Overview of the 100-Year PR Plan
In this chapter, I discuss why you should bother thinking about the next 100 years in your communications planning.
Chapter 2: Skinner and His Method
This chapter introduces you to the methods of Quentin Skinner. He's a historian who has studied how the great writers of the past managed to completely change the way people thought. The rest of the book takes his insights about how ideas change and turns them into a step-by-step guide you can use to plan your own communications.
I end the chapter by teaching you how to map your linguistic environment.
Chapter 3: The Most Important Goal You've Never Set
Setting goals is vital for effective communications. In this chapter, I explore how current advice completely ignores setting "ideological goals" even though they may be vital to all your communications goals (fundraising, HR, policy, etc.).
I end the chapter by providing you with some space to THINK BIG!
Chapter 4: Really Putting Your Mission First
Most communications advice assumes that what is in your organization's interests will also advance your mission. But that's not always true. In this chapter, I look at the history of the Pride Parade in Canada, the Black Panthers, and Act Up! to show how in order to accomplish your mission you may sometimes have to get out of your own way.
I end the chapter by offering an exercise that will put your mission at the centre of your 100-Year PR Plan.
Chapter 5: The Customer is Not Always Right
Conventional wisdom teaches you how to identify your audience, study their individual characteristics, and give them what they want. The trouble is that is likely to consistently reinforce the status quo. In this chapter, I explain why to change systems the audience you are always implicitly addressing is the silent opposition, how to understand your audience's environment.
I end the chapter by providing you with an exercise to identify your silent opposition.
Chapter 6: Not What You Say but How You Say It
In this chapter, I get to the heart of the 100-Year PR Plan by explaining how to develop an "ideological style guide". This will offer you the central tool you will use in your day-to-day work. I will also explore the two basic strategies of arguing for change explicitly through in-depth content or implicitly through the sheer quantity of its reproduction.
Chapter 7: There is No Marketplace of Ideas
In this chapter, I address the self-defeating misunderstandings of competition in the nonprofit sector. I provide you with a competitive analysis method that will identify your ideological competitors. I also explore how smart communications that echo existing ways of thinking can foster decentralized collaboration that doesn't require you to take a resource-intensive, top-down approach to convening.
Chapter 8: Social Media Changes Nothing
Quentin Skinner may have been studying writers and movements from hundreds of years ago, but in this chapter I show how you can apply the same methods to GIFs, memes, and tweets. This chapter was probably the most fun to write. I show you how you can make better use of Wikipedia, design video games effectively, and tap into the massive talent pool of underemployed PhDs.
I end the chapter with a step-by-step social media guide that applies the 100 year ethos to your daily monitoring and posting practices.
Chapter 9: You Need Crisis
Crisis communications advice for nonprofits focuses on how to mitigate and avoid crisis. Unfortunately, for society to change, you often need it. This chapter provides you with a step-by-step plan to force the right questions, stick them out despite the pressure, and ultimately avoid getting back to normal but instead cementing a new, better normal.
Chapter 10: You May Not Get Value for Money
If we only set out to accomplish what we can prove we've done, I'm afraid a lot that is essential will be left undone. I'm not going to lie to you. I cannot promise you much less prove to you that the 100-Year PR Plan will get you value for money. But that doesn't mean there's no role for evaluation. In this chapter, I provide techniques for observing how linguistic environments subtly change and whether they are doing so in the right places.
Chapter 11: On Living History
In this last chapter, I reflect on what I really hope you will take away from this book, which is, if you want to change the future, you have to understand your past.
If you have any questions, drop me a line!