Marketing and the political environment - Marketing of Library and Information Services

Library Trends, Wntr, 1995 by Peter G. Hamon

Abstract

This Article Discusses The Nature and function of various political processes which affect resource allocation to libraries and explores how to analyze these processes accurately. It discusses the marketing of library "products" through supplementing traditional measures of input and output with considerations of impact and by seeking to adapt and express library products in terms of the cognitive universes of decision makers. Finally, the article offers a selection of practical strategies intended to assist the individual librarian to maximize the probability of success in political processes.

Introduction

Herbert Grover, Wisconsin's State Superintendent of Public Instruction from 1981 to 1993, frequently opened his speeches to library groups by stating that, although many consider politics to be a "dirty" game, it is nevertheless one of the primary means by which scarce resources are divided up in our society. He would further note that, although it is entirely a matter of personal choice whether or not to participate in political processes, those who choose to stand aloof should also be prepared to do without the resources that these processes make available (Grover in a speech delivered to the State Superintendent's Conference for Public Librarians and Trustees, May 1989). As a former state legislator and the head of a state agency, Grover most of often used the phrase "political process" to mean the way in which funds at the state level are allocated for library services. But, in fact, his words apply equally well to almost any library situation. Whether a library is governed by a municipality, a district school superintendent, a board of regents, or a corporate department head, the resources received to conduct operations are determined by political processes. It is the purpose of this article to provide a brief overview concerning just how to utilize these processes effectively.

The First Step: Understanding Political Processes

The phrase "political process" has many meanings. In the narrowest sense it is associated with political parties, candidates, campaigns, and elections. This definition is far too limited for this discussion. It applies only to how one particular kind of political environment is created and structured or, in other words, how the stage is set. Our task instead is to go backstage, to study the script, and to get to know the actors. We must look beyond structure and into function. We must determine how political processes actually operate after they are created, especially if we wish to learn how to influence them effectively on an ongoing basis on behalf of the various publics that we serve. Every organization has an official process for allocating resources. This process usually includes the presentation of plans or budgets, the consideration of these plans or budgets by one or more individuals or groups and, finally, the decision-making processes which actually allocate resources. The first step toward understanding this process in any organization is to seek information. Perhaps the best way to begin is simply to use the newspaper questions, "who," "what," "when," "where," and "why" and apply these to the process at hand. "Who" must include anyone who defines how a specific political process operates as well as anyone who sits in judgment of "products" at any stage during this process. For example, in a legislature, the political process varies greatly from year to year. Frequently, the joint leadership of the respective legislative houses determines what committees will hold hearings on a bill or a budget and whether there will be separate or combined hearings for fiscal and policy considerations. Likewise, the leadership chooses who will hear certain kinds of presentations based on which committees are given which tasks, or even which officials are appointed to which committees. Armed with the "who," a participant in the political process can attempt the fairly difficult task of influencing the design of the process itself to favor a particular "product" or the much simpler task of attempting to influence key decision makers to take favorable action at various points in the process. In either case, care must be exercised to discover who actually makes decisions rather than simply accepting the "official" roster of decision makers listing their formal authority. Almost everyone has encountered a "lower level" employee in an organization who has somehow acquired the capacity to ensure that things either do or do not happen based solely on his or her own personal influence. This is not an uncommon situation. In fact, it is a normal condition in most organizations. For example, many legislators have key aides who deal with issues such as education. The legislator, swamped with detail, may rely on the aide to recommend decisions as well as, or even instead of, simply relaying information. Such an aide is often a more important factor in the political process than is the legislator who surrendered the authority.