Conventional wisdom tells us to build arguments on cold, hard facts. It’s the basis for a lawyer’s case, a doctor’s prognosis, and an engineer’s bridge design, and in debate we learned to find the fact that unsettles an opponent.
Increasingly, however, arguments are fought – and often won – not on the strength of one side’s data, but on the ability of the other’s to tug at heart strings. Evoking an emotional response to an issue, and building a coalition of like-minded individuals, can now be enough to throw facts out the window. Almost — because facts still matter, but they no longer carry the whole argument by themselves.
This presents a dilemma for companies seeking to secure a permit to build something, as they can no longer impress a government department with their facts. While an Environmental Assessment will still require evidence of expert study and accreditation, it will also require evidence of conversation – genuine engagement with those most likely to be impacted by the development and, ideally, their agreement.
And then, of course, there are the engagement requirements determined by government who want project proponents to check a box. These do not always encourage genuine engagement but rather some pro-forma kind of conversation that is duly noted for record-keeping purposes.
So what is a company to do?
- Start early and stay consistent: begin outreach well before permitting or public hearings and maintain two‑way communication throughout design, construction and operations. In other words: don’t wait for someone to tell you to engage.
- Be transparent about trade offs and limits: clearly communicate what can and cannot change, the rationale for choices, timelines, and the decision-making process. The earlier this is done, the more time you have for conversations about the ‘why’.
- Demonstrate tangible benefits and mitigations: present concrete commitments (e.g., noise limits, environmental offsets, jobs, community funds) with measurable milestones and accountability mechanisms – and invite feedback on how to make these even better.
- Use credible messengers and local partners: Engage trusted local organizations, community leaders and independent experts to co‑host events and validate findings. Credibility is key; but your messenger or partner should also be trustworthy.
- Document and report back publicly: Publish engagement logs, how feedback was used, and follow-up plans. Speak with media, post on social channels, send our newsletters. Regular public updates build trust more than a single final report.
- Invest in long‑term relationships: Treat social licence as an ongoing asset: fund local initiatives, hire locally, and maintain open lines of communication after construction ends.
Facts still form the backbone of responsible projects, but they are not enough on their own. Companies must pair evidence with authentic engagement if they want consent, not just compliance. Start the conversation early and show, in concrete ways, that you’ve heard it.
