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How to Drive Social Change Webinar
- 1. Host: Anthea Rowe Manager, Content Development, NBS Presenter: Dr. Ute Stephan University of Sheffield How to Drive Social Change
- 2. Our Mission: Change business practice by bridging the gap between industry and academia Researchers ManagersNBS • Network of 3,000 subscribers • World-class academic thinkers • Global cross-sector sustainability business leaders • Produce rigorous, academic, executive-friendly tools and resources on critical sustainability topics Anthea Rowe
- 3. Academics 53 Research Centres 7 Topic Editors 1,200 Individuals Research Centres
- 4. Business Leaders 17 Leadership Companies 13 Small/Med Companies 12 Industry Associations (30,000 businesses) 1,800 Individual Subscribers NBS Leadership Council
- 5. Dr. Ute Stephan University of Sheffield April 16, 2013 How to Drive Social Change
- 6. Research Question How can business help change people’s behaviour to benefit society? Research team: Ute Stephan, Malcolm Patterson, Ciara Kelly University of Sheffield Advisors: Johanna Mair (Stanford U.), Rob Briner (Bath U.), Jo Rick (Manchester U.) and Debbie Baxter (LoyaltyOne), John Coyne (Unilever Canada), Karen Clarke-Whistler (TD Bank Group), Tim Faveri (Tim Hortons), Brenda Goehring (BC Hydro), Peter MacConnachie (Suncor Energy).
- 7. Research Process Located 10,509 literature sources (8054 academic and 2455 business) Identified the 123 most relevant sources (107 academic and 16 business) Developed Social Change Framework Prof. Ute Stephan
- 8. What is Social Change? Social change is: • Collective: systemic transformation in patterns of behaviour • Positive: change that benefits individuals, society, or the environment • Actively created by organizations (rather than happening to us or resulting from crisis)
- 9. Changing What? Focus of Social Change: Environmental behaviour 49% Health Behaviour 31% Social and economic inclusion 45% Civic engagement 14% Focus of Social Change
- 10. Motivation Capability Opportunity The Framework
- 11. So, how to do it?
- 12. Encouraging Consumers to Eat Healthier Traffic-light colour labelling on front of product Nutritional info on back of product Read or download the report: www.nbs.net
- 13. Encouraging Exercise • Nike+ fuelband Read or download the report: www.nbs.net
- 14. Saving Lives through Soap Read or download the report: www.nbs.net
- 15. Tim Hortons Coffee Partnership Read or download the report: www.nbs.net
- 16. Questions So Far? Please use the Questions window or Chat box. Read or download the report: www.nbs.net Up Next: Best practices for leading behaviour change projects…
- 17. Organising Your Project to Deliver Social Change
- 18. Grameen Danone Joint Venture • Founded in 2006 to fight child malnutrition • Nutrient-enriched yogurt at $0.07 a cup • Distributed via salesladies who get 10% commission • Small plants use solar energy, local inputs, biodegradable packaging • Created 1,600 jobs within 30 km of plant
- 19. Grameen Danone Joint Venture
- 20. Don’t Over-Promise. Be Credible.
- 21. Summary Framework for creating social change • Key components: Motivation, Capability, Opportunity • 19 mechanism “how to’s” • Organisation of successful change projects • Many organisations, large and small, are already delivering social change!
- 22. Questions? Please use the Questions window or Chat box. www.nbs.net Read the reports Subscribe to free academic resources!
- 24. What to do next? Start with surface-level strategies, build up credibility and then move to deep-level strategies
- 25. What to do next? con’d • Which change projects to pursue? – Fit with your business values and competencies – Go it alone? –Other options: Partnering, crowdsourcing, employees • Engage in and document experiments and pilot projects – Builds your credibility, is cost-efficient, and helps creating an evidence base
Editor's Notes
- Welcome, everyone. Thank you for joining us today for new research on How Companies Can Drive Social Change. My name is …My role is to distill all our great academic research into the reports and resources you see on the NBS website.Our presenter is Dr. Ute Stephan of the University of Sheffield.Listening today -- we have representatives from electric utilities, mining companies, department stores and industry associations, not to mention sustainability consultancies and academics from around the world. Clearly, this is a topic that cuts across sectors. QuestionsRight off the bat, I want you to know we really value them so please do ask—this is a great opportunity to connect directly with the researcher. To ask a question, type it in the Questions window at the right side of your screen at any point during the webinar. We’ll pause to address questions halfway through the presentation and again at the end.If you have unanswered questions at the end of the webinar, please feel free to email us at info@nbs.net.I hope you find the presentation valuable and welcome your feedback on both it and the report.So, to kick things off, I’m going to give you a brief overview of the Network for Business Sustainability – or NBS.
