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Law and Policy in Brazil: Protecting the Rainforest and Enhancing Communities
Unformatted Document Text:  media, and concerned individuals 175 . The network was successful in pushing the Planafloro’s policies to become more environmental friendly. If it would not have been for the pressure of the Rondônia network, Planafloro would be almost like the Polonoroeste. The Polonoroeste was a developmental program that negatively impacted Rondônia’s society and environment 176 . Although the Planafloro differed from the Polonoroeste in its design, in its first two years “none of its environmental promises were fulfilled. 177 ” The Rondônia network was able to reestablish itself and “reached unprecedented levels of cohesion and devised innovative pressure strategies. 178 ” As a result, it was able to affect implementation, but not with enough powers to make Planafloro an “environmentally sound development program in the Amazônia. 179 ” Rodriguez conveys that real changes in policy in the Amazon region need yet to occur. This is by no means, dismissing any progresses and successes of the various networks and action in the Amazon region, whether in the name of the people or the environment. The point is that there’s a need for a greater movement that is effective enough to alter policies in significant ways. In “Stir Up,” Rinku Sen present valuable information on creating such a movement. In the introductory chapter of her book, she eloquently acknowledges not having the answer to all questions and states that there is still much more to be discovered 180 . Also, although her book focuses in community organizing in the United States, many of her teachings can be applied to the rainforest case scenario. One example is the concept that organizations “produce incremental victories that help to prevent backsliding,” but that “shifts in the core values that shape policy take place through social movements that involve large numbers of people. 181 ” This idea directly relates to Rodrigues’s statement that there has been no substantive shift in Amazônian politics. Sen, thus, provides an answer for this dilemma that consists of building a movement large enough to enact such shift in policy core values. The overarching question, then, is: how can we create such a movement to solve the Amazônia dilemma? A social movement, according to Sen, cannot be created by following certain rules and techniques. Rather, there are “specific set of preconditions, 182 ” based on organizations’ design, that can lead to the creation of such a movement 183 . Three of these preconditions are: 1) “Create and support complementary organizations that work together to get the job done, 184 ” 2) “Raising money in concert and investing in fundraising strategies that do not rely exclusively in foundation grants, 185 ” and 3) Attitude toward other organizations must be “unfailingly courteous and respectful 186 ”. Sen also highlights local organizations as “the single most important building blocks for mass movements… 187 ” The latter statement is quite similar to Rodrigues’s thesis statement that “the effectiveness of a transnational environmental advocacy network depends, primarily, on the role that local members play in determining the network’s goals and strategies 188 . Sen labels organizations as “the backbone of the next mass movements 189 ” and strongly encourages constantly expanding the number of active members in the organization for it to be effective 190 . On the functionality of the organization, 24

Authors: da Fonseca, Joao. and Vogel, Karen.
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media, and concerned individuals
. The network was successful in pushing the
Planafloro’s policies to become more environmental friendly. If it would not have
been for the pressure of the Rondônia network, Planafloro would be almost like
the Polonoroeste. The Polonoroeste was a developmental program that negatively
impacted Rondônia’s society and environment
Although the Planafloro differed from the Polonoroeste in its design, in its
first two years “none of its environmental promises were fulfilled.
The
Rondônia network was able to reestablish itself and “reached unprecedented
levels of cohesion and devised innovative pressure strategies.
As a result, it
was able to affect implementation, but not with enough powers to make
Planafloro an “environmentally sound development program in the Amazônia.
Rodriguez conveys that real changes in policy in the Amazon region need
yet to occur. This is by no means, dismissing any progresses and successes of the
various networks and action in the Amazon region, whether in the name of the
people or the environment. The point is that there’s a need for a greater movement
that is effective enough to alter policies in significant ways.
In “Stir Up,” Rinku Sen present valuable information on creating such a
movement. In the introductory chapter of her book, she eloquently acknowledges
not having the answer to all questions and states that there is still much more to be
discovered
. Also, although her book focuses in community organizing in the
United States, many of her teachings can be applied to the rainforest case
scenario.
One example is the concept that organizations “produce incremental
victories that help to prevent backsliding,” but that “shifts in the core values that
shape policy take place through social movements that involve large numbers of
people.
This idea directly relates to Rodrigues’s statement that there has been
no substantive shift in Amazônian politics. Sen, thus, provides an answer for this
dilemma that consists of building a movement large enough to enact such shift in
policy core values. The overarching question, then, is: how can we create such a
movement to solve the Amazônia dilemma?
A social movement, according to Sen, cannot be created by following
certain rules and techniques. Rather, there are “specific set of preconditions,
based on organizations’ design, that can lead to the creation of such a
movement
. Three of these preconditions are: 1) “Create and support
complementary organizations that work together to get the job done,
2)
“Raising money in concert and investing in fundraising strategies that do not rely
exclusively in foundation grants,
and 3) Attitude toward other organizations
must be “unfailingly courteous and respectful
. Sen also highlights local
organizations as “the single most important building blocks for mass
movements
The latter statement is quite similar to Rodrigues’s thesis
statement that “the effectiveness of a transnational environmental advocacy
network depends, primarily, on the role that local members play in determining
the network’s goals and strategies
Sen labels organizations as “the backbone of the next mass movements
and strongly encourages constantly expanding the number of active members in
the organization for it to be effective
. On the functionality of the organization,
24


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