Activating Individuals: Understanding Behaviour Change When Working in Communities Ninon Lewis ...

Activating Individuals: Understanding Behaviour Change

When Working in Communities

Ninon Lewis EYC Faculty, IHIDavid Halpern

Behavioural Insight Team, Cabinet Office/No. 10

Our Continued Vision…2

Drivers of Community ActivationClick icon to add picture

Three Levels of Activation:

• Activating individuals: Community organizing, storytelling, facilitative leadership, behaviour change

• Activating organisations: Community collaboration and governance

• Activating communitiesUnderstanding community assets, participatory decision making

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Click icon to add picture

Activating at the Individual Level

The Role:• Understanding how they influence

shared community goals• Sharing personal stories and an

urgency for change• Building up leaders around them• Participating in readily available

venues for designing solutions

What Activation Might Look Like:• Single mom trained as a community volunteer

coaching a newly pregnant woman about opportunities for and importance of prenatal care.

• Local third sector volunteers spreading the word to citizens about an upcoming community listening session around a particular area of EY work.

Communities where citizens have the capacity to make change…

Design interventions that will enact behaviour changeUse language that meets individuals where they're

atGive people a voice and venues to use itDevelop metrics that speak to peopleCultivate individuals’

personal stories that communicate the urgency and need for changeUnderstand and build access to imbedded power structures and call out marginalised voicesDevelop leadership capacity at all levels

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Communities where citizens have the capacity to make change…

Design interventions that will enact behaviour changeUse language that meets individuals where they're

atGive people a voice and venues to use itDevelop metrics that speak to peopleCultivate individuals’

personal stories that communicate the urgency and need for changeUnderstand and build access to imbedded power structures and call out marginalised voicesDevelop leadership capacity at all levels

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Applying Behavioural Insights

David HalpernBehavioural Insight Team, Cabinet Office/No. 10

CabinetOfficeBehavioural Insights Team

Applying behavioural insightsGlasgow, 29th May 2013

Dr David Halpern

CabinetOfficeBehavioural Insights Team

Most policy concerns behaviour

CabinetOfficeBehavioural Insights Team

Guide for Policymakers

Shows Implications for Policy

Fantastic summary text

A rich and growing literature

“Our government will find intelligent ways to encourage, support and enable people to make better choices for themselves.”

David CameronPrime Minister

Lord O’DonnellHead of Academic Advisory

Panel Sir Jeremy HeywoodCabinet Secretary and

Head of Steering Board

Behavioural Insights TeamDr David Halpern, Director Simon RudaOwain Service, Deputy Director Alex GyaniDr Rory Gallagher Joanne ReinhardDr Laura Haynes Hugo HarperSamuel Nguyen Elspeth KirkmanFelicity Algate Michael SandersChristina StejskalovaMarcos Pelenur

Academic Advisory PanelRichard Thaler (Chicago)Peter Tufano (Oxford)Theresa Marteau (Cambridge)Peter John (UCL) Maurice Birlotti (UCL)Nick Chater (Warwick)Dan Goldstein (LBS)

A simple framework:‘EAST’

To change behaviour, make it:

Easy

Attractive

Social

TimelyDefaultsSimplificationRemove friction

CabinetOfficeBehavioural Insights Team

90% ...stay in

80% vs. 6%Vastly more effective than subsidies

1. Pension opt-outs

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2. Direct to form – every click matters

CabinetOfficeBehavioural Insights Team

Webpage Direct to Form0%

5%

10%

15%

20%

25%

19.2%

23.4%

% Response Rates to Letters Sending People to the Webpage vs the Form

2. Direct to form – every click matters

CabinetOfficeBehavioural Insights Team3. Loft insulation – its not money

Source: Behavioural Insights Team, 2012Control Group Discount Loft Clearance at cost

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

5.5

1.0 1.1

4.8

Loft insulation relative to baseline

CabinetOfficeBehavioural Insights Team

4. Helping consumers be ‘econs’

1. Scan your bill 2. Switch & save

midata

To change behaviour, make it:

Easy

Attractive

Social

Timely

SalienceMessengerPersonalisationAffectIncentive design

CabinetOfficeBehavioural Insights Team

5. Handwritten envelopes

Mr K. Greenley32 Acacia AvenueNewtownDream Land.DM7 4MM

Mr K. Greenley32 Acacia AvenueNewtownDream Land.DM7 4MM

Kevin,You really need to open this

CabinetOfficeBehavioural Insights Team

5. Handwritten envelopes

Brown Personalised0%

5%

10%

15%

20%

25%

30%

21.8%26.0%

% Response Rate to white envelopes with person-alised messages vs. brown envelopes with no

message

CabinetOfficeBehavioural Insights Team

6. Sweets – giving a day’s salary

CabinetOfficeBehavioural Insights Team

6. Sweets – giving a day’s salary

Control Group

Celebrity Sweets Personal email

Sweets + Personal

0%

20%

5%7%

11% 12%

17%

Giving One Day’s Salary

To change behaviour, make it:

Easy

Attractive

Social

Timely

NormsNetworksReciprocityActive commitmentsEyes & faces

CabinetOfficeBehavioural Insights Team

7. Social norms and tax

Nine out of ten people pay their tax on time.

