Majority communities or organizations are described as deliberate because they require time to determine whether to adopt a new initiative. This group seldom leads the pack when it comes to adopting new initiatives or policies and is of the philosophy that it is better to change as a group than to be one of the first to change. Considering this, they tend to adopt new initiatives or policies at about the same time as the average community or organization.

Strategies to use with ‘Majority’ Communities or Organizations

Many of the same strategies that you would use with Innovators apply to the Majority, but the process of policy change will typically take longer with this adopter category.

  1. Provide concrete evidence about the potential benefits of the proposed policy.
    • A Majority community or organization tends to be more deliberate when it comes to adopting a new policy and can be skeptical about new ideas. Typically, they require proof that a policy will work before choosing to adopt.
  2. Provide evidence that outlines how a similar policy has worked for others under similar contexts. The more examples, the better.
  3. Evidence presented should be condensed, summarized and easy to read.
    • Distribute postcards, leaflets and one-page summaries written in plain language. See the APCCP’s Issue Brief for an example.
  4. Present evidence to show constituent (e.g., community member) support for an issue.
  5. Elected officials in the Majority category tend to pay close attention to the needs of their constituents and will be more willing to support policy change if there is evidence of public support for the issue.
    • One way to present this evidence is through public opinion polls and surveying.
    • For example, see the APCCP’s Surveys on Knowledge, Attitudes and Beliefs.
    • Another way to demonstrate public support is to have members of the community telephone, email, or send postcards to the decision-makers.
    • Letters to the editor of local newspapers are also evidence of public support.
  6. Provide information through formal avenues of communication.
    • This may involve writing letters, presenting to council, attending meetings and presenting at conferences.

  1. Highlight the number of places that have undergone similar policy changes.
    • Focus on communities and organizations with similar characteristics.
    • Invite individuals from other places to share their experiences.
  2. Emphasize that they do not want to be left behind other communities or organizations.
    • Majority types would rather change as a group than be one of the first to change. Keep this ‘group’ mentality in mind and work with the idea that while they may not want to be the first to change, it is also likely that they do not want to be left behind other groups.
  3. Approach multiple groups to take action on an issue together.
    • When community or organizational groups work together, it limits the perceived risk that they will have to manage on their own.

  1. It is important to: (1) understand the needs and characteristics of the community that you are working with, and (2) determine how knowledgeable community members are about the proposed policy.
    • To better understand the community you are working with, it may be beneficial to conduct a situational assessment.
      • A situational assessment helps determine the needs and strengths of a community. It involves the examination of factors such as the political and economic environment, key stakeholders, literature, previous evaluations, and the community’s overall vision.1
      • Conducting a situational assessment requires a great deal of time and energy and is not suitable or necessary for every situation.
  2. Educate community members on the proposed policy based on the existing level of community knowledge.
    • Compared to Innovators, Majority types will likely require a more extensive information/education campaign.
    • Create and foster dialogue within the community. Buy-in from the public is important to Majority communities and organizations. Low levels of public understanding of an issue will decrease the likelihood of successful policy development.
  3. Focus on raising awareness about the issue and on educating the public about the need for the policy and its possible benefits.
  4. Mobilize the community to show their support for the issue.
    • This can be achieved through media advocacy or the creation of community-based coalitions.
    • Media advocacy is the strategic use of the mass media, coupled with other advocacy strategies, to influence public debate and encourage policy change.2
  5. Launch a letter writing campaign and encourage community champions, other stakeholders and concerned citizens to participate.
    • Elected officials respond to letters, emails and phone calls from citizens. This provides an opportunity for officials and other decision-makers to informally assess the level of public interest and support, and to better understand the issue.
    • Enlist staff members, volunteers and community members to write guest columns and letters to the editor.
  6. Encourage local constituents to set up meetings with decision-makers.
    • The more people who are actively engaged in the policy process, the less energy advocates have to spend educating decision-makers about the policy and demonstrating public support.

  1. Identify and work with champions in the community.
    • A champion is typically an individual who is respected by the community and who is willing to passionately advocate for change.
    • In Majority communities and organizations, certain individuals will be more open to new ideas and more receptive to policy change than others. Engage these “receptive” individuals and work with them to move the issue forward.
  2. Maintain relationships with decision-makers, municipal administrative staff and community members who are receptive to policy change.
    • These individuals will likely encounter resistance from others and will require your support to counter opposition to the policy.

  1. Tools and incentives can be used to encourage policy adoption by making the proposed policy easier to implement and of increased benefit to the community or organization.
    • Examples of tools include:
      • the creation of a policy binder to lead the decision-makers through the entire process of developing the policy, and
      • providing a blank policy template.
    • Examples of incentives include:
      • funding pledges or guarantees of funding upon completion of policy adoption,
      • verbal recognition,
      • formal awards, and
      • strategic positioning of the community or organization as a leader.
  2. Provide communities and organizations with support to help them define goals, set targets and make policy uptake easier.
    • Match the community or organization with an agency or local non-government organization that has a stake in the issue and can provide the municipality with ongoing support as it moves through the process of policy change.


In addition to the key strategies identified for working with Majority types, click here to view critical policy change strategies (and resources) that apply to all three adopter categories.

REFERENCES

  • Public Health Ontario. (2012). Planning health promotion programs. Retrieved from http://www.publichealthontario.ca/en/eRepository/Planning_health_promotion_programs_2012.pdf
  • Lawrence, W. and Dorfman, L. (1996). Media Advocacy: A Strategy for Advancing Policy and Promoting

    Health. Health Education Quarterly, 23 (3), 293-317.