activating individuals: understanding behaviour change when working in communities ninon lewis ...
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Activating Individuals: Understanding Behaviour Change When Working in Communities Ninon Lewis EYC Faculty, IHI David Halpern Behavioural Insight Team, Cabinet Office/No. 10. Our Continued Vision …. Drivers of Community Activation. Three Levels of Activation: - PowerPoint PPT PresentationTRANSCRIPT
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
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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
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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
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4. Helping consumers be ‘econs’
1. Scan your bill 2. Switch & save
midata
To change behaviour, make it:
Easy
Attractive
Social
Timely
SalienceMessengerPersonalisationAffectIncentive design
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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
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6. Sweets – giving a day’s salary
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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
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7. Social norms and tax
Nine out of ten people pay their tax on time.
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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
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8. People helping people
To change behaviour, make it:
Easy
Attractive
Social
Timely
PrimingFramingKey moments
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9. Legacy Giving
Control Just Ask Passion Ask
5.00%
10.40%
15.40%
Proportion Leaving a Legacy Gift
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10. Getting people into employment
1. Cut down process 2. Commitments 3. Strengths identification
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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
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• Growth • Employment• Red Tape Challenge• Consumers• Energy • Fines and incentives• Social mobility• Crime• Giving• Well-being
We are applying across policy areas
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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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