9
cost of action. Furthermore, the movement gains power and leverage inside the
government that it can use to force the outcome of its interests. This type of political
power, combined with opportunity, can make for a successful social movement.
Tilly’s theory of collective action emphasizes the importance of strategy within
the social movement while also addressing the role of power and influence among policy-
makers. In order to build coalitions or political opportunity, a movement group must
present its argument in a way that is palatable to the target audience within the political
arena, not just potential movement actors. It must modify its rhetoric and ideas so that
the movement goals seem relevant to the society at large instead of a specific interest
group with its own identity. David Snow (1986) refers to a similar phenomenon in his
discussion of frame expansion, in which a movement “extend[s] the boundaries of [its]
primary framework so as to encompass interests or points of view that are incidental to
primary objectives but of considerable salience to potential adherents…[suggesting that
its own values are] congruent with the values or interests of [those] adherents.”
3
Instead
of seeing itself as a challenging group in an “us versus them” game, the movement begins
to become a part of the political process: negotiating, moderating, and fine-tuning its
policies to work as an insider.
External Events and Expanding Political Opportunity:
In his book Power in Movement, Tarrow interprets political opportunity to mean
the “consistent dimensions of the political struggle that encourage people to engage in
contentious politics.”
4
In this sense, political opportunity reflects the conditions external
to the social movement that allow grievances, identity, and mobilization to develop. He
3
David Snow et al. August 1986. “Frame Alignment Processes: Micromobilization and Movement
Participation”. American Sociological Review. 51:4 p. 464-481
4
Sidney Tarrow, 1998. Power In Movement p 19-20 See also 24-25
Convention