This document summarizes a longer document about factors that influence human behavior and how understanding these factors can help develop effective communications strategies. It discusses three levels that influence behavior - personal, social, and environmental factors. Personal factors include knowledge, attitudes, habits, and beliefs. Social factors refer to interpersonal influences, and environmental factors include local and wider contextual influences. The document also provides overviews of behavioral economics principles and theories of behavior change. It emphasizes that to effectively influence behavior, communications strategies need to address factors at multiple levels rather than just focusing on one.
This document provides an overview of various behavior models used in health promotion, including definitions, history, and applications. It discusses models such as the Health Belief Model, Trans-Theoretical Model, Theory of Reasoned Action/Planned Behavior, Social Cognitive Theory, Locus of Control, and Sense of Coherence. It also provides examples of applications of these models to oral health research, such as using the Health Belief Model to design an oral health education program and examining oral hygiene behaviors using the Trans-Theoretical Model.
Behaviour change is a complex process influenced by numerous factors at the individual and societal levels. There are several key stages in the process:
1) Knowledge and awareness of the issue and potential solutions.
2) Developing positive attitudes and intentions to change behaviour.
3) Translating intentions into action through skills development and addressing environmental barriers.
4) Maintaining changed behaviours over time with support.
Successful behaviour change interventions identify relevant target populations, goals, and influencing factors to design strategies addressing where individuals and groups are along the continuum from unaware to actively maintaining new behaviours.
Models Of Health Behaviors By Yusuf Abdu MisauYusuf Misau
The document discusses various models of health behavior that can be used to understand factors influencing human behaviors and to develop health promotion programs. It describes several key models - the Health Belief Model, Theory of Planned Behavior, Transtheoretical Model, Social Cognitive Theory. For each model, it explains the core concepts and assumptions. It also provides case studies and discusses how the models can be applied in clinical practice, research, and program development.
The Pender's Health Promotion Model specifies that health behaviors are influenced by personal factors and the surrounding environment. The model aims to identify, assess, and modify these influencing factors to encourage health-promoting behaviors. It provides a framework for understanding how individuals can improve their health and well-being. Key concepts include the interaction between the person, environment, health behaviors, and nursing. Research shows the model can be used effectively in clinical settings to develop health-promoting behaviors.
The Health Belief Model is a psychological model developed in the 1950s by U.S. Public Health researchers to understand health behaviors. It focuses on an individual's perceptions of susceptibility, severity, benefits, and barriers related to a health condition and cues that trigger actions. The model helps develop health messages to persuade people to make healthy decisions and has been applied to behaviors like smoking, exercise, and seatbelt use.
This document discusses health and behavior. It defines behavior and mentions types of health-related behavior. Factors affecting human behavior are discussed, including knowledge, attitudes, culture, and social norms. The stages of behavior change are also outlined, from precontemplation to termination. Behavior change involves altering habits for long-term health improvements in areas like smoking cessation, diet, exercise, and safe sex practices.
This document provides an overview of several common health behavior models:
- The Health Belief Model focuses on perceptions of susceptibility, severity, benefits and barriers to taking health actions. It has been widely used to study preventive health behaviors.
- The Trans-Theoretical Model proposes that individuals progress through stages of change when adopting healthy behaviors. The stages are precontemplation, contemplation, preparation, action, and maintenance. Processes of change and decisional balance are also discussed.
- Applications of these models to oral health are mentioned, such as using stages of change for tobacco cessation counseling. While useful, more research is still needed on using these frameworks to predict oral health behavior change.
The document provides an overview of the Health Belief Model (HBM). It was developed in the 1950s to explain why people do or do not engage in health-promoting behaviors. The HBM posits that individuals will take action to prevent or control illness if they feel susceptible to a condition, believe it could have serious consequences, believe a course of action can reduce susceptibility or seriousness, and feel the benefits outweigh the costs. The model's key components are perceived susceptibility, severity, benefits, and barriers. Cues to action and self-efficacy were later added. The HBM is applied to develop health messages focusing on threat, coping responses, and self-efficacy to influence health behaviors. While useful
This document provides an overview of various behavior models used in health promotion, including definitions, history, and applications. It discusses models such as the Health Belief Model, Trans-Theoretical Model, Theory of Reasoned Action/Planned Behavior, Social Cognitive Theory, Locus of Control, and Sense of Coherence. It also provides examples of applications of these models to oral health research, such as using the Health Belief Model to design an oral health education program and examining oral hygiene behaviors using the Trans-Theoretical Model.
Behaviour change is a complex process influenced by numerous factors at the individual and societal levels. There are several key stages in the process:
1) Knowledge and awareness of the issue and potential solutions.
2) Developing positive attitudes and intentions to change behaviour.
3) Translating intentions into action through skills development and addressing environmental barriers.
4) Maintaining changed behaviours over time with support.
Successful behaviour change interventions identify relevant target populations, goals, and influencing factors to design strategies addressing where individuals and groups are along the continuum from unaware to actively maintaining new behaviours.
Models Of Health Behaviors By Yusuf Abdu MisauYusuf Misau
The document discusses various models of health behavior that can be used to understand factors influencing human behaviors and to develop health promotion programs. It describes several key models - the Health Belief Model, Theory of Planned Behavior, Transtheoretical Model, Social Cognitive Theory. For each model, it explains the core concepts and assumptions. It also provides case studies and discusses how the models can be applied in clinical practice, research, and program development.