- The Network for Business Sustainability is a global not-for-profit organization with a strong industry base in Canada. Our mission is to bridge the gap between academic researchers and business decision-makers. Our goal is to help develop new,more sustainable methods of doing business. Ours is a virtual network of more than 3,000 subscribers made up ofacademics and business leaders from around the world, all with an interest in sustainability. Our network is hosted by the Ivey Business School in London, Canada and our primary source of funding is Canadianfederal research grants, so there is a public mandate to much of what we do.All of our resources are publicly available and we encourage you to visit our website to download, share and use our knowledge and tools. You’ll find them at www.nbs.net in the Knowledge Centre.
- Academics in Our Network53 international research centres focused on sustainability, including Harvard, Stanford, Berkley and at universities in India, Australia, New Zealand.7 Topic Editors – academic experts from around the world who oversee the validity of NBS content in areas such as climate change, supply chain management and green product marketing.And more than 1,200 individual academics from around the world who subscribe to NBS content.
- Our research agenda is guidedby a Leadership Council, composed of 17 sustainability thought leaders from industry, government and NGO’s.13 Small and medium companies12 national industry associations such as the Retail Council of Canada, the Canadian Electricity Association, etc. And 1,800+ subscribers from industry
- So, let’s get to the research!
- In 2012, our Leadership companies asked “How can business help pchange people’s behaviour to benefit society?”Understand that this was not an exercise in pure philanthropy. These leaders asked the question because they understand the business benefit of positive behabiour change. Whether you’re a cereal company encouraging people to eat breakfast every day or an electric utility asking homeowners to change their lightbulbs, there are tangible business reasons to encourage positive behaviour change.To answer the question, NBS put out an international call for proposals and selected Dr. Ute Stephan of the University of Sheffield and her colleagues Malcolm Patterson and Ciara Kelly.Over the course of a year, they examined the best research in the world, guided by academic and industry advisors.At this point, I’ll hand things over to Dr. Stephan herself to explain their findings.
- Here was the research processSearched broadly across both academic and practitioner publications for evidenceNarrowed down the over 10,000 sources to most relevant sources – rigorous coding processDeveloped framework that helps companies to map what to do to create social changeInclusive – included evidence of how businesses achieved social change but also evidence from social change organizations (social enterprises, non-profits, community-based organizations) and local authorities/municipalities-This change can be enabled by diff actors (62% social change orgns; 33% local govt; 28% researchers; 27% business; 7% social movement; 10% other). 13% practitioner sources, remainder academic23% grey literature, remainder peer-reviewed28% industry and market-level change, remainder individual change
- Here focus on change in behavior (i.e. visible change) not “just in attitudes” as this may or may not lead to actual behavior changeCan happen quickly or slowly.Change of behavior of a collective of individuals -- For instance, electric utility companies help consumers use less energy, e.g. British gas distributes free energy monitors that provide instant visible feedback on energy use when you turn an appliance ((similar opportunities through smart meters for instance, BC hydro in Canada))Can also be changing practices in an entire industry, for instance most banks now offer socially responsible investment products, most utility companies offer some clean-energy option etc.(more expls. Next slide)
- Type of change?Just mentioned, energy conservation, example of environmentalbehv., Other env. examples, increasing recycling, reducing waste, public transit, more purchasing of green products Health: reduced risk (e.g. childhood malnutrition, obesity), more preventative behaviour (exercising), access to health care, e.g. through standardizing aspects of healthcare so that basic care is expanded as well as conveniently and cheaply available (e.g. Minuteclinics in US – located e.g. in shopping centres, part of CVS pharmacy, NHS direct)Social/econ inclusion: micro-credit (poverty, empowering women), reducing violence, greater inclusiveness marginalized groups in society, also access to education/reduced dropout rates, reduced violence, e.g. Cincinnati-based STRIVE initiative (from cradle to career)Civic engagement: community volunteering, charitable giving, political participation, up to emergence of social investment market
- To make social change you need 3 thingsTalk through motivaiton, ability, opportunityActors need to be motivated, energized to behave differentlyThey need to have the capabilty to change, i.e. need to know how to change and believe that they can do it (perform the necessary behaivors)Also need opportunity (resources, right conditions) to be able to change – “willing and able alone is not enough”-Can use as checklist – need all three but some may already be in place- Also sometimes increasing one can lead to more of the other
- 19 practices, won’t go through them in detail, but I will present examples and use this framework to highlight why/how these companies are successful in creating social changeMotivation: apply pressure, offer incentives, communicateAbility: educate (TH), train (TH), build self-confidenceOpportunity: Empower (e.g. resources – TH, Unilever), build social capital (TH, Unilever), change environmentHealthy kids program? E.g. fitness – offer incentives for running, educate, build self-confidence, change environmentLoyalty – offer incentives, change environment??
- builds strongly on motivation mechanism Fuelband measures all your movements in one common metric “nike fuel” (universal metric of activity) – easy to comprehend, excellent to get feedback – builds understanding how many calories certain activities use up, Connected to smartphone, where you can set yourself goals (e.g. daily moving goal) and get feedback on progress – motivation (incentives) and share success with friends via app, recognition can be further motivating– also enabling social support (social capital, opportunity)// Other also Awareness campaign by artists around it
- Unilever a global brand with explicit commitment to sustainability. currently working on how to get us to shower less – would be main impact on environment. They build on successful past project in doing so:On the CAPABIL (and also motivation side) Education - glo-germ’ demonstration, increases knowledge/understanding (( also raises awareness ))OPPORTUNITY created through the: Resources mechanism -special 18gramm bar of soap 2 rupees for the poorthrough school programmes, in second step mothers involved(governance) and later the entire village/community. Eventually the programme is transferred to self-manged village health clubs (local ownership- inclusive governance, ensures social change is sustained) – OPPORT.MOTIVATION: Mothers also play a role in tracking her child’s hand washing compliance via a daily sticker chart (feedback, building motivation) – similar rewards at school (recognition).Further motivation building: school programme uses the Classroom Soap Pledge (commit to specific future goals and pledges), where children pledge to wash their hands on the five occasions that matter, for the duration of the programme.Motivation: PROMOPTS, CONTINUING AWARENESS - classroom materials - comic books, posters, quizzes and songs all work over 21 days to remind students about the message of handwashing at key occasions. A 21-day compliance diary is also used to record handwashing behaviour over the course of the intervention.)) – PROMPTSextraThe ripple effect -Past studies show that if we can reach one child through a school programme, that child will go home and influence the behaviour of his or her whole family.Our approach Our Lifebuoy brand has brought together decades of experience in running handwashing programmes to devise a methodology which aims to achieve sustained behaviour change.
- Tim Hortons coffee partnership – collabbtwn TH, Hanns R Neumann Stiftung Foundation and coffee farmers, roasters and distributors in Guatemala, Honduras, Columbia and BrazilTo equip local farmers over 3-5 years with skills and training to run sustainable bizFilling in ‘ability’ and ‘opportunity’ and ‘capability’ gaps.Foundation meets with farmers to gauge need, interest; better prices from higher yields and quality = INCENTIVES.Each farmer gts 1 on 1 help to make a personalized farm management plan and gets TRAINING on shade and soil management, farm management and accounting.Provide EMPOWERMENT (resources) for helping them implement the change – ‘farmer promoters’ hold meetings and encourage others to participate, and share best practices amongst each other (Social capital – Oppourtitunies)More than 2,500 farmers participating since 2005 – creates improvements in quality of life and in economic terms
- From Lindsey Goodchild (Greengage):- What tools are out there that help accelerate this culture change?- How to qualify the ROI of social change projects in companies?From IzabellaPopova:What are some tools and methods that have been used to shift people's mindsets and create a culture that embraces sustainability?OtherHow did companies calculate the ROI of their social change projects?
- [AR] You should also point out the business benefits of the venture. It was conceived as a way to generate revenue for Danone, correct? I.e. they were looking for a way to sell a product while serving a social need. – Not really, it’s a social business, all surpluses need to be reinvested in the company, shareholders don’t get anything.Grameen – large NGO in BangladeshJoint venture with Danone tackles child malnutrition/ a key source of poor health in poor communitiesThrough nutrient enriched yogurthProduced in an enviromentlaly sustainable mannerCreating local employment and Contributing to social inclusion though empowering women sales ladies--May be familiar with MuhammedYunus, founder of microcredit in Bangladesh in early 2000s; has since come to US and hoping Canada (but very regulated banking envt)GrameenDanone founded in 2006 to provide nutrients for children – a ‘social venture’ (will get into more profit-oriented ventures later). Produce ‘shoktadoi’ (strength yogurt) for children at $0.07 US per cup; has protein, vitamins, iron, calcium, zinc, etc to fulfil nutritional deficits.In the Bogra region, one in four children reports eating at least one Shokti+ yogurt per week in the last three months of 2010. GDFL also benefits 370 farmers and 821 women entrepreneurs who distribute the product door to doorWhat are the key success factors?Motivation: communicate (the benefits of nutrition)Ability: train (salesladies), build self-confidenceOpportunity: Resources – yogurt is cheap, Empower (salesladies, resources/plants), build social capital (salesladies), change environment (1600 local jobs)
- CAP - Partnering- local knowledge and credibilityMOT - Shared vision through negotiation OPP – sustainable, self-sustaining business no charity, (yogurt sold at price poorest can afford)
- -particularly successful are those where focus on change projects aligned with their core business competencies (e.g. Tim Hortons, Grameen-Danone, Unilever)
- QuestionHow can companies build their credibility when pursuing change projects?
- Build in experimentation, take small steps at a time, allow for stakeholder participation and feedback – this helps to deal effectively with inherent uncertainty and dynamic of change projects