Cultivating networks for advocacy Sample Clauses

Cultivating networks for advocacy. The third way in which policy entrepreneurs influenced policy is through cultivating networks, which is built on the premise that policy change occurs within communities and networks of actors who already have relationships with one another. Policy entrepreneurs developing approaches to integrate adaptation across policies are better able to develop networks and coalitions that engage with both formal and informal actors and spaces as they are already working with a broad range of actors. Developing strong relationships with government actors increased the likelihood of successful policy change. The personalities and past experiences of policy entrepreneurs played a key role in cultivating trust. Policy entrepreneurs also looked for shared interests with government officials from which to build a relationship. The ACT program broadly supported the Government in each country by organizing events that raised the profile of government ministries and departments. Gatekeepers, neutralizers and detractors: Who are the challengers to policy change?‌ In a study on policy entrepreneurship it is important to acknowledge that there are challenges – and indeed, challengers - to promoting policy change, which policy entrepreneurs, leaders and champions encounter who can make it more difficult to promote changes in policy. Within the organizational management literature “neutralizers”, are defined as conditions which make it difficult, and sometimes impossible, for leaders to facilitate change (Xxxx and Xxxxxxx, 1978). This can include characteristics innate to followers, such as indifference as well as inflexible structures or inadequate support from organizations and institutions. Other factors that can alter the impact of leadership include political influence and bureaucratic barriers such as a lack of planning and management (Toor and Xxxxxxxx, 2007). By altering the environment, neutralizers effectively create what Xxxxxx et al. (2002) refer to as an “influence vacuum”. This can be mitigated if those in authority have more attributes conducive to positive leadership (such as those described above) and if organizations cultivate a supportive environment that minimizes the impact of neutralizers (Toor and Ogunlana, 2007). The literature on policy entrepreneurship has tended to focus more on what strategies policy entrepreneurs employ themselves and less on other actors within a policy community. One of these strategies is building coalitions to promote a policy prop...