Passion is not a plan: Without a Palestine strategy, the cause has 'fuel but no engine'

From Brazil to Norway to Malaysia, the clamour for Palestinian human rights, dignity, and self-determination is deafening.

Nearly as many UN nations recognise the state of Palestine as Israel. Protests across the Western world have been so persistent and disruptive that they’ve provoked unprecedented crackdowns on civil liberties in countries like the United States and Germany.

Yet the occupation of Palestinian territories continues — expanding, more violent than ever, and with no end in sight. Why is this widespread support so ineffective? Precisely because it is universal, therefore disjointed and unfocused.

Without a “Palestine Strategy,” there is no critical mass of support capable of effecting a just resolution.

What is wanted is a Palestine Strategy. It is the coordinated pursuit of a specific, actionable set of goals through a dispassionate and relentlessly imaginative approach to problem solving. It is mathematical, cold, and effective.

Some initial elements already exist. Advocate nations work through the UN to build recognition and awareness. Humanitarian organisations coordinate relief and lobby for the enforcement of international law. Protestors turn out in force to condemn the displacement and killing of civilians.

None of these efforts are blunders. Grassroots campaigning is an essential component of change. But in isolation, and without focus, it can never be effective.

The majority of advocacy focuses on presenting the facts of the conflict with a moral appeal for justice. To put it in harsh terms, this approach is blinkered and misses the point.

The relevant powers in the conflict are all fully aware of the facts and are largely unmoved by moral appeals. By misreading the obstacles, Palestine’s supporters expend their energy on losing causes.

Hence, the need for a Palestine Strategy. Not one single avenue of action nor one demand around which to coalesce, but rather a guide to getting results.

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First, identify what factors are at play. The field is vast, so focus on the nearest. Who are the key actors within reach? What role does your employer play? What contacts do you have? What are the various facets of occupation — economic, social, political, and cultural? What role does your government play?

Second, recognise that progress is granular. Begin with one specific problem, one actionable goal. How do you stop arms sales to Israel from your country? How do you get your university, bank, or pension fund to invest in peace, not war? How do you pressure your company to sever ties with Israel’s military and security apparatus? Having identified your goal, build a team or a network of collaborators; remember that coordinated action is far more powerful than individual efforts.

Then identify and prepare for the obstacles. Who or what stands in the way? What political influences are at play? Which key actors must be persuaded? What is the balance of economic incentives? Can these be changed, and how? What accusations and counter-strategies must be pre-empted?

Finally, decide what you can do. This is where imagination, creativity, and utter focus on the goal are essential. Violence and anger will invariably backfire and fail.

Don’t try to change everything at once. Don’t fall prey to the temptation to lead with outraged demands. Be adaptable; don’t get stuck trying to swim a river when there is a bridge just a short way downstream. Do not rely merely on the truth as ammunition, though it is always there to justify your aims. Consider any leverage, any tool to persuade the right person, shift incentives, and gain allies.

To make the Palestine Strategy concrete, look to a rare success in the field of advocacy for Palestinians: the ICC arrest warrants against Israeli leaders. 

International lawyers identified the persistent impunity of those committing crimes against Palestinians. Together with human rights groups and journalists, they began a meticulous process of data collection to build a watertight criminal case.

Lawyer Amal Clooney was initially criticised for her “silence” on Gaza. But she understood the Palestine Strategy and worked quietly to deliver results. All involved knew they risked retribution from the US and Israel. They knew their case had to be unassailable and their messaging carefully controlled. The warrants were announced in an exclusive interview with a top US journalist, with a focus on universal accountability.

This case is unique in its institutional nature. But a Palestine Strategy is flexible. It’s up to you to adapt it to your own contexts. You might be a port worker organising to stop arms shipments, as happened in the Maersk Denver case. You could be a lawyer using a technicality to disrupt one aspect of the occupation. Each small victory will snowball and grow into something bigger.

This is not a call to abandon moral clarity or passion. On the contrary, they are essential. But they are fuel without an engine. A Palestine Strategy is the vehicle that can convert passion into progress.

Rami Madanat was born in Jerusalem and is currently pursuing postgraduate studies in the United Kingdom. Deeply connected to his roots, he maintains a strong interest in Palestinian culture, history, and issues, which often inspire his work.

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Opinions expressed in this article remain those of the author and do not necessarily represent those of The New Arab, its editorial board or staff.