What We Know About Changing Behaviour

8/7/2019 What We Know About Changing Behaviour

http://slidepdf.com/reader/full/what-we-know-about-changing-behaviour 1/10

www.strategic-social-marketing.org

What we know aboutDesigning Behaviour Change Programmes

and Interventions

Professor Jeff FrenchPhD, MBA, MSc, Dip HE, BA, Cert.Ed

Strategic Social Marketing Ltdwww.strategic-social-marketing.org

jeff.French@strategic-social –marketing.org

http://www.strategic-social-marketing.org/







Introduction

What we know about behaviour change 25 lessons from theevidence:

Putting theory into practiceRecent findings from a variety of fields of study have all helped toexpand and enhance our understanding of how and why peoplebehave as they do.

This learning gives us a powerful set of principles, which can beused to help design more effective social change interventions. Inparticular, there is a much wider appreciation now that whilebehaviour can be ‘rationale’ and the result of consciousconsideration, in practice many decisions flow from emotionalengagement, social influence and environmental prompts.

What we now know is that many of our choices and the decisionswe make that influence our behaviour are not the result of active

decision-making but can often also be unconscious and automaticin nature. These ‘decisions’ are influenced by our social andemotional contexts and by factors such as timing, and our physiological state.

The following set of 25 principles summarises much of what wecurrently know about influencing behaviour drawn from fields of study that include but are not limited to management, psychology,policy development, economics, design, sociology, biology andcommunication studies






1. Change in behaviour is usually a process not an event, and often entailsseveral attempts before success. When delivering intervention programmesthere is a need to be persistent, sustain interventions over time and offer multiple paths to success.

2. A desire or at least an acceptance for change must be present in thetarget audience: Some people will want to change their behaviour; others willneed to be persuaded to consider a change.

3. People need to feel involved and engaged. Participatory involvement oftencreates bigger behavioural change effects. Wherever possible, involve,consult and engage people in both designing and delivering interventions.

4. Active consideration often leads to more permanent change. If peoplehave a chance to explore and consider issues, this soften helps them bothreconsider attitudes and beliefs that help them change their behaviour or maintain a positive behaviour.

5. People can be taught critical thinking skills that can help them takemore control over their behaviour and resist media, social andenvironmental influences on their behaviour.

6. People are often motivated to do the ‘right thing’ for the community aswell as themselves and their families. Interventions that appeal to peoplessense of community togetherness and that the desired behaviour is a norm inthe community and one that is valued by others tend to be more successful.

7. Social relationships, approval and social support have a strong andpersistent influence on behaviour. Working with and through key influencers

improves the impact of behaviour change programmes. Use the power of group norms and behaviour to inform and engage people in change, let themknow that others are changing and use the power of group action.

8. People can be ‘locked into’ patterns of behaviour and need practical helpto help them break or unfreeze current behaviour. Programmes that providepractical support to change are easy to access and require small steps tendto be more effective.

9. Beliefs and values influence how people behave. Programmes shouldstart by understanding target audience beliefs and attitudes and use these toinform the development of behaviour change services and products.

10.Behavioural experience can influence beliefs and values. Programmesthat move people to behaviour as quickly as possible i.e. give them a chanceto try the thing that is being promoted work best. It is not always necessary torely on shifting attitude first. Often behaving differently often leads to a shift inattitude.

11.Change is more likely if an undesired behaviour is not part of anindividual’s coping strategy. Avoid ‘telling people off’ for ‘bad’ behaviour if they are using it to cope with life. Demonstrates an understanding of thereasons for their behaviour and offer realistic and attractive alternatives that

give practical support to change.






12.People’s perception of their own ability to change can either enhance or detract from attempts to change. Develop services and support that willbuild people’s confidence knowledge and skills.

13.People’s perception of their vulnerability to a risk and its severity is key tounderstanding behaviour and developing effective interventions. Focus onunderstanding people’s perceptions and how they view the risks associatedwith the behaviour. Also focus interventions on people’s views and framerisks in ways that they can understand and are meaningful to them.

14.People’s perceptions of the effectiveness of the recommendedbehavioural change are key factors affecting decisions to act. This factor means that we need to set out in terms that people value the benefits andimpact of the change that is being promoted.

