networks and narratives model of the social licence</title>
		<link>https://stakeholder360.com/2023/08/14/the-networks-and-narratives-model-of-the-social-licence/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Mon, 14 Aug 2023 17:27:16 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[Presentations]]></category>
		<category><![CDATA[Social license]]></category>
		<category><![CDATA[narratives]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[stakeholder networks]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=1380</guid>

					<description><![CDATA[Boutilier, R.G. 2021. The networks and narratives model of the social licence. Opening remarks at <a href="https://stakeholder360.com/2023/08/14/the-networks-and-narratives-model-of-the-social-licence/"> Read more&#8230;</a>]]></description>
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<p>Boutilier, R.G. 2021. The networks and narratives model of the social licence. Opening remarks at the <em>Brazilian Mining Expo &amp; Congress – EXPOSIBRAM 2021</em>. Sao Paolo, Brazil, Oct 7, 2021.</p>
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		<title>Automated Content Analysis</title>
		<link>https://stakeholder360.com/2020/12/27/automated-content-analysis/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Sun, 27 Dec 2020 21:12:28 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[Bag-of-Words]]></category>
		<category><![CDATA[Boutilier]]></category>
		<category><![CDATA[content analysis]]></category>
		<category><![CDATA[controversy management]]></category>
		<category><![CDATA[issue detection]]></category>
		<category><![CDATA[issue management]]></category>
		<category><![CDATA[Kyle Bahr]]></category>
		<category><![CDATA[narrative analysis]]></category>
		<category><![CDATA[narrative detection]]></category>
		<category><![CDATA[Natural Language Processing]]></category>
		<category><![CDATA[NLP]]></category>
		<category><![CDATA[policy narrative]]></category>
		<category><![CDATA[SLaCDA]]></category>
		<category><![CDATA[text analysis]]></category>
		<category><![CDATA[text processing]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=972</guid>

					<description><![CDATA[Automated content analysis December 27, 2020&#160;&#160;&#160; Content analysis can extract valuable insights from texts, and <a href="https://stakeholder360.com/2020/12/27/automated-content-analysis/"> Read more&#8230;</a>]]></description>
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					<h2 class="elementor-heading-title elementor-size-default">Automated content analysis</h2>				</div>
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									<p>December 27, 2020    Content analysis can extract valuable insights from texts, and the world is producing more texts than ever. However, the traditional method relies on humans reading and categorizing the content. That is too slow and expensive to be useful for most potential applications. This video explains the automated methods that reduce the time required from months to hours. Dr. Kyle Bahr and I have developed a computer program called the Social Licence and Controversy Detector and Analyzer (SLaCDA) based on the Natural Language Processing (NLP) approach to content analysis. The video explains how it works and shows how it can help find strategic insights from texts that previously would have taken too long to analyze. </p><p><iframe title="Automated Content Analysis Using SLaCDA" width="730" height="411" src="https://www.youtube.com/embed/Ra4a2RShW2w?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p>								</div>
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		<title>Introducción a la licencia social, parte 2</title>
		<link>https://stakeholder360.com/2020/11/19/introduccion-a-la-licencia-social-parte-2/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Thu, 19 Nov 2020 18:41:45 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[español]]></category>
		<category><![CDATA[Social license]]></category>
		<category><![CDATA[licencia social]]></category>
		<category><![CDATA[narrativas de políticas]]></category>
		<category><![CDATA[partes de interés]]></category>
		<category><![CDATA[responsabilidad social corporativa]]></category>
		<category><![CDATA[riesgo sociopolítico]]></category>
		<category><![CDATA[social licence]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=959</guid>