The Pender's Health Promotion Model specifies that health behaviors are influenced by personal factors and the surrounding environment. The model aims to identify, assess, and modify these influencing factors to encourage health-promoting behaviors. It provides a framework for understanding how individuals can improve their health and well-being. Key concepts include the interaction between the person, environment, health behaviors, and nursing. Research shows the model can be used effectively in clinical settings to develop health-promoting behaviors.
The Health Belief Model is a psychological model developed in the 1950s by U.S. Public Health researchers to understand health behaviors. It focuses on an individual's perceptions of susceptibility, severity, benefits, and barriers related to a health condition and cues that trigger actions. The model helps develop health messages to persuade people to make healthy decisions and has been applied to behaviors like smoking, exercise, and seatbelt use.
This document discusses health and behavior. It defines behavior and mentions types of health-related behavior. Factors affecting human behavior are discussed, including knowledge, attitudes, culture, and social norms. The stages of behavior change are also outlined, from precontemplation to termination. Behavior change involves altering habits for long-term health improvements in areas like smoking cessation, diet, exercise, and safe sex practices.
This document provides an overview of several common health behavior models:
- The Health Belief Model focuses on perceptions of susceptibility, severity, benefits and barriers to taking health actions. It has been widely used to study preventive health behaviors.
- The Trans-Theoretical Model proposes that individuals progress through stages of change when adopting healthy behaviors. The stages are precontemplation, contemplation, preparation, action, and maintenance. Processes of change and decisional balance are also discussed.
- Applications of these models to oral health are mentioned, such as using stages of change for tobacco cessation counseling. While useful, more research is still needed on using these frameworks to predict oral health behavior change.
The document provides an overview of the Health Belief Model (HBM). It was developed in the 1950s to explain why people do or do not engage in health-promoting behaviors. The HBM posits that individuals will take action to prevent or control illness if they feel susceptible to a condition, believe it could have serious consequences, believe a course of action can reduce susceptibility or seriousness, and feel the benefits outweigh the costs. The model's key components are perceived susceptibility, severity, benefits, and barriers. Cues to action and self-efficacy were later added. The HBM is applied to develop health messages focusing on threat, coping responses, and self-efficacy to influence health behaviors. While useful
Tools and techniques behaviour change and health promotionDrSunilBhoye
This document provides definitions and background information on health education, health promotion, and behavior change techniques. It discusses key theories like the Health Belief Model and approaches like the Ottawa Charter. The document defines health promotion as enabling people to increase control over their health through both individual behaviors and social/environmental interventions. It also outlines the history of health education and promotion and major conferences that have shaped the field.
The health belief model is a social psychological health behavior change model developed to explain and predict health-related behaviors, particularly in regard to the uptake of health services.
Communication For Change: A Short Guide to Social and Behavior Change (SBCC) ...CChangeProgram
Many theories and models have been used to guide health and development communication work . This PowerPoint presentation provides more detailed background on the theories and models leading to Social and Behavior Change Communication (SBCC).
The document traces the historical development of health promotion from ancient times to the present. It discusses early concepts and practices of health promotion in Indian, Chinese, Egyptian, Hebrew, and Roman civilizations dating back to 5000 BC. Key developments included the establishment of public health infrastructure and hygiene practices. The concept of "health promotion" emerged in the 19th century and was further advanced through reports in the 1970s-80s. The Ottawa Charter of 1986 established health promotion as a strategy for public health policy. Subsequent global conferences refined and expanded the strategy through the present day.
Transtheoretical Model (Stages of Change Model)Rozanne Clarke
The Transtheoretical Model (TTM) speaks on suggested strategies for public health interventions to address people at various stages of the decision-making process. Acknowledgements of this and other behavioural change models will resulting in social marketing campaigns being implemented as they're tailored to suit the target audience.
The document provides information on health education. It discusses that health education aims to impart health information to motivate people to protect their own and community's health through behavior change. It also discusses that health education is vital for disease prevention. The document then defines health education according to WHO and outlines its objectives of informing, motivating and guiding people to take action. It further discusses various approaches like legal, administrative and educational approaches to achieve health and principles of health education.
The document discusses behavior change and behavior change communication (BCC) strategies for targeted interventions. It states that behavior determines health risk and interventions aim to change risky behaviors to safe behaviors. BCC uses dialogue and messages to bring about behavior change at individual, community, and societal levels. Effective BCC recognizes that behavior change is a process that occurs in stages from knowledge to practice. BCC should be paired with other strategies like enabling environments and is most effective with community participation. Peer education is highlighted as a key BCC method for targeted interventions.
1) The document discusses several models of health promotion, including those proposed by Caplan & Holland, Beattie, Tones & Tilfors, and Tannahill.
2) Caplan & Holland's model categorizes health promotion into four paradigms based on theories of knowledge and the nature of society: traditional, humanist, radical humanist, and radical structuralist.
3) Beattie's model generates four health promotion strategies based on the mode of intervention (authoritarian vs negotiated) and focus of intervention (individual vs collective).