CabinetOfficeBehavioural Insights Team

7. Social norms and tax

Control (8,558) UK Norm (8,300) Local Norm (8,403)

Debt Norm (8,779) Local + Debt Norm (8,643)

33.6%

35.1%35.9%

37.2%

39.0%% paying after 23 days

CabinetOfficeBehavioural Insights Team

8. People helping people

To change behaviour, make it:

Easy

Attractive

Social

Timely

PrimingFramingKey moments

CabinetOfficeBehavioural Insights Team

9. Legacy Giving

Control Just Ask Passion Ask

5.00%

10.40%

15.40%

Proportion Leaving a Legacy Gift

CabinetOfficeBehavioural Insights Team

10. Getting people into employment

1. Cut down process 2. Commitments 3. Strengths identification

CabinetOfficeBehavioural Insights Team

10. Getting people into employment

Feb Mar April May June July Aug40%

50%

60%

70%

80%

55% 55%57% 56%

58%61%

53%

0.690.66 0.65

% off-flow from benefits after 13 weeks

Conclusions

CabinetOfficeBehavioural Insights Team

• Growth • Employment• Red Tape Challenge• Consumers• Energy • Fines and incentives• Social mobility• Crime• Giving• Well-being

We are applying across policy areas

CabinetOfficeBehavioural Insights Team

Goals

swbPoliciesMidata; regulation; public

health; php

ProcessesTax letters; texts; call-centres scripts etc

Conclusion – BI is having major impacts

RCTs& what works

http://blogs.cabinetoffice.gov.uk/behavioural-insights-team

Communities where citizens have the capacity to make change…

Design interventions that will enact behaviour changeUse language that meets individuals where they're

atGive people a voice and venues to use itDevelop metrics that speak to peopleCultivate individuals’

personal stories that communicate the urgency and need for changeUnderstand and build access to imbedded power structures and call out marginalised voicesDevelop leadership capacity at all levels

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Language is important!Improvement-Focused Language Activation-Focused Language

“Developing aims” “Developing a common goal”

“Project Charter” “A plan for reaching the common goal”

“Testing” “Trying out our ideas to see how they work”

“Process Mapping” “Mapping the big picture of how things get done”

“Measurement for improvement” “Finding out if changes are working”

“Spread and Scale Up” “Getting more people involved and sharing what works”

“Holding gains” “Maintaining and dealing with set-backs”

“Differentiate between testing, implementing, and spreading changes”

“Distinguish the differences between trying out new things, making new things a part of our daily lives, and sharing these things with others”

“Community asset mapping” “Mapping our community’s strengths and what makes our community great, including people, places, passions, and how those strengths can help our efforts”

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Cultivating Your Personal Story Click icon to add picture

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Inertia UrgencyApathy Anger / “This is unacceptable”Fear HopeIsolation CommunitySelf Doubt You Can Make a Difference

STORY OF SELF: The values that move YOU to act—what calls you to leadership.STORY OF US: The values and shared experiences embedded in our community calling us to collective action STORY OF NOW: The urgent challenges to those values and clarifies why action must be taken NOW.

The Power of Distributed Leadership

“Leaders are those who take responsibility for enabling others to achieve shared purpose in the face of uncertainty” - Marshall Ganz

It's not about identifying exceptional people, and giving them exceptional talents and gifts, and watching them do exceptional things!

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The Power of Distributed Leadership

• Sole responsibility• High anxiety• Usually the person everyone

goes to• No good plan if the leader

drops out

• “Every one is a leader!”• Who’s responsible for

coordinating everyone? For pushing everyone forward? Who takes ultimate responsibility for the outcome?

Click icon to add picture

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Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute. 

The Power of Distributed Leadership• Understands that we don’t yet have all

the leaders we need in order to win the change we want to see.

• Relies on reaching out and finding leaders in your community who can help you recruit and coordinate others.

• They may not be people others usually see as leaders, but they are people committed to change, willing to invite others to join them in the hard work of moving a campaign forward.

Click icon to add picture

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Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute. 

The Power of Distributed Leadership

You must be able to trust them to delegate responsibility to other dedicated, reliable people, and to follow through on commitments. You may be the leader in the middle, or part of a leadership team in the middle, guiding others’ efforts and being held accountable for outcomes, but you will be deeply reliant on your relationships with others for success.Assumes that you must accept a lower level of control to get more power.

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Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute.

The Power of Distributed Leadership

Identify at least one leader within the community who you can spot and develop as a leader.Could be at any level.Cultivate leadership potential:– Listen and call-out: “I love your idea. Tell me more

about it.”– Be deferential: “You’re at the front line everyday, what

do you think about this? What are you hearing?”– Straight up positive reinforcement.

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Individual Activation at Work in East Renfrewshire

David HalpernBehavioural Insight Team, Cabinet Office/No. 10

Putting the E.A.S.T to Work(15 Mins)

• Work with 1-2 ppl around you

• Start by thinking of a challenge you are currently facing in your work…

• How would you make change:

• EASY• ATTRACTIVE• SOCIAL• TIMELY

Click icon to add picture

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Wrap Up

When designing PDSA cycles in your next breakout session, be sure to think through the EAST framework Good luck!

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