					<description><![CDATA[Introducción a la licencia social, parte 2 19 noviembre, 2020&#160;&#160;&#160; La parte 2 de la <a href="https://stakeholder360.com/2020/11/19/introduccion-a-la-licencia-social-parte-2/"> Read more&#8230;</a>]]></description>
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					<h2 class="elementor-heading-title elementor-size-default">Introducción a la licencia social, parte 2</h2>				</div>
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									<p>19 noviembre, 2020   </p><p>La parte 2 de la introducción aplica los conceptos introducidos en la parte 1. <span class="VIiyi" lang="es"><span class="JLqJ4b ChMk0b" data-language-for-alternatives="es" data-language-to-translate-into="en" data-phrase-index="0">El video explica el modelo de redes y narrativas de la licencia social, con especial atención al churn sociopolítico.</span></span> El proceso de desarrollo de una estrategia de participación de las partes interesadas se revisa con ejemplos.</p><p> </p><p><iframe title="Introducción a la licencia social, parte 2" width="730" height="411" src="https://www.youtube.com/embed/I6CvBLKwQQs?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p><p> </p>								</div>
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		<item>
		<title>Introducción a la licencia social, parte 1 &#8211; Conceptos básicos</title>
		<link>https://stakeholder360.com/2020/11/14/licenciasocialparte1/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Sun, 15 Nov 2020 00:53:43 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[aceptación social]]></category>
		<category><![CDATA[Boutilier]]></category>
		<category><![CDATA[gestión de problemas]]></category>
		<category><![CDATA[gestión de stakeholders]]></category>
		<category><![CDATA[licencia social]]></category>
		<category><![CDATA[narrativas de políticas]]></category>
		<category><![CDATA[participación de los stakeholders]]></category>
		<category><![CDATA[RSE]]></category>
		<category><![CDATA[Stakeholder 360]]></category>
		<category><![CDATA[stakeholder360]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=952</guid>

					<description><![CDATA[Introducción a la licencia social: Parte 1 de 2: Conceptos básicos 14 noviembre, 2020&#160;&#160; Esta <a href="https://stakeholder360.com/2020/11/14/licenciasocialparte1/"> Read more&#8230;</a>]]></description>
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					<h2 class="elementor-heading-title elementor-size-default">Introducción a la licencia social: Parte 1 de 2: Conceptos básicos</h2>				</div>
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									<p>14 noviembre, 2020  </p><p>Esta introducción consta de dos partes. Aquí en la primera parte repasamos conceptos básicos. Comenzaremos con algunos ejemplos del concepto de la aceptación social. Luego, revisaremos conceptos claves como las partes interesadas, la licencia legal, y las narrativas de políticas. En el video de la Parte 2, veremos el último modelo de licencia social y cómo se puede aplicar para desarrollar estrategias de gestión de riesgos sociopolíticos.</p><p> </p><p>La licencia social es el nivel de aceptación social de las actividades de su organización. Como una herramienta de gestión es completamente cuantificable. Hay otras formas de abordar la licencia social y las comparo en mi video que se llama “Is the social licence a real thing?” que trata al uso de la licencia social como una narrativa para legitimar políticas. Mi enfoque principal por ahora es cómo se puede usarla como una herramienta de gestión para ganar y mantener la aceptación social.</p><p> </p><p><iframe title="Introducción a la licencia social, parte 1" width="730" height="411" src="https://www.youtube.com/embed/_6qRGp6Lf-g?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p>								</div>
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		<title>Is the social licence a real thing?</title>
		<link>https://stakeholder360.com/2020/11/03/social-license-rivalry-spin/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Tue, 03 Nov 2020 20:13:45 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[discourse rivalry]]></category>
		<category><![CDATA[policy narrative]]></category>
		<category><![CDATA[PR spin]]></category>
		<category><![CDATA[propaganda]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[social license]]></category>
		<category><![CDATA[socio-political risk]]></category>
		<category><![CDATA[stakeholder politics]]></category>
		<category><![CDATA[youtube]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=946</guid>

					<description><![CDATA[Is the social licence a real thing? November 2, 2020&#160;&#160;&#160; The social licence began as <a href="https://stakeholder360.com/2020/11/03/social-license-rivalry-spin/"> Read more&#8230;</a>]]></description>
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									<p>November 2, 2020   </p><p>The social licence began as a metaphor with the legal licences required in mining. Then it morphed into a quantifiable management tool for obtaining and tracking the social acceptability of a company&#8217;s operations. Today, political actors have started using the term as a way to imply that their favoured policies are more legitimate than those of their opponents. As it has been dragged through the mud of politics, the term &#8216;social licence&#8217; has been labelled everything from corporate PR spin to undemocratic, leftist propaganda. <br /><br />This video shows the conditions under which political actors will attribute different characteristics to the social licence in order to gain an advantage over their rivals. The video is loosely based on my publication in the journal  The Extractive Industries and Society (https://doi.org/10.1016/j.exis.2020.05.022)</p><p>It&#8217;s a longer video because it includes some review the academic literature on the social licence:</p><p><iframe title="Is the social licence a real thing?" width="730" height="411" src="https://www.youtube.com/embed/q4PBEh4Ye3w?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p>								</div>
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		<title>Talleres en linea para el mapeo de la red de las partes interesadas</title>
		<link>https://stakeholder360.com/2020/10/14/rednet-talleres/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Wed, 14 Oct 2020 22:05:50 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[licencia social]]></category>
		<category><![CDATA[manejo de las partes de intereses]]></category>
		<category><![CDATA[riesgo sociopolítico]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[workshop]]></category>
		<category><![CDATA[youtube]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=919</guid>

