“What do you know now that you didn’t before becoming a fellow?” As I reflected on this question for my final presentation, it struck me how little I truly understood about communications, let alone the field of public interest communications before embarking on this fellowship. Yet, I took a leap of faith. This one application proved to give me insights I never knew were critical to addressing system-level issues.
I always believed in advocacy. I believe in the power of bringing social justice. However, I was pessimistic that people are accustomed to living with systemic inequalities. Problems as big as climate change, universal healthcare, and human rights violations seem insurmountable, making people uninterested in potential solutions. So, how do we mobilize support? How do we effectively communicate the threat posed by big oil? How do we fight for racial justice and universal healthcare?
Well, a step in answering that questions lies in the strategy used by an organization. I observed Greenpeace navigate a highly partisan yet essential topic of climate change, by following the format of the Theory of Change (a model we learned about during boot camp), i.e., audience, message, story, and community voice.
I witnessed how the organization segments its audience based on factors such as geography, interests, and age group, allowing for more personalized and impactful communication.
Greenpeace develops messages that are not only clear and compelling but also aligned with the values and concerns of their audience. Addressing the intersectionality of climate justice by using infographics or ensuring that messages reach the most people by using memes and popular music that are relatable and actionable for supporters.
Storytelling plays the most powerful role from my observation of the organization. They often leverage compelling narratives to highlight environmental issues and victories. By sharing real stories of affected communities, endangered species, or successful interventions, Greenpeace creates emotional connections that inspire action and advocacy. These narratives are not just about information; they are about moving people to care and to act.
Finally, the community voice is a cornerstone of Greenpeace’s strategy. The organization places great importance on amplifying the voices of those directly impacted by environmental issues. Whether it’s through sending ships to protest in the ocean, participating in demonstrations that may lead to arrests, calling out leaders who prioritize profit over people, or—ideally—passing legislation that forces big oil to take responsibility for its destruction, the perspectives and needs of affected communities are always central in Greenpeace’s advocacy efforts.
By incorporating this Theory of Change into my work, I was able to see first-hand how strategic communication can drive meaningful impact. This fellowship did not only deepen my understanding of public interest communications but also equipped me with the tools to make a difference in addressing some of the world’s most pressing challenges.