Advocacy Skills Quotes

An idea is like a play. It needs a good producer and a good promoter even if it is a masterpiece. Otherwise the play may never open; or it may open but, for a lack of an audience, close after a week. Similarly, an idea will not move from the fringes to the mainstream simply because it is good; it must be skillfully marketed before it will actually shift people's perceptions and behavior.

Simpson Rowe was quick to say that only perpetrators are responsible for assault, but assertiveness and self-advocacy are crucial defensive skills.

When it comes to peace, we need to facilitate peace-makers' personal engagement and their genuine desire to bridge the gap between advocacy knowledge and skills necessary to differentiate between theory and practice in the field of conflict management.

I won't say that writing tamed the Black Beast. It soothed him, though, enough so he agreed simply to occupy a corner of my mind...Gradually, I redirected my focus and skills towards causes much closer to my own heart: writing and mental health advocacy. [...] I felt so good at times that I even wondered, was I still bipolar? In my community work, I saw so many people who were much worse off than I was - deep in their disease in a way I no longer seemed to be. I knew that this often happens to manic-depressives: the brain forgets the ravages of the illness they way a woman forgets the pains of childbirth. You have to, to survive. But it's always a dangerous place to be, because you inevitably start to question the need for medication, therapy, and all the other rigorous stopgaps of sanity so carefully put into place to prevent another episode.

Pope says, “Engage your critics, and don’t confront them in an argumentative way.” We’re taught in school to debate. We’re taught to take a stand and use knowledge, skills, and cleverness to win converts and disable the other side. I remember in high school and university classes being asked to take a position out of a hat and then stand up and win the argument. I grew up good at winning, but looking back I see that I wasn’t getting opponents on the same page. I was shutting them up with powerful advocacy. I’ll bet you’ve seen the same thing from the outspoken in meetings and in conversation with your bosses. Getting people on the same page begins with getting rid of the need to always win the debate.

A college student who wants to file a complaint of sexual assault within the campus disciplinary system informs a university employee such as an assistant dean for student life, or perhaps the Title IX coordinator. That person eventually forwards the complaint to a university disciplinary panel that may be composed of, for example, an associate dean with a master's degree in English literature, a professor of chemistry, and a senior majoring in anthropology. Unlike criminal prosecutors, members of the disciplinary panels do not have access to subpoena powers or to crime labs. They often have no experience in fact-finding, arbitration, conflict resolution, or any other relevant skill set. There is, to put it mildly, little reason to expect such panels to have the experience, expertise, and resources necessary to adjudicate a contested claim of sexual assault. Making matters worse, most campus tribunals ban attorneys for the parties (even in an advisory capacity), rules of procedure and evidence are typically ad hoc, and no one can consult precedents because records of previous disputes are sealed due to privacy considerations. Campus "courts" therefore have an inherently kangoorish nature. Even trained police officers and prosecutors too often mishandle sexual assault cases, so it's not surprising that the amateurs running the show at universities tend to have a poor record. And indeed, some victims' advocacy groups, such as the Rape, Abuse and Incest National Network (RAINN), oppose having the government further encourage the campus judicial system to primarily handle campus sexual assault claims, because that means not treating rape as a serious crime. A logical solution, if federal intervention is indeed necessary, would be for OCR [US Department of Education's Office of Civil Rights] to mandate that universities encourage students who complain of sexual assault to report the assault immediately to the police, and that universities develop procedures to cooperate with police investigations. Concerns about victims' well-being when prosecutors decline to pursue a case could also be adjudicated in a real court, as a student could seek a civil protective order against her alleged assailant. OCR could have mandated or encouraged universities to cooperate with those civil proceedings, which in some cases might warrant excluding an alleged assailant from campus.

More and more, providers are being held to higher (legal) standards of care without the appropriate support from their employers. That is, medics are being investigated and sanctioned at a more aggressive rate than ever before over smaller and smaller clinical infractions. To get with the times, agencies need to spend much more of their allotted training time on skills like 12 lead EKG application and interpretation, assessment algorithms, and intubation or advanced parenteral route access, for example. The list of available and important topics is as long and diverse as the national, state, and local scopes of practice. On the other hand, agencies that resist this reality cannot be surprised to discover that their care is generally substandard, for which there can be grave legal consequences. They can’t throw their bottles on the floor and cry because they don’t have them. I predict that any agency that emphasizes drilling on patient care as much as or even more than firefighting will very quickly see a dramatic shift in the culture from EMS apathy to EMS advocacy. That culture shift should be a welcome bonus; the key benefit being finally providing the superior care about which they already brag. Yes, there will be some resistance at first and that is great. Resistance is the surest way to quickly identify those who are not committed, because they will whine and complain the most and they will require the most work. If they are not willing to do the work, then maybe they don’t belong.

Structured advocacy is one of the key skills high-potential mangers must master, and it goes a long way in building a more confident presence.

Self-advocacy, or taking action for your own needs and wishes, is a way for your voice to be heard and to remind yourself that you matter.

It’s not by story alone that successful advocates urge others to take action. Advocating with our personal stories takes a specific kind of preparation. It requires practice with elements of persuasion, public speaking, media interview skills and storytelling—not to mention healthy does of fortitude and commitment.

Individuals became successful in part because of their abilities to debate forcefully and influence others. Inquiry skills, meanwhile, go unrecognized and unrewarded. But as managers rise to senior positions, they confront issues more complex and diverse than their personal experience. Suddenly, they need to tap insights from other people. They need to learn. Now the manager’s advocacy skills become counterproductive; they can close us off from actually learning from one another. What is needed is blending advocacy and inquiry to promote collaborative learning.

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