					<description><![CDATA[Cómo desarrollar una estrategía para el manejo de las partes de interes en un medio <a href="https://stakeholder360.com/2020/10/14/rednet-talleres/"> Read more&#8230;</a>]]></description>
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									<p>14 octubre, 2020   Este video explica los talleres en línea para mapear la red de las partes interesadas de su organización. En medio día puede desarrollar una estrategia preliminar para la participación de las partes interesadas.</p><p><iframe title="Taller para mapear su red de interestados" width="730" height="411" src="https://www.youtube.com/embed/TpbZQOtn6yc?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe> </p>								</div>
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									<p>El personal de su organización trata cada uno con diferentes grupos de interés, que incluyen clientes y proveedores, gobierno y ONG, hasta accionistas y sindicatos. Para lidiar con la influencia que tienen en su organización, debe comprender las coaliciones y la dinámica de influencia entre ellas. Esto requiere un mapa de la red de partes interesadas. Al reunir a su personal en un taller en línea, puede obtener una imagen rápida del panorama sociopolítico y desarrollar estrategias provisionales para resolver conflictos y mejorar su licencia social.<br />Los pasos del taller son:<br />1. Únase en una plataforma de reuniones<br />2. Divídanse en grupos pequeños<br />3. Utilice una aplicación web para dibujar nodos que representen a las partes interesadas<br />4. Con la aplicación, coloree los nodos para indicar el nivel de licencia social que su grupo cree que otorga cada parte interesada.<br />5. Agregar líneas para representar relaciones colaborativas o conflictivas entre las partes interesadas<br />6. Reorganice los nodos para ver quién es más influyente y cuáles están agrupados en coaliciones.<br />7. Interprete las implicaciones del gráfico para su licencia social.<br />Al traer participantes de diversas partes de su organización, puede (a) obtener una imagen más amplia de quiénes son todas las partes interesadas y cómo se afectan entre sí, y (b) generar compromiso con la iniciativa de relaciones con las partes interesadas.</p>								</div>
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		<title>Network mapping workshops give a quick stakeholder strategy direction</title>
		<link>https://stakeholder360.com/2020/09/17/network-mapping-workshops/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Thu, 17 Sep 2020 21:27:59 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[social license]]></category>
		<category><![CDATA[socio-political risk]]></category>
		<category><![CDATA[stakeholder engagement]]></category>
		<category><![CDATA[stakeholder management]]></category>
		<category><![CDATA[stakeholder mapping]]></category>
		<category><![CDATA[workshop]]></category>
		<category><![CDATA[youtube]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=891</guid>

					<description><![CDATA[Network mapping workshops deliver strategic directions for stakeholder engagement, online, in half a day.    <a href="https://stakeholder360.com/2020/09/17/network-mapping-workshops/"> Read more&#8230;</a>]]></description>
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									<p>   September 17, 2020<br />   Now stakeholder network mapping workshops can be done online in half a day. They&#8217;re prefect for when an organization needs a quick start reading of its stakeholder environment.</p><p>See this YouTube video on the Social Licence channel for details:</p><p><iframe title="Online stakeholder mapping workshop" width="730" height="411" src="https://www.youtube.com/embed/folSV7lSfsc?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p><p> </p><p> </p>								</div>
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									<p>I have just uploaded the first videos on the Social Licence to youtube. It is a two-part introduction to the social licence.<br />Part 1 reviews basic concepts: https://youtu.be/vFHbwRqHD7A</p><p> </p>								</div>
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									<p>The personnel in your organization each deal with different stakeholders, which include customers and suppliers, government and NGOs, to shareholders and unions. To deal with the influence they have on your organization, you need to understand the coalitions and influence dynamics among them. This requires a map of the stakeholder network. By bringing together your personnel in an online workshop, you can get a quick picture of the sociopolitical landscape and develop provisional strategies for resolving conflicts and improving your social licence. <br />The steps in the workshop are:<br />1. Join together on a meeting platform<br />2. Break into small groups<br />3. Use a web app to draw nodes representing stakeholders<br />4. Using the app, color the nodes to indicate what level of social licence your group thinks each stakeholder grants<br />5. Add lines to represent collaborative or conflictive relations among the stakeholders<br />6. Rearrange the nodes to see who is more influential and which ones are clustered in coalitions<br />7. Interpret the graph&#8217;s implications for your social licence.<br />By bringing in participants from diverse parts of your organization you can (a) get a broader picture of who all the stakeholders are and how they affect each other, and (b) build commitment to stakeholder relations initiative.</p>								</div>
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		<title>Social Licence channel on youtube</title>
		<link>https://stakeholder360.com/2020/09/08/social-licence-channel-on-youtube/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Tue, 08 Sep 2020 21:30:36 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[basic concepts]]></category>
		<category><![CDATA[CSR]]></category>
		<category><![CDATA[N&N model]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[social license]]></category>
		<category><![CDATA[stakeholder engagement]]></category>
		<category><![CDATA[stakeholder networks]]></category>
		<category><![CDATA[stakeholder strategy]]></category>
		<category><![CDATA[youtube]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=854</guid>