15.People influence and are influenced by their physical, social andeconomic environments. There is a limit to a person’s capacity to change if

the environment militates against the desired change. Deliver programmesthat tackle the underlying environmental, social and economic barriers tochange as well as personal factors.

16.People are loss averse. They will put more effort into retaining what theyhave than acquiring new assets or benefits. Stress potential lossesassociated with the behaviour as well as the positive gains that can beaccrued from change.

17.People often use mental short cuts and trial-and-error approaches tomake decisions, r ather than ‘rational’ decision making. An understandingthese short cuts or heuristics should be used to develop interventions and

develop new ‘scripts’ associated with the behaviour you are trying toinfluence.

18.The more beneficial or rewarding an experience, the more likely it is tobe repeated. Maintaining positive behaviour can be assisted byreinforcement. Behavioural interventions should seek to reward desiredbehaviours and when appropriate penalise inappropriate behaviour.Interventions should also seek to support positive behaviour by maintaining arelationship with people which affirms their new behaviour and encouragesthem to build on it.

19.Many people are often more concerned with short-term gains and costs,and tend to place less value on rewards or costs that might happen in thefuture. Programmes should emphasise short-term as well as long-termbenefits and seek to reduce short-term costs.

20.People will usually change behaviour if they value what is being offeredor in the case of a negative penalty that the penalty has meaning andreal consequences for them. Offers and penalties need to be presented in away that people find meaningful and understandable.

21.Change is more likely, if the actions that have to be taken are easyspecific, simple and clear . Making the first step to change very easy also

helps engage people in the start of a change process. Keep interventions






specific and promote them in a way that the target audience views as relevantand appealing.

22.People can be helped to change by designing services andenvironments in such a way that encourage people to act that does notinvolve complex choice decisions. Design services, environments thatencourage ‘mindless choosing’ i.e. by removing the need for complexchoices, for example making only low or nonalcoholic drinks available atsocial functions will encourage less people to get drunk.

23.Many people are bad at computation and risk assessment. Many of us donot understand numbers, risk ratios or odds. Test the use the understandingof numerical and risk based messages before using them. Convey risks andfactual numeric information in ways that the target audience can understandand find compelling, for example the number of Olympic sized swimmingpools full of water that can be saved by fitting a low volume flush toilet.

24.Communications and media including social media can have a powerfuleffect on people’s attitudes beliefs and consequently behaviour .However this effect is not mainly concerned with information transmission.The real impact of mass and social media on people is often less. Media canbuild up impressions of relationships between issues, set the agenda for public debate and create emotional responses as well as transmit information.

25.Behaviour is influenced by physiological and somatic state. If people arephysically aroused this often wil have an impact on their behaviour, a senseof relaxation will also have an impact on behaviour. People’s somatic state,i.e. the shape of their body and how they perceive it will also have an impacton their behaviour. Genetics can also have influence on behaviour; there are

some differences in the way men and women for example as populations if not individuals have a tendency to behave in specific instances.

Selection of supportive References

Andreasen A (1991) Marketing social change: Changing behaviour to promote health, socialdevelopment, and the environment. San Francisco, CA: Jossey-Bass

Ariely D, Predictably Irrational: The Hidden Forces That Shape Our Decisions. Harper CollinsAustralian Public Service Commission (2007)

Changing Behaviour a public policy perspective. Australian Public service Commission.Barton, ACT: Australian Government Publishers Ltd. 2009.

Australian Public service Commission (2007) Tackling Wicked problems, a public policy perspective. Australian Public service Commission. Barton, ACT: Australian Government

Bagozzi R. (1975) Marketing as Exchange. Journal of Marketing, 39:32-3Bate P, Bevan H, Robert G (2004)

Towards a million change agents. Review of the social movement’s literature, implications for large scale change in the NHS. London: NHS Modernisation Agency.

Brafman O, Brafman R. Sway. The irresistible pull of irrational behaviour. Virgin. London.2009






Cabinet Office Research Project (2002) OPM. The effectiveness of different mechanisms for spreading Good Practice. London: Cabinet Office

Cabinet Office (2008) Cultural Change. A policy Framework. London: Cabinet Office

Cabinet Office. Mind Space. The Cabinet Office.London 2010.

