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The Social Innovation Lab for Kent

The Social Innovation Lab for Kent. Engaging people to change behaviour. 22 nd September 2009 Sustainability and Climate Change Team Oakwood House. Agenda for the day:. Afternoon Channels for change Action planning 15.00 Break – tea/coffee Reflection Close.

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The Social Innovation Lab for Kent

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  1. The Social Innovation Lab for Kent Engaging people to change behaviour 22nd September 2009 Sustainability and Climate Change Team Oakwood House

  2. Agenda for the day: • Afternoon • Channels for change • Action planning • 15.00 Break – tea/coffee • Reflection • Close Approx 13.00 - Lunch • Morning • Introduction/ Icebreaker • Expectations of the day • Who do we want to influence? • What we say vs. what we really do • 11.15 Break – tea/coffee • Why do we do what we do?

  3. Ice-breaker

  4. Discussion • What are your expectations of today? • What do you want to achieve?

  5. Our role • Enable • Collaborate • Connect • INSIGHT IDEA ACTION

  6. SILK methodology Initiate Define the issue and parameters (write the brief) Test Refine and prototype selected concepts – practical exercises to test what works for you? • Create • Idea generation – how could we do it? • Customer insight • Motivation • Behaviour change • Define • Consolidate idea and prepare for the next stage • Action plan to take forward

  7. Pause for thought

  8. Initiate • Discussion in groups • Who are your stakeholders? • What do we know about them? • What questions do we need to answer in this workshop to help you target them?

  9. Create ‘Designing programs or communication plans to affect behaviour requires first to be able to understand why people behave the way they do.’ Using Behavior Change Theory to Communicate Effectively: The Case of Latino Parent Involvement Anne Pollock, Coffman and M. Elena Lopez

  10. Customer Insight • What sources of customer insight/ information do we have in KCC that could be used to understand audience better?

  11. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  12. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  13. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  14. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  15. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  16. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  17. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  18. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  19. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  20. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  21. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  22. Sources of insight • Segmentation • Utilisation data • Predictive data • Front line staff • Surveys and consultation • Customer journey mapping • Correspondence & other contact • Usability testing and website analysis • Formal and informal contact • Engagement and co-design • Ethnography

  23. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  24. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  25. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  26. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  27. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  28. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented targeting strategy

  29. Segmentation - Defra • Identified 12 behaviour goals • Current behaviour • Willingness and ability to act • Identified 7 segments • Acceptability of headline • behaviour goals by segment • Segmented Targeting strategy

  30. Break

  31. Motivation What would motivate you to change your behaviour?

  32. Motivation Perception of ability = ‘can’ Perception of influence = ‘control’ internal external factors

  33. Motivation to recycle Internal - Behaviour is product of individual External – Behaviour is product of situation No control Beyond perceived control of individual Ability Luck Extent to which outside factors play a part. e.g. no longer allowed to put glass in waste – have to use separate wheeley bin Extent to which someone sees themselves as naturally ‘green’, e.g. ‘I can’t do it so why try?’ Effort Task Difficulty Control Within perceivedcontrol of individual Extent to which some is prepared to keep trying – ‘if at first I don’t succeed’ e.g. no local recycling scheme so takes to nearby town Extent to which task is complicated by situational factors. E.g. size of recycling bin given not big enough for waste

  34. Activity Using the table on the previous slide to understand behaviour – map out the factors for motivation for ‘green’ procurement of items?

  35. Changing behaviour The Behaviour change spiral from “What do they want us to do now?” AFAO 1996. (Prochaska et al 1992) Maintenance Action Preparation Contemplation Pre -contemplation

  36. Changing behaviour The Behaviour change spiral from “What do they want us to do now?” AFAO 1996. (Prochaska et al 1992) LEGAL FEATURES - laws determining what people can do and activities to encourage observance of those laws . SOCIAL FEATURES - nature of personal relationships; expectations of class, position, age, gender; access to knowledge, information. Maintenance Action POLITICAL FEATURES - systems of governance in which change will have to take place - can, for example, limit access to information and involvement in social action. CULTURAL FEATURES - the behaviours and attitudes considered acceptable in given contexts - eg. relating to sex, gender, drugs, leisure, participation. Preparation RESOURCE FEATURES - affect what is required to make things happen - covers human, financial and material resources; community knowledge and skills; and items for exchange ETHICAL & SPIRITUAL FEATURES - influence of personal and shared values and discussion about moral systems from which those are derived – can include rituals, religion and rights of passage Contemplation Pre -contemplation

  37. 8 Factors to influence behaviour • Intention • Environmental Constraints • Skills • Attitudes • Norms • Self-standards • Emotion • Self-efficacy

  38. Group discussion • How much do you currently know about each of the factors for your target group? • Which of the sources of customer insight from earlier could you use to find out more?

  39. Lunch!

  40. Reflection • How have we met expectations/achievements so far?

  41. Social Marketing: A definition ‘Social marketing is a framework or structure that draws from many other bodies of knowledge such as psychology, sociology, anthropology and communications theory to understand how to influence people’s behaviour’ Kotler and Zaltman, 1971

  42. Social Marketing: A definition ‘...more complex than generic marketing. It involves changing intractable behaviours in complex economic, social and political climates with often very limited resources’ Lefebvre and Flora, 1988

  43. Social Marketing • Know your AUDIENCE • Its about ACTION • There must be an EXCHANGE The Basics of social marketing: how to use marketing to change behaviour. From the Social Marketing National Excellence Collaborative

  44. ‘Channels for change’: A brief guide to marketing • 4 P’s • Product • Price • Promotion • Place • Social Marketing - additional P’s • Publics • Partnership • Policy • Purse strings

  45. 10 tips to communicate change Aha! – Got it! Does it affect me? What’s in it for me? Is it worth it? Will it be a hassle? Do I have what it takes? Does it fit in with who I am and who I want to be? Does it fit in with what others like me are doing? Now I’ve started why not do more? That reminds me…. That makes it rather more attractive a proposition • Knowledge • Relevance • Costs and benefits to change • Barriers to change • Self efficacy • Self-image • Norms • Commitment • Prompts • Incentives From: Ben Clark, ‘Motivation and behaviour change’

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