					<description><![CDATA[Social Licence channel on youtube September 9, 2020 I have uploaded a two-part introduction to <a href="https://stakeholder360.com/2020/09/08/social-licence-channel-on-youtube/"> Read more&#8230;</a>]]></description>
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									<p>September 9, 2020</p><p>I have uploaded a two-part introduction to the social licence to my youtube channel. The first part reviews basic concepts.</p><p><iframe title="Social Licence Intro, Part 1" width="730" height="411" src="https://www.youtube.com/embed/-mv6mr3Nvxk?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p><p> </p>								</div>
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									<p>Part 2 looks at my latest model of the social licence and gives an example of its application:</p><p><iframe title="Social Licence Intro, Part 2" width="730" height="411" src="https://www.youtube.com/embed/0SSN0-kBhIs?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe></p><p> </p>								</div>
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									<p>In addition to the Spanish version available in my other blogs here, there is a Portuguese version available at: <br />https://vimeo.com/499814831</p><p> </p>								</div>
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		<title>Safe Havens with Dangerous Helicopters</title>
		<link>https://stakeholder360.com/2020/05/20/safe-havens-with-dangerous-helicopters/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Wed, 20 May 2020 19:30:31 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[currency collapse]]></category>
		<category><![CDATA[helicopter money]]></category>
		<category><![CDATA[market manipulation]]></category>
		<category><![CDATA[restart economy]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=645</guid>

					<description><![CDATA[Safe havens with dangerous helicopters May 18, 2020 A disturbing article appeared today in mining.com <a href="https://stakeholder360.com/2020/05/20/safe-havens-with-dangerous-helicopters/"> Read more&#8230;</a>]]></description>
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<h3 class="wp-block-heading">May 18, 2020</h3>



<p>A disturbing article appeared
today in mining.com (https://www.mining.com/draft-university-of-sussex/)
claiming evidence of massive market manipulation to depress the attractiveness
of investments in cryptocurrencies and gold. In normal times this would warrant
a shrug from most people because they are not invested in these so-called ‘safe
havens’. The difference today is that we have a new threat to seek safety from
– currency collapse. </p>



<p>The pandemic has prompted
rich countries to prop up their banks from the foundations up. They are
delivering cash directly to citizens and small businesses. That prevents a
depression and the deflation in asset values that comes with it. That, in turn,
helps banks avoid huge write downs. It is a version of what Milton Friedman
called ‘helicopter money’ – distributing cash to the population by pushing
bales of bills out the cargo bays of helicopters. </p>



<p>So where does all this
helicopter money come from? Governments borrow it, from themselves and bond
investors. It’s like a bet on the future prosperity of the country that’s printing
the money. So which countries have the best odds?</p>



<p>Investors call them ‘safe
haven’ currencies. They are the ‘reserve currencies’ of the world: USD, JPY,
GBP, EUR. As long as investors buy bonds from these countries during uncertain
times, the countries can print money without spurring inflation. That assures
that the countries can replay the investors in script that has more or less the
same value as it had at the time it was lent. But what happens if there are
competitive safe havens? </p>



<p>Gold is a traditional safe
haven, especially when government debt starts to look like it would take a
complete fantasy future to repay it. Cryptocurrencies have recently been
proposed as alternatives to the traditional currencies too. </p>



<p>Yesterday US officials
admitted that it could take up to two years for the economy to return to
‘normal’ and that maybe the so called ‘normal’ will remain elusive until there
is a vaccine. That possibility has already sent some investors looking for
alternative safe havens. </p>



