Campaigners think that by campaigning they are creating change. This is not the case. Change is happening anyway. Life is always on the move. This means that as campaigners ponder the changes they want to bring about, other things are changing all around them. One of the most powerful campaigning techniques is to harness the change you want to bring about to other changes that are going on alongside. If your campaign can be seen as part of a much larger change that happens to be going on, then its success takes on an air of inevitability, not so much because of what you have raised but because of its association with this much larger change.

The obverse is equally true. If the change you propose flies in the face of other larger changes, you will find yourself pushing water uphill.

Campaigns should focus on changing behaviour. Too many campaigns aim to change attitudes. The relationship between attitude and behaviour is not straight forward. Aim to achieve a small change in behaviour in the first instance (while a contrary attitude is temporarily suspended) then rely on the immense social pressure of consistency to use that first behavioural change to encourage longer term attitudinal and behaviour changes. One of the most important factors in whether attitude will change depends on the experience derived from the initial behavioural change. Did I get anything out of it or not? But there are other factors at play. Significance, peer pressure, the changing zeitgeist and cost. I may disguise my inability or unwillingness to pay the cost of a proposed change (a new product or service) by sticking to an attitude which is opposed to it or sees it as unnecessary.

Diagrams: Impetus to change

Source: A different view