Ciladidi R. Influence. The psychology of persuasion. Collins.1994.

COI a. Payback and return on marketing investment (ROMI) in the public sector. GNC.London 2009.

COI b. Communications and behavior change. COI GCN. London. 2009

COI c. Lannon J (Ed) How public service advertising works. IPA London 2008.

Cottam, H. Leadbeater, C. Red Paper No1 health: Co-creating Services. The Design Council.London. 2004.

Cavill, N, Bauman, A. Changing the way people think about health-enhancing physicalactivity: do mass media campaigns have a role? J Sports Sci 2004 22 (8)

CDCYNEGY planning tool for social marketing (2005) Atlanta, GA: Centres for DiseaseControl.

Craig, C. L., Cragg, S. E. Tudor-Locke, C. Bauman, A. Proximal impact of Canada on theMove: the relationship of campaign awareness to pedometer ownership and use. Can JPublic Health 2006 97 Suppl 1

Dawney E.Shah H. Behavioural economics, seven principles for policy makers. London: NewEconomics Foundation. 2005.

Department of Health (2003) Tackling Health Inequalities. A Programme for Action. London:Department of Health

Department of Health (2007) Health Challenge England. London: Department of Health

Department of Health and Human Services (2003) Making Health Communication programmes work. Washington, DC: National Institute of health National Cancer Institute.

Dixon M ( 2006) Rethinking financial capability, lessons form economic and behaviouralfinance. IPPR London.

Donovan R and Henely N (2003) Social Marketing: Principles and Practice. East Hawthorn,VIC: IP Communications

Du Plessis E. The advertised mind. Milward Brown Koran Page London. 2005

Earls, M. Herd: How to Change Mass Behaviour by Harnessing Our True NatureJohn Wiley & Sons (2007)

Elliot B (1988) The development and assessment of successful campaigns’. Education co-ordinators’ workshop on media skills. Brisbane: Public Opinion Quarterly, vol.37, pp.50-61

French J (2004) 9 steps for effective practice Jan. CPHVA Journal. London

French J and Mayo E (2006) It’s Our Health! London: National Consumer Council

French J. The Big Pocket Guide to Social Marketing 1st Edition. National Social MarketingCentre. NSMC. The National Consumer Council. London. 2005.






French J. (a) The Value / Cost Exchange Matrix. Presentation given at the 20th University of South Florida social Marketing Conference June 2010. Down load at: www.strategic-social-marketing.org

French J. ( b) The Social Marketing Intervention Mix Matric. Presentation given at the OpenUniversity November 2010. Download at: www.strategic-social-marketing.org

French J, Blair-Stevens C. Improving Lives Together. The de-Cides© Framework.Westminster City Council. London. 2010.

French J. Blair- Stevens C. Merritt R. McVey D. Social Marketing and Public health, theoryand practice. Oxford University Press 2010.

Futerra (2006) New Rules of the game Communications tactics for climate change. The gameis changing behaviours; the rules will help us win it. London: Futerra

Grilli R, R. C. M. S. Mass media interventions: effects on health services utilisation. CochraneDatabase of Systematic Reviews: Reviews 2002 Issue 1 2002

Goldberg M, Fishbein M, Middlestat S (1997) Social marketing: Theoretical and practical perspectives. Washington, DC: The Academy for Educational Development

Goldstein N Martin S, Cialdini R Yes . fifty secrets form the science of persuasion. ProfileBooks. London 2007.

Government Social Research Unit (2008) Knowledge review. Practical guide: An overview of behaviour change models and their uses. London: Government Social Research Unit. HMTreasury

Government Social Research Unit. Knowledge review. Practical guide: An overview of behaviour change models and their uses. London: Government Social Research Unit. HMTreasury. 2008

Grist M. Steer. Mastering our behaviour through instinct, environment and reason. RoyalSociety of Arts. London. 2010.