<p>Helicopter money itself can
give investors the jitters. Argentina has been practicing a version of
helicopter money for decades. It has a maze of social benefits that have
created an entrenched class of entitled citizens with decisive political clout.
The country is today negotiating a ‘restructuring’ (i.e., a loss for bond
investors) to avoid its ninth default. Could this ever happen to the US or the
UK if politics prevented them from grounding their helicopters? Again, some
investors are looking for alternative safe havens. </p>



<p>But it could never happen in
the USA, right? Well maybe not as a deliberate policy. But what about a
capillary action from the bottom up? Landlords (i.e., investors) are already
taking a haircut on their return rates from tenants who have been locked down.
Rent is just not being paid. That trickles up to the banks who financed the
property. That, in turn, trickles up to the government. Government response:
borrow more by telling investors that prosperity will return tomorrow, as soon
as the poor tenants and small business owners get back on their feet.</p>



<p>Obviously, a lot of groups
have an interest in having investors stick to the traditional safe havens. The
include investors already invested in those currencies, the governments of
those countries, the recipients of helicopter money, and owners of assets
denominated in those currencies. </p>



<p>That leaves us with a lot of
suspects when we go looking for the party or parties behind the massive
manipulation of the markets for alternative safe havens. The mining.com article
cites research by Dr. Carol Alexander at University of Sussex Business School.
I couldn’t find the research reported on her webpage, but maybe it will be
posted soon. In any case, the article says that Alexander says, “The lack of
integrity by a few powerful market players is causing a major financial market
melt-down from which the current form of our global economy may never recover.”</p>



<p>Ahem. Well maybe. Maybe the
alternative safe havens will never recover. What is for sure, someone with a
lot of wealth wants to see them lose their attractiveness, probably so that the
reserve currencies remain the only game in town for safe haven seekers. That
reeks of desperation. </p>
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		<title>Why the noisy few count: Every policy coalition has its vanguard</title>
		<link>https://stakeholder360.com/2014/10/29/why-the-noisy-few-count-by-dr-robert-boutilier/</link>
		
		<dc:creator><![CDATA[Robert Boutilier]]></dc:creator>
		<pubDate>Wed, 29 Oct 2014 14:45:00 +0000</pubDate>
				<category><![CDATA[Bob's Blog]]></category>
		<category><![CDATA[activists]]></category>
		<category><![CDATA[civic sector]]></category>
		<category><![CDATA[intersectoral power]]></category>
		<category><![CDATA[opinion leaders]]></category>
		<category><![CDATA[risk management]]></category>
		<category><![CDATA[social licence]]></category>
		<category><![CDATA[socio-political risk]]></category>
		<guid isPermaLink="false">https://stakeholder360.com/?p=564</guid>