The document discusses several models of health promotion:
1. Caplan and Holland's model examines how knowledge is generated about health and how society impacts health. It identifies four paradigms: radical humanist, humanist, radical structuralist, and traditional.
2. Beattie's model examines the type (authoritarian vs negotiated) and size (individual to community) of health promotion approaches. It categorizes four types of activities.
3. Tones et al's model identifies key psychological, social, and environmental factors influencing health behaviors. It shows education's role in setting agendas, raising critical consciousness, and empowering communities.
4. Tannahill's model focuses on health education,
The document discusses promoting behavior change through describing theories of health behavior and interventions for change. It outlines the objectives of understanding behavior and barriers to change, as well as techniques like community and individual programs. National policies for tobacco control in Malaysia are evaluated, like the Framework Convention on Tobacco Control (FCTC) and national tobacco control program. Recommendations are made to further evaluate existing health strategies using theories and guidelines to promote behavioral change.
The document summarizes several prominent health behavior theories that are relevant for nursing practice and research. It describes theories such as the health belief model, social cognitive theory, transtheoretical model, and theories of reasoned action. Key concepts discussed include an individual's perceptions, self-efficacy, environmental influences, and how behavior change is best understood as a process rather than a single event. The theories provide guidance for nurses to enhance patient motivation and effectively support individuals through the various stages of behavior change.
EMPHNET - PHE Course: Module 04 - Ethical issues in health promotionDr Ghaiath Hussein
This document outlines the objectives and content of a module on ethical issues in health promotion. It begins by defining health promotion as enabling people to increase control over their health through social and personal resources as well as physical capacities. The module will discuss key ethical principles of health promotion such as informed consent, responsibility, altruism, reciprocity and justice. It will also analyze how ethical issues arise in health promotion activities and how to manage them using ethical frameworks. The document provides context on targets and examples of health promotion interventions.
This presentation offers ways to leverage a health equity strategy in order to inspire public action.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
The document discusses Nola Pender's Health Promotion Model. It introduces Pender as the nursing theorist who developed the model. The model focuses on health promotion and disease prevention. It views individuals as active participants in their health and considers biological, psychological and social factors. The model has been widely used in nursing research, education and practice to promote healthy behaviors and prevent illness.
Social Marketing Strategies in Health Care: An IntroductionCTSI at UCSF
This document provides an introduction to social marketing. It defines social marketing as using commercial marketing concepts and strategies to influence behaviors related to health or the environment, rather than for profit. The key differences from commercial marketing are that social marketing aims for improved well-being rather than profit. It discusses how social marketing draws from various disciplines like public health, psychology, and design. The document outlines several frameworks for social marketing campaigns, including examining barriers and benefits, the marketing mix of product, price, place, and promotion, and total process planning. It also discusses theories used in social marketing and some critiques, and provides two case studies of successful social marketing campaigns.
This document provides definitions and discusses concepts and principles of health promotion, health education, information, education and communication (IEC), and behavior change communication (BCC). It defines key terms and outlines various approaches to health education, including regulatory, service, educational, and primary healthcare approaches. The document discusses principles of health education, contents that should be covered, and practices like use of audiovisual aids and group communication methods.
The document discusses concepts and definitions related to health promotion. It defines health promotion as a process of enabling people to increase control over their health and improve it. Health promotion requires cooperation across many sectors beyond just health services, as many factors influence health. Both local and national governments have a responsibility to ensure environments are conducive to health. The document then outlines various frameworks and approaches to health promotion, including the Ottawa Charter which identifies five major strategies - building healthy public policy, creating supportive environments, strengthening community actions, developing personal skills, and reorienting health services.
The Health Belief Model attempts to explain health behaviors by focusing on individual attitudes and beliefs. It was developed in the 1950s and includes three components: individual perceptions of susceptibility, seriousness, and threat; modifying factors like demographics, social pressures, and knowledge; and the likelihood of taking action based on perceived benefits versus barriers. The model can help nurses understand why clients may not follow treatment regimens and encourage healthy behaviors through caring, reinforcement, teaching aids, and therapeutic relationships.
This document provides guidance on designing monitoring and evaluation frameworks for projects. It discusses developing a theory of change to identify what aspects of a community a project aims to impact. A baseline study is also important to measure the current status and determine what is being evaluated. The document provides examples of how to map out intended impacts on personal, relational, structural, and cultural dimensions of a community. It emphasizes that monitoring and evaluation should be integrated throughout a project and adequately budgeted.
Supporting young people to make change happen act knowledge oxfamaustraliaPatrick Mphaka
This document reviews theories of change for supporting young people in creating positive change. It identifies four main outcomes that interventions aim for: 1) Young people participating in political and community decision-making, 2) Being civically engaged, 3) Leading youth-led initiatives for change, and 4) Developing leadership skills. Theories posit prerequisites for these outcomes like empowerment and civic participation building self-esteem. Assumptions around safety and context are important. Evaluations find theories must account for political and social relations to effect change at different levels in varying contexts.
Tools and techniques behaviour change and health promotionDrSunilBhoye
This document provides definitions and background information on health education, health promotion, and behavior change techniques. It discusses key theories like the Health Belief Model and approaches like the Ottawa Charter. The document defines health promotion as enabling people to increase control over their health through both individual behaviors and social/environmental interventions. It also outlines the history of health education and promotion and major conferences that have shaped the field.
