Page 20 - Cyber Terrorism and Extremism as Threat to Critical Infrastructure Protection

SECTION I: EXTREMISM, RADICALIZATION AND CYBER THREATS AS AN IMPORTANT
SECURITY FACTORS FOR COUNTERING TERRORISM PROCESSES

Adopting a customer relationship model to counter-radicalization campaigns instead encour-
ages impacted individuals to internally examine the principles most important to them, which
may or may not include jihadism. By widening the lens to focus on ‘why’, as against ‘what,’
the conversation becomes more personal, rather than ideological. There is, of course, no guar-
antee that better clarity on intent will produce fundamental shifts in one’s alignment with a
jihadi mindset. At the least, however, it could encourage vulnerable individuals to explore a
wider spectrum of wants/needs and with it increased potential for a more positive path.

Similarly, survey and focus group data collection about violent extremism can adopt a cus-
tomer relationship driven model in devising questions and discussion frames. Exploring the
motivations and reasoning strategies behind extremist thinking can yield more accessible
ways to reduce its potency. Data collection can also serve as a subtle, additional interaction
primer to encourage vulnerable populations to consider a different approach to reasoning
about violent extremism.

5.3 Communication-Based Marketing

A third way to reconsider counter-radicalization messaging is to shift the emphasis entirely
from a persuasive to a communication-based marketing model. Duncan and Moriarty (1998)
reasoned that the modern era of communication places interactivity at a premium, and market-
ers should adjust their efforts accordingly. Also, it should be remembered that every form of
communication has the potential to strengthen or weaken relationships.

Several shifts would be required to carry out this more interactive approach. Firstly, target
audiences should be perceived not as recipients but as stakeholders. Secondly, as part of this
alternative approach, known, formal mechanisms for stakeholders to meaningfully commu-
nicate back and forth with communicators must be available. Thirdly, communication efforts
must be cross-functional, i.e. they should purposefully include other trusted entities with a
vested interest in access to these same stakeholders.

From a counter-radicalization perspective, this would be a potentially dramatic shift. Simi-
larly to Kaur’s (2019) marketing model rooted in customer relationships, a communication-
based marketing approach would emphasize back and forth interaction rather than persuasive
messaging as a primary purpose. It would also require other organizations – including reli-
gious ones – tied to stakeholders to serve as active participants in the communication process.
Daouda et al. (2020) highlighted the potency of such endogenous communication channels to
engender mass credibility and wider acceptance.

Still, much like the customer relationship management premise (focused on ‘why’), there is
no guarantee that increased interactivity will lead to a more prosocial attitude and opinion
change about radicalization. It could, however, establish increased venues to encourage and
discuss such change, and assessment opportunity potential stemming from these new venues.
Related, increased interaction can reduce perceived injunctive norm barriers, or the extent to
which people feel pressured to engage, or not engage, in a particular behaviour (Lim et al.,
2018) – in this instance, to reduce violent extremist affiliations and action.

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