					<description><![CDATA[Why the noisy few count: Every policy coalition has its vanguard March 26, 2014 It <a href="https://stakeholder360.com/2014/10/29/why-the-noisy-few-count-by-dr-robert-boutilier/"> Read more&#8230;</a>]]></description>
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									<p><strong><span style="color: #000000;">March 26, 2014</span></strong></p><p><span style="color: #000000;">It is tempting to dismiss stakeholder groups that complain about your organization as representing the fringe of public opinion. Often the majority disagrees with them, and sometimes public opinion polls even prove it. The problem with ignoring such groups is the risk that they will become public opinion leaders.</span></p><p><span style="color: #000000;">For example, research by the <a style="color: #000000;" href="http://www.people-press.org/2013/03/20/growing-support-for-gay-marriage-changed-minds-and-changing-demographics/">Pew Research Center</a> in Washington DC shows a complete turn-around in public opinion on the question of gay marriage. In 2003, a third of Americans were in favour of it and 58 percent were against. By 2013, half supported it and only 44% opposed it. The reversal in public opinion followed a classic path that sociologists call the “issues lifecycle”.</span></p><p><span style="color: #000000;">The issues lifecycle typically has four phases. In the first phase, a few people raise the issue and sway others to their viewpoint. When there is a critical mass, the issues moves to phase two. In phase two the activists form organisations aiming to change laws, regulations, or cultural norms, as the case may be.</span></p><p><span style="color: #000000;">In democracies, this means changing public opinion so that politicians will feel the pressure. When public opinion starts to change, the issue can move to phase three where the politicians start to legitimise it by launching studies on the legislative or regulatory changes that would be needed. In the final phase, the laws, regulations, or norms are changed and those affected by the changes are monitored for compliance.</span></p><p> </p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Figure 1: The issue life cycle, based on Post, J. E., Lawrence, A. T., &amp; Weber, J. 2002. Business and Society: Corporate Strategy, Public Policy, Ethics. New York: McGraw-Hill Irwin.</h2>				</div>
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									<p><span style="color: #000000;">For example, the issue of compensation for asbestosis exposure by former employees of James Hardie Industries, Australia, went through the classic phases before it was finalized.</span></p><p><span style="color: #000000;">When the issue in question is about the activities of your organization or industry, your ability to have a say goes down to nearly zero by phase four. In phase one, however, it is difficult to even discern the existence of an issues, therefore again, it is difficult to have a voice on it. In phase three, public opinion has already shifted, or entrenched itself.</span></p><p><span style="color: #000000;"><strong>When to take action on issues</strong></span></p><p><span style="color: #000000;">Once polarization has set in, further changes become much more difficult. Your maximum opportunity for influencing the issue is in phase two, as soon as it is identifiable as an aim of a stakeholder group.</span></p><p><span style="color: #000000;">Effective action in phase two can make public opinion either become more resistant to change or move in a direction you favor. For example, the longer-standing controversies over <a style="color: #000000;" href="http://dubbophotonews.com.au/index.php/dpn/categories/local-news/item/2821-csg-the-great-divide">specific mining and energy projects</a> in Australia’s states of New South Wales and Queensland now appear to be entering phase three. Because companies and industry groups have proactively engaged with stakeholders, governments are tending towards moderate positions short of what activists advocate. At the same time, there are many new projects, especially in the energy sector, that are still in phase two.</span></p><p><span style="color: #000000;">Effective action at phase two requires two things. First, you must identify the opinion leaders and the frame they are using to tell the ‘story’ of the issue. With this understanding you can find places where your organisation’s story overlaps, or could overlap, with theirs. Alternatively, you can develop a new story to explain the same facts and events.</span></p><p><span style="color: #000000;">Second, effective action also requires discovering where the stakeholder group is situated in your stakeholder network<a style="color: #000000;" href="#_ftn1" name="_ftnref1">[1]</a>. Are they part of a tightly connected cluster or more isolated? Are they connected to other influential organizations trusted by the public or to other groups with less credibility? With this information you can launch initiatives that will change the network structure, and consequently increase or decrease the influence of the stakeholder group.</span></p><p><span style="color: #000000;"><strong> The influence of public opinion versus stakeholder opinion in the lifecycle of issues</strong></span></p><p><span style="color: #000000;">Getting these two kinds of information is quite different from getting a read on public opinion. Public opinion is estimated with random sample public opinion surveys. Everyone must have an equal chance of being selected. At phase two, public opinion survey results mostly reflect uninformed views from people who have not yet thought about the issue. Because of that, they often appear middle-of-the-road. At phase two it is more informative to interview a census (i.e., as close to 100% as possible) of stakeholder groups. This will give the information you need on the story frames they are experimenting with and their positions in the stakeholder network.</span></p><p><span style="color: #000000;">Effective action at phase two is easier for some organizations than others because of the level of public trust they enjoy. <a style="color: #000000;" href="http://www.globescan.com/images/Reports/GlobeScan_Radar_2013_Exec_Summary.pdf">International research</a> finds that academic and scientific organizations and NGOs are the most trusted. By contrast, business, government and news media are the least trusted.</span></p><p><span style="color: #000000;">This is one reason why NGOs are increasingly finding themselves invited to participate in forums and dialogues with business and government representatives. Their participation lends credibility to any framing of issues that results from the talks. It remains to be seen whether the growing phenomenon of <a style="color: #000000;" href="http://econpapers.repec.org/article/eeejrpoli/v_3a38_3ay_3a2013_3ai_3a4_3ap_3a696-703.htm">“protesters for hire”</a> will erode NGO credibility in the long-run. For the foreseeable future, academics, scientists, and activists are the public’s opinion leaders.</span></p><p><span style="color: #000000;">Understanding them is equivalent to understanding where public opinion is likely to go, if left to evolve on its own.</span></p><hr /><p><span style="color: #000000;"><a style="color: #000000;" href="#_ftnref1" name="_ftn1">[1]</a> A stakeholder network is the term to describe the relationships between a set of stakeholders and  an organization.</span></p>								</div>
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