The health belief model is a social psychological health behavior change model developed to explain and predict health-related behaviors, particularly in regard to the uptake of health services.
Communication For Change: A Short Guide to Social and Behavior Change (SBCC) ...CChangeProgram
Many theories and models have been used to guide health and development communication work . This PowerPoint presentation provides more detailed background on the theories and models leading to Social and Behavior Change Communication (SBCC).
The document traces the historical development of health promotion from ancient times to the present. It discusses early concepts and practices of health promotion in Indian, Chinese, Egyptian, Hebrew, and Roman civilizations dating back to 5000 BC. Key developments included the establishment of public health infrastructure and hygiene practices. The concept of "health promotion" emerged in the 19th century and was further advanced through reports in the 1970s-80s. The Ottawa Charter of 1986 established health promotion as a strategy for public health policy. Subsequent global conferences refined and expanded the strategy through the present day.
Transtheoretical Model (Stages of Change Model)Rozanne Clarke
The Transtheoretical Model (TTM) speaks on suggested strategies for public health interventions to address people at various stages of the decision-making process. Acknowledgements of this and other behavioural change models will resulting in social marketing campaigns being implemented as they're tailored to suit the target audience.
The document provides information on health education. It discusses that health education aims to impart health information to motivate people to protect their own and community's health through behavior change. It also discusses that health education is vital for disease prevention. The document then defines health education according to WHO and outlines its objectives of informing, motivating and guiding people to take action. It further discusses various approaches like legal, administrative and educational approaches to achieve health and principles of health education.
The document discusses behavior change and behavior change communication (BCC) strategies for targeted interventions. It states that behavior determines health risk and interventions aim to change risky behaviors to safe behaviors. BCC uses dialogue and messages to bring about behavior change at individual, community, and societal levels. Effective BCC recognizes that behavior change is a process that occurs in stages from knowledge to practice. BCC should be paired with other strategies like enabling environments and is most effective with community participation. Peer education is highlighted as a key BCC method for targeted interventions.
1) The document discusses several models of health promotion, including those proposed by Caplan & Holland, Beattie, Tones & Tilfors, and Tannahill.
2) Caplan & Holland's model categorizes health promotion into four paradigms based on theories of knowledge and the nature of society: traditional, humanist, radical humanist, and radical structuralist.
3) Beattie's model generates four health promotion strategies based on the mode of intervention (authoritarian vs negotiated) and focus of intervention (individual vs collective).
The document discusses several models of health promotion:
1. Caplan and Holland's model examines how knowledge is generated about health and how society impacts health. It identifies four paradigms: radical humanist, humanist, radical structuralist, and traditional.
2. Beattie's model examines the type (authoritarian vs negotiated) and size (individual to community) of health promotion approaches. It categorizes four types of activities.
3. Tones et al's model identifies key psychological, social, and environmental factors influencing health behaviors. It shows education's role in setting agendas, raising critical consciousness, and empowering communities.
4. Tannahill's model focuses on health education,
The document discusses promoting behavior change through describing theories of health behavior and interventions for change. It outlines the objectives of understanding behavior and barriers to change, as well as techniques like community and individual programs. National policies for tobacco control in Malaysia are evaluated, like the Framework Convention on Tobacco Control (FCTC) and national tobacco control program. Recommendations are made to further evaluate existing health strategies using theories and guidelines to promote behavioral change.
The document summarizes several prominent health behavior theories that are relevant for nursing practice and research. It describes theories such as the health belief model, social cognitive theory, transtheoretical model, and theories of reasoned action. Key concepts discussed include an individual's perceptions, self-efficacy, environmental influences, and how behavior change is best understood as a process rather than a single event. The theories provide guidance for nurses to enhance patient motivation and effectively support individuals through the various stages of behavior change.
EMPHNET - PHE Course: Module 04 - Ethical issues in health promotionDr Ghaiath Hussein
This document outlines the objectives and content of a module on ethical issues in health promotion. It begins by defining health promotion as enabling people to increase control over their health through social and personal resources as well as physical capacities. The module will discuss key ethical principles of health promotion such as informed consent, responsibility, altruism, reciprocity and justice. It will also analyze how ethical issues arise in health promotion activities and how to manage them using ethical frameworks. The document provides context on targets and examples of health promotion interventions.
This presentation offers ways to leverage a health equity strategy in order to inspire public action.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
The document discusses Nola Pender's Health Promotion Model. It introduces Pender as the nursing theorist who developed the model. The model focuses on health promotion and disease prevention. It views individuals as active participants in their health and considers biological, psychological and social factors. The model has been widely used in nursing research, education and practice to promote healthy behaviors and prevent illness.
Social Marketing Strategies in Health Care: An IntroductionCTSI at UCSF
This document provides an introduction to social marketing. It defines social marketing as using commercial marketing concepts and strategies to influence behaviors related to health or the environment, rather than for profit. The key differences from commercial marketing are that social marketing aims for improved well-being rather than profit. It discusses how social marketing draws from various disciplines like public health, psychology, and design. The document outlines several frameworks for social marketing campaigns, including examining barriers and benefits, the marketing mix of product, price, place, and promotion, and total process planning. It also discusses theories used in social marketing and some critiques, and provides two case studies of successful social marketing campaigns.