Halpen D, et al. (2004) Personal Responsibility and Changing Behaviour: the state of knowledge and its implications for public policy. London: Prime Minister’s Strategy Unit

Health Care Commission and the Audit Commission (2008) Are we choosing health? Theimpact of policy on the delivery of health improvement programmes and services. London:Health Care Commission

Health Development Agency. The effectiveness of public health campaigns (2004) London:Health Development Agency

Herron DB (1999) Marketing nonprofits programs and services: Proven and practical strategies to get more customers, members, and donors. San Francisco: Jossey-Bass

Hills D (2004) Evaluation of community – level interventions for health improvement: a review of experience in the UK. London: Health Development Agency.

Hornick RC (ED) Public Health Communication Evidence for Behaviour Change. New JerseyLEA. 2002.

Hyland, A. M., Wakefield, M., Higbee, C., Szczypka, G., Cummings, K. M. Anti-tobaccotelevision advertising and indicators of smoking cessation in adults: a cohort study. HealthEduc Res 2006 21 (3)

Iles V, Sutherland K. (2001) Organisational change. A review for health care managers, professionals and researchers. London: National Coordinating Centre for NHS ServiceDelivery and organisation R&D












Institute of Government and Cabinet Office. Mindspace, Influencing behaviour through publicpolicy. London 2009

International Union for health promotion and education (2000) The evidence of health promotion effectiveness. International Union for health promotion and education. Brussels:

European Commission. 2nd Ed.

Jackson T (2005) Motivating Sustainable Consumption Sustainable Development ResearchNetwork. University of Surrey: Centre for Environmental Strategy

Jorm, A. F., Christensen, H., Griffiths, K. M. The impact of beyondblue: the nationaldepression initiative on the Australian public's recognition of depression and beliefs abouttreatments. Aust N Z J Psychiatry 2005 39 (4

Kelly G, Mulgan G, Muers S (2002) Creating Public Value. An analytical framework for public sector reform. London: Prime Ministers Strategy Unit, Cabinet Office

Kahneman D ‘A Psychological Perspective on Economics’ by, American Economic Review ,

Vol. 93 No.2 , pp. 162-168. 2003.

Kotler P and Roberto W (1989) Social marketing: Strategies for changing public behaviour.New York: The Free Press

Kotler P, Roberto W and Lee N, Second Ed (2002) Social Marketing - Improving the quality of life. Thousand Oaks, CA: Sage Publications.

P. Kotler and G. Zaltman, ‘Social Marketing: an approach to planned social change’, Journalof Marketing, 35 3-12.1971.

Kotler P and Roberto W. Social marketing: Strategies for changing public behaviour. NewYork: The Free Press. 1989.

Manoff RK (1985) Social marketing: New imperative for public health. New York: Praeger

McGuire WJ (1986) The myth of massive media impact: savings and salvagings’ Publiccommunications and behaviour. vol 1 pp173-220

Miller M & Ware J (1989) Mass media alcohol and drug campaigns; consideration of relevant issues. Monograph Series No. 9, AGPS, Canberra

Michie S Jochelson K, Markham W, Bridle C. (2008) Low income groups and behaviour change interventions. A review of intervention content and effectiveness. London: King’s Fund

Ministry of Health Planning. Prevention that works. A Review of the Evidence Regarding theCausation and Prevention of Chronic Disease. Chronic Disease Prevention Initiative: Paper 2.

Prevention and Wellness Planning. Population Health and Wellness. Ministry of HealthPlanning. Victoria BC. November 2003

MMWR Effect of ending an ant tobacco youth campaign on adolescent susceptibility tocigarette smoking--Minnesota, 2002-2003. MMWR Morb Mortal Wkly Rep 2004 53 (14)

Modernisation Agency (2001) Managing Change in the NHS. Making informed decisions onchange. NCCSDO. Improvement Leaders Guide to sustainability and spread. London: TheModernisation Agency. London

Moodie R (2000) Infrastructures to promote health: the art of the possible. Victoria: HealthPromotion Foundation.

Moor M (1995) Creating Public Value: Strategic management in government. Cambridge, MA:Harvard University Press






Mulgan G, Aldridge S, Beales G, Heathfield A, Halpen D, Bates C Personal Responsibilityand Changing Behaviour: the state of knowledge and its implications for public policy. PrimeMinister’s Strategy Unit. February 2004.

