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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
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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
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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.
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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
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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.
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Professor Jeff FrenchPhD, MBA, MSc, Dip HE, BA, Cert.Ed
Strategic Social Marketing Ltdwww.strategic-social-marketing.org
jeff.French@strategic-social –marketing.org