This document provides definitions and discusses concepts and principles of health promotion, health education, information, education and communication (IEC), and behavior change communication (BCC). It defines key terms and outlines various approaches to health education, including regulatory, service, educational, and primary healthcare approaches. The document discusses principles of health education, contents that should be covered, and practices like use of audiovisual aids and group communication methods.
The document discusses concepts and definitions related to health promotion. It defines health promotion as a process of enabling people to increase control over their health and improve it. Health promotion requires cooperation across many sectors beyond just health services, as many factors influence health. Both local and national governments have a responsibility to ensure environments are conducive to health. The document then outlines various frameworks and approaches to health promotion, including the Ottawa Charter which identifies five major strategies - building healthy public policy, creating supportive environments, strengthening community actions, developing personal skills, and reorienting health services.
The Health Belief Model attempts to explain health behaviors by focusing on individual attitudes and beliefs. It was developed in the 1950s and includes three components: individual perceptions of susceptibility, seriousness, and threat; modifying factors like demographics, social pressures, and knowledge; and the likelihood of taking action based on perceived benefits versus barriers. The model can help nurses understand why clients may not follow treatment regimens and encourage healthy behaviors through caring, reinforcement, teaching aids, and therapeutic relationships.
This document provides guidance on designing monitoring and evaluation frameworks for projects. It discusses developing a theory of change to identify what aspects of a community a project aims to impact. A baseline study is also important to measure the current status and determine what is being evaluated. The document provides examples of how to map out intended impacts on personal, relational, structural, and cultural dimensions of a community. It emphasizes that monitoring and evaluation should be integrated throughout a project and adequately budgeted.
Supporting young people to make change happen act knowledge oxfamaustraliaPatrick Mphaka
This document reviews theories of change for supporting young people in creating positive change. It identifies four main outcomes that interventions aim for: 1) Young people participating in political and community decision-making, 2) Being civically engaged, 3) Leading youth-led initiatives for change, and 4) Developing leadership skills. Theories posit prerequisites for these outcomes like empowerment and civic participation building self-esteem. Assumptions around safety and context are important. Evaluations find theories must account for political and social relations to effect change at different levels in varying contexts.
Following on from the success of the second edition, 'Theory in a Nutshell 3e' explores the main theoretical concepts and models in health promotion and explains the significance, practical application and impact of different theories on the individual, community and organisation. This edition includes concise reviews of established theories, such as social cognitive theory and health belief model, as well as expanding on new developments in the field including evidence-based policy making and health impact assessment. Thoroughly revised and updated, the book maintains the accessible style suitable for public health practitioners, health promotion and health education specialists, epidemiologists and social policy makers, as well as students of public health and health promotion.
Why social policy needs more than the behavioural economics bandwagonTNS
1. Behavioural economics provides useful insights but is not a "magic bullet" solution for changing human behaviour. Lasting change requires a holistic approach that considers psychological, social, cultural, and deliberative factors beyond just unconscious triggers.
2. An integrated approach is needed that combines insights from behavioural economics with traditional behavioural sciences. Sustainable behaviour change stems from addressing most or all influences in a "behavioural web" that includes costs/benefits, efficacy, habits, heuristics, morality, and legitimacy.
3. Both traditional research methods and newer techniques attuned to unconscious influences are important for fully understanding human behaviour. A balanced approach using diverse methods can provide insights needed for effective social policy
This document discusses approaches to measuring well-being for use in policymaking. It defines well-being and outlines five main conceptual approaches: preference satisfaction, basic needs, flourishing, hedonic, and evaluative. The document examines how well-being has been discussed in recent UK policy initiatives. It also discusses issues around using subjective well-being indicators in policy, including political acceptability, leading vs lagging indicators, and applicability across the life course. Technical considerations like bounded scales, adaptation, and status effects are also reviewed. The document concludes by outlining frameworks for choosing well-being indicators for policy purposes.
Case Study 3 The Health Belief Model and COVID- 19 Ar Using the .pdfsattarali527
Case Study 3: The Health Belief Model and COVID- 19 Ar Using the Health Belief Model,
discuss why some people might not have followed the "safer at home" practices (e.g., social
distancing, masking, no large gatherings) after the vaccine became widely available. Minimum
word count 250. ("Behavioral Change Models" discusses the Health Belief Model.)