Mulgan G. Influencing Public Behaviour to Improve Health and Wellbeing An independent

report. DH London. 2010.

National Institute for Health and Clinical Excellence (2007) Behaviour change at population,community and individual levels. Reference Guide. London: NICE

National Social Marketing Centre. (2008) The total process planning framework for social marketing. London: National Social Marketing Centre

New Economics Foundation. (2005) Behavioural economics: seven principles for pol icy-makers. London: New Economics Foundation

NESTA (2001) Selling Sustainability. Seven lessons from advertising and marketing to sell low-carbon living . Report Supplement 01 London: NESTA

NHS Centre for Reviews and Dissemination (1999) Getting evidence into practice. EffectiveHealth Care. Vol 5 Number 1. York, UK: NHS Centre for Reviews and Dissemination

Ogden L, Shepherd M, Smith WA (1996) Applying prevention marketing. Atlanta, GA: Centresfor Disease Control and Prevention, Public Health Service

Prime Ministers Strategy Unit (2003) Review of Area based initiatives. London: PrimeMinisters strategy Unit. Regional Coordination Unit

Roe L, Hunt P, Bradshaw H et al. (1997) Health Promotion Effectiveness Reviews 6: HealthPromotion Interventions to Promote Healthy Eating in the General Population: a review.London: Health Education Authority

Rothschild M L. Carrots,(1998). Sticks and promises: A conceptual framework for themanagement of public health and social behaviours. Journal of Marketing. Oct . Vol 63. 24-37

Rogers EM & Storey JD (1987) Communication campaigns, in Berget, CR & Chattee, SH(eds), Handbook of Communication Science San Francisco, CA: Sage Publications

Ryan M (2001) Overview of practice collections relevant to tackling health inequality. October.London: Health Development Agency

Schade, C. P., McCombs, M. Do mass media affect Medicare beneficiaries' use of diabetesservices? Am J Prev Med 2005 29 (1)

Social Market Foundation (2008) Creatures of Habit. The art of behaviour change. London:Social Market Foundation

Solomon DS (1982) Mass media campaigns in health promotion, Prevention in HumanServices, vol. 2, nos 1 and 2, pp. 115-23

Solomon DS (1984) Social marketing and community health promotion: the Stanford heart disease prevention program. In Frederiksen L, Solomon L & Brehony K (eds), MarketingHealth Behaviour. New York: Plennum Press

Schorr LB (2003) Determining “What works” in social programs and social policies: Towardsa more inclusive knowledge base. The Brookings Institution






Snyder, L. B., Hamilton, M. A., Mitchell, E. W., Kiwanuka-Tondo, J., Fleming-Milici, F.,Proctor, D. A meta-analysis of the effect of mediated health communication campaigns onbehavior change in the United States. J Health Communication 2004 9 Suppl 1

Thaler R and Sunstein C. Nudge. Improving decisions about health, wealth and happiness.New Haven & London: Yale University Press. 2008.

Thomas M, Brain D Crowd Surfing. A &C Black London 2008.

Turning Point. The managers Guide to Social Marketing. The National Social MarketingExcellence Collaborative. Seattle, CA: Turning Point. 2004.

Turning Point (2004) The managers Guide to Social Marketing. The National Social MarketingExcellence Collaborative. Seattle, CA: Turning Point

Vargo, S. L. & Lusch, R. F. Evolving to a new dominant logic for marketing. Journal of Marketing , 68: 1- Vargo, S. L. & Lusch R. F. (2006). Service Dominant Logic: What it is, Whatit is not, What it might be. In Lusch S. L. & Vargo, S. L. (eds). The Service Dominant Logic of Marketing: Dialog, Debate & Directions. New York: M. E. Sharpe. 2004

Whitehead M, Tones K (1991) Avoiding the Pitfalls. London: HEA

World Health Organization (1977) Jakarta Declaration. Geneva: World Health Organization

World Health Organization (2008) Closing the Gap in a generation. Geneva: World HealthOrganization

Professor Jeff FrenchPhD, MBA, MSc, Dip HE, BA, Cert.Ed

Strategic Social Marketing Ltdwww.strategic-social-marketing.org

jeff.French@strategic-social –marketing.org





Documents

What We Know About Changing Behaviour