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Campaigns to End Violence against Women and Girls - Virtual ...

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� It should allow for learning from patterns of action that help ac<strong>to</strong>rs <strong>to</strong> take on new<br />

roles. An effective structure should help them practice new patterns of management<br />

action, for instance in communication <strong>and</strong> decision-making.<br />

It serves as a model for organization, stimulating <strong>and</strong> generating innovative <strong>and</strong><br />

better ways of working in the alliance’s partner organizations.<br />

Other important issues <strong>to</strong> take in<strong>to</strong> account:<br />

� Gender balance in alliance leadership: alliances bringing <strong>to</strong>gether both women’s<br />

groups <strong>and</strong> groups including men (or men’s groups <strong>and</strong> groups involving women)<br />

may experience tensions, especially if there is a strong gender imbalance in<br />

campaign leadership. Such imbalances should be addressed openly so as <strong>to</strong> agree<br />

on decision-making mechanisms that are both democratic <strong>and</strong> gender-sensitive.<br />

� Diversity in leading structures: Especially in larger campaigns, it may be crucial <strong>to</strong><br />

create leading structures that reflect the diversity of the alliance or of the society as a<br />

whole – for example, by including representatives of different religious or other<br />

community affiliations.<br />

� Participa<strong>to</strong>ry <strong>and</strong> democratic decision-making: This enhances the sense that the<br />

campaign is jointly owned by all alliance members. For decisions affecting the entire<br />

alliance, all members, or a representative body of members, should be consulted.<br />

Common options for reaching joint decisions are:<br />

(i) By consensus, i.e. the decision is taken only if all members agree <strong>to</strong> support<br />

it (even if some may have reservations)<br />

(ii) By democratic vote, i.e. the decision is taken if the majority agrees with it; it<br />

may be convenient <strong>to</strong> require a “super-majority”, e.g. 70% of all votes, for well-<br />

defined strategic decisions.<br />

Reaching a consensus takes longer than passing a vote, but it increases the<br />

chances all members remain committed <strong>to</strong> the campaign. For example, an alliance<br />

that disagrees on some elements of its campaign issue may decide <strong>to</strong> focus<br />

campaign activities only on those elements all alliance members agree on.<br />

Conversely, a quick vote on a contentious issue may yield a faster decision, but a<br />

disappointed minority may choose <strong>to</strong> leave the campaign al<strong>to</strong>gether. See also<br />

Overcoming Challenges in Alliances.<br />

135<br />

<strong>Campaigns</strong> December 2011

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