Public health is a multi-disciplinary field that aims to 1) prevent disease and death, 2) promote a
better quality of ife, and 3) create environmental conditions in which people can be healthy by
intervening at the institutional, community, and societal level. Whether public health
practitioners can achieve this mission depends upon their abilty to accurately identify and define
public health problems, assess the fundamental causes of these problems, determine populations
most at-risk, develop and implement theory- and evidence-based interventions, and evaluate and
refine those interventions to ensure that they are achieving their desired outcomes without
unwanted negative consequences. To be effective in these endeavors, public health practitioners
must know how to apply the basic principles, theories, research findings, and methods of the
social and behavioral sciences to inform their efforts. A thorough understanding of theories used
in public health, which are mainly derived from the social and behavioral sciences, allow
practitioners to: - Assess the fundamental causes of a public health problem, and - Develop
interventions to address those problems. Note: This module has been translated into Estonian by
Marie Stetanova. The translation can be accessed at htips:/uww.bildeleekspert
di/blog/2018/08/06/sotsiaalsete-normide-teooria/ Learning Objectives After successfully
reviewing these modules, students will be able to: - List and describe the key constructs of the
Health Belief Model and the theory of planned behavior and explain how they might be applied
to develop effective public heath interventions - List and describe the elements of "perceived
behavioral contror - Describe the underlying theory and basic elements of Social Norms Theory
and marketing campaigns - List and describe the key constructs of Social Cognitive Theory and
explain how they might be applied to develop effective public health interventions Summarize
the criticisms that have been made regarding the major traditional models of health behavior
change and why these models do not seem adequate to account for observed health behaviors
Outine the major steps in the Transtheoretical Model - List the characteristics of each step of the
Transtheoretical Model - Describe Diffusion of Innovation Theory and how it can be applied in
heath promotion - Outline the basic structures of the Theory of Gender and Power and its
application to Public Health - Explain the constructs of the Sexual Health Model and its
application to public health The Health Belief Model The Heath Belief Model (HBM) was
developed in the early 1950 s by social sci.
This document contains an outline for a project on business ethics focusing on the ethical impacts of globalization. It includes sections on introduction, social responsibility, the greening of management, values-based management, managerial ethics, and conclusions. The introduction discusses how economics has moved away from normative issues and the need for a behavioral business ethics approach. It also addresses challenges with public policy lectures on trade topics.
IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis portfolio, you will select a specific issue or event in globalization and critically analyze it through the
four general education lenses: history, humanities, social sciences, and natural and applied sciences. By viewing the issue or event through these lenses, you will
gain insight into how the interconnected nature of globalization affects society as well as both your own individual framework of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue or event in globalization through the lenses of the natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural and applied sciences by exploring the following questions:
How does this issue or event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue or event?
Next, analyze your popular-culture artifact through the lens of the social sciences, and address the following:
How does this issue or event interact with the social sciences lens and impact social issues?
In what ways does the Social Science lens help articulate a deeper understanding of the social issue(s) that inform your issue or event?
This milestone provides you with a chance to practice analyzing your issue or event through these lenses and receive feedback on this practice attempt.
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
1
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, as well as any other pertinent resources
to support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue or event through two of the four general education lenses.
A. Analyze your issue or event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the ...
Planning, Negotiating & Implementation Assignment 2
Planning, Negotiating & Implementation Assignment
Treylesia L. Alston
School of Behavioral Science, Liberty University
Author Note
Treylesia L. Alston (L32443087)
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Treylesia L. Alston
Email: [email protected]
Assignment 3: Research Questions & Variables
You will identify a research topic, explain your research idea, construct possible research questions (1 or 2 questions), determine which variables you could potentially use for your research paper (you will need to have 1 dependent variable and 3 independent variables), and state your hypotheses. You will have to give your future survey (Assignment 4) to friends or family, so think about what you will be able to ask them and what information they will be able to provide. We will not survey or interview vulnerable populations (anyone under 18, prisoners, etc.). It is okay if your idea is still a work-in-progress!
PADM 610
Case Study: Human Resources Assignment Instructions
Overview
In this Case Study, you will apply the Statesmanship model discussed in Module 1: Week 1 to a real, specific public administration context. In other words, choose an organization that is dealing with Human Resource policies, strategies, and procedures. Next, apply the statesmanship model discussed Module 1: Week 1 to this situation. The overarching idea of statesmanship is the call for moral character. In the context of this assignment, how can this model be applied to the situation at hand?
You will apply the Statesmanship model needed to deal with challenges of human resources policies, strategies, and procedures. Remember to also discuss the importance of the following:
· Covenant of
hesed
· Covenant of ethics
· Performance Evaluation
· Statecraft
Instructions
· Case Study scenarios must be taken from documented (published) public administration contexts; no hypotheticals are allowed.
· You can focus on one public administration organization or may refer to a particular situation (well-documented by the research) that public administrators faced during an actual event(s).
· All ideas you should be supported with sound reason and citations from the required readings and presentations, and additional resources.
· Paper should be 4–5 double-spaced pages of content in length (this does not include title page or reference pages).
· Paper should be in current APA format.
· Headings should be included and must conform to the content categories listed (i.e., Covenant of
hesed, Covenant of ethics, Performance Evaluation, etc.).
· 3–5 additional scholarly sources must be used. They need to be scholarly and provide relevant public administration theory and practices.
· All required reading and presentations from the assigned reading ...
This document reviews several theories and models of individual and social behavior and behavior change. It discusses theories focused on individual cognitive factors like the Theory of Planned Behavior and Health Belief Model. It also examines stage-based models like the Stages of Change Model. Finally, it explores social and technological perspectives like Social Practice Theory and Diffusion of Innovation Theory. The review identifies common themes across theories like consideration of individual and social influences as well as concepts of control, risk, reflection, and technology.
This document provides an introduction to normative ethics theories, focusing on utilitarianism, Kantian ethics, and virtue ethics. It discusses challenges with applying utilitarianism, including that calculating all consequences is impractical and the future is uncertain. It explains how indirect and rule utilitarianism develop guidelines or rules to overcome these challenges. The document aims to provide supplementary teaching material for ethics courses to help apply theories rigorously.
The dynamics of people and organizationbasudebkumar
This presentation provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations both individually and in groups. The goals of organizational behavior are described as describing, understanding, predicting, and controlling human behavior in organizational settings. Key forces that affect organizational behavior are identified as people, structure, environment, and technology. Basic approaches taken in organizational behavior are identified as the human resources, contingency, results-oriented, and systems approaches. Fundamental concepts regarding the nature of people and organizations are also outlined.
Blog--Critical Success Factors in Project Management Grading G.docxAASTHA76
This document provides a grading guide for a learning team assignment to write a blog on critical success factors in project management. It outlines the criteria for evaluating the content, writing, and overall assignment. The content section evaluates whether the team identifies critical project management factors and analyzes relationships. The writing section evaluates the structure, references, and analysis. The overall assignment is out of 10 points total based on meeting the criteria.
Understanding Public Policy 14th Edition Dye Test Bankzafyluf
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Understanding Public Policy 14th Edition Dye Test Bank
X-ray photoelectron spectroscopy has several advantages for adhesion studies. XPS allows researchers to determine the chemical
composition of surfaces and interfaces. It can detect all elements except hydrogen and helium. XPS also provides information on the
chemical/oxidation state of the elements detected. Furthermore, the technique is highly surface sensitive, with a probing depth of only 5-10
nm. This makes it ideal for analyzing thin film interfaces and coatings.
This document discusses the importance of emotional intelligence and interpersonal skills for success in business settings. It notes that while technical skills are important, about 70% of work performance depends on emotional intelligence. However, most university programs do not adequately teach these types of soft skills. The document then provides a review of literature on emotional intelligence and suggests tools and techniques that can be used to improve attitudes, communication, stress management, problem solving, and other crucial skills for the workplace. These include developing emotional intelligence, mindfulness, assertiveness training, transactional analysis, and learning strategies like lateral thinking. The goal is to help professionals be better equipped to handle complex work environments.
Strategic Management Research StudiesDr. Salas.docxsusanschei
Strategic Management Research Studies
Dr. Salas
Choose a Publicly Traded Company &
Identify a company that is either
Pursuing a strategy (domestically, locally, or globally)
Overcoming a threat in the external environment
Experiencing quality control/quality management issues, or
Personnel issues.
Provide the following for the chosen company:
Mission
Vision
Strategic Objectives
Market Analysis
Human Resources Management
High level overview SWOT
Financial Analysis (include trend analysis, liquidity, profitability, and solvency ratios.
Mission Statement (Marriott)
Marriott’s mission statement is “to enhance the lives of our customers by creating and enabling unsurpassed vacation and leisure experiences.”
Vison Statement
Marriott’s vision statement is “to become the premiere provider and facilitator of leisure & vacation experiences in the world.”
Strategic Objectives
Sales efforts around how the customer wants to buy, reducing duplication of efforts by individual hotels and allowing us to cover a larger number of accounts.
We also utilize innovative and sophisticated revenue management systems, many of which are proprietary, which we believe provide a competitive advantage in pricing decisions, increasing efficiency and producing higher property-level revenue for hotels in our portfolio.
Most of the hotels in our portfolio utilize web-based programs to effectively manage the rate set-up and modification processes which provides for greater pricing flexibility, reduces time spent on rate program creation and maintenance, and increases the speed to market of new products and services.
Credit Card Programs
Credit Card Programs. We have multi-year agreements with JP Morgan Chase and American Express for our U.S.-issued, co-brand credit cards associated with our Loyalty Program.
We also license credit card programs in Canada, the United Kingdom, United Arab Emirates, and Japan.
We earn license fees based on card usage, and we believe that our co-brand credit cards contribute to the success of our Loyalty Program and reflect the quality and value of our portfolio of brands.
Sustainability and Social Responsibility
Our Sustainability and Social Impact Platform, Serve 360: Doing Good In Every Direction, is built around four focus areas: Nurture Our World; Sustain Responsible Operations; Empower Through Opportunity; and Welcome All and Advance Human Rights.
Market Analysis
Identify your audience
Define your target consumers
Explain what market need you satisfy
Analyze the industry
Identify market trends
Provide a competitive analysis
Draft a short summary of the market analysis
Adjust the other sections of your business plan
Human Resources Management
Attracting, Recruiting, selecting, hiring, training, and compensating personnel
(1) Understand the role of an organizational philosophy and culture in the development of human resource policies in a multin.
Socw 6361 week 10 Social Science homework help.docxsdfghj21
This document discusses the final assignment for a social work policy course. Students are asked to submit a final report and presentation summarizing their work on a Social Change Project over the semester. The report should compile and update papers from previous assignments, and the 5-7 minute PowerPoint presentation should provide an overview of the social problem and policy addressed, accomplishments made through advocacy work, lessons learned, and how advocacy skills relate to clinical social work practice. The presentation is to be recorded and have a transcript or closed captions for accessibility.
1) Research is a systematic process of investigation to discover answers to problems through objective and verifiable methods. It aims to increase knowledge and understanding.
2) Social work research plays a key role in strengthening the scientific basis of the profession by validating concepts, theories, and methods through empirical testing. It also evaluates social work programs and identifies client needs and available resources.
3) Quantitative research collects numerical data to explain phenomena through statistical analysis. It aims to quantify observations in an objective manner that can be repeated. Qualitative research seeks to understand why people behave as they do through non-numerical data.
Similar to Communications And Behaviour Change (20)
Ramadan travel report by master card crescent 2016Think Ethnic
The Muslim travel market is one of the fastest growing segments in the global travel industry. According
to the MasterCard-CrescentRating Global Muslim Travel Index (GMTI) 2016, there were 117 million
Muslim international travelers globally in 2015. Driven by a rapid population growth of Muslims, a
growing middle class and younger population, this number is projected to grow to 168 million by 2020.
The travel expenditure by this segment is expected to exceed USD 200 billion by 2020. This growth has
been facilitated by an increase in ease of access to travel information and the availability of
Muslim-friendly travel services and facilities at more destinations.
The document provides a summary of key trends in the UK communications sector in 2014-2015 based on Ofcom's research:
- Superfast broadband availability reached 83% of UK premises and 30% of broadband connections were superfast.
- Four in five households had fixed broadband while three in five adults accessed the internet via mobile phones.
- Traditional TV viewing declined 11 minutes on average per person per day between 2013-2014 across all age groups.
- Non-traditional viewing, such as via video on demand services, increased and now accounts for 30% of audio-visual content viewing.
This document provides an overview of communication service use and attitudes among ethnic minority groups in Great Britain based on survey data. Key findings include:
1) Ethnic minority groups differ demographically from the general population in ways that impact media usage, such as being younger and having larger households.
2) Television ownership and viewing is widespread but lower for some groups. BBC channels and ITV have smaller audiences among ethnic minorities.
3) Internet and mobile phone adoption is high but fixed-line telephone and radio listening is lower among some ethnic minority groups.
This document provides an overview of communication service use and attitudes among ethnic minority groups in Great Britain based on survey data. Key findings include:
1) Ethnic minority groups differ demographically from the general population in ways that impact media usage, such as being younger and having larger households.
2) Television ownership and viewing is widespread but lower for some groups. BBC channels and ITV have smaller audiences among ethnic minorities.
3) Internet and mobile phone adoption is high but fixed-line telephone and radio listening is lower among some ethnic minority groups.
Ethnic Minority Businesses and Access to FinanceThink Ethnic
This document discusses barriers to accessing finance faced by ethnic minority businesses in the UK. It summarizes the current state of knowledge on the topic based on academic research and discussions with stakeholders. While there is no evidence of direct racial discrimination by banks, ethnic minority groups like Black African, Black Caribbean, Bangladeshi and Pakistani businesses appear to have more loan rejections than other groups. This could be due to factors like lack of collateral, poor credit histories, and language barriers rather than direct discrimination. The document outlines actions being taken by the government, banks, and others to improve access to finance for ethnic minority businesses through initiatives like research, mentorship programs, and increased transparency of lending data.
This document provides a portrait of Britain's modern ethnic minority populations based on extensive data analysis. It finds that ethnic minorities now represent 14% of the UK population and are highly concentrated in large cities. The five largest groups are Indian, Pakistani, Bangladeshi, Black African and Black Caribbean. While having distinct characteristics, most minorities identify strongly with British culture and citizenship. The report aims to build understanding of Britain's increasingly diverse population through detailed demographic profiles and first-hand perspectives.
Multicultural Britain - An interim report by the Ethnic Diversity ForumThink Ethnic
This document provides an overview of ethnic diversity in the UK based on census and population data. Some key points:
- According to the 2001 UK Census, nearly 8% of the UK population belonged to a non-white ethnic group. The 2011 Census will expand categories and questions to better capture diversity.
- London is the most ethnically diverse city, home to representatives of 189/192 UN-recognized countries. Nearly 40% of London's population is projected to be from minority ethnic communities by 2026.
- The borough of Newham has the largest proportion of ethnic minorities at 68% of the population. Other diverse boroughs include Brent, Tower Hamlets, Hackney and Ealing.
This document discusses ethnic marketing. It begins with an introduction and definition of ethnic marketing as targeting specific ethnic groups to satisfy their needs. It then provides reasons for ethnic marketing, including new opportunities in competitive markets, the size and buying power of ethnic populations in the US, their breakdown and concentration in certain areas, and their willingness to buy. It outlines techniques for ethnic marketing such as targeting, use of media, visibility at community events, and contact with associations. It then provides Heineken as an illustration, discussing how they launched an ad campaign with Jay-Z to target the urban lifestyle and African American market. It concludes that ethnic marketing is important for building market share among ethnic groups while also benefiting mainstream consumers, and that identifying
Audience Construction: Race, Ethnicity and Segmentation in Popular MediaThink Ethnic
This document summarizes Oscar H. Gandy Jr.'s paper on audience construction with regards to race, ethnicity, and segmentation in popular media. It discusses four main perspectives on how audiences are constructed: as publics, markets, commodities, and victims. Segmenting audiences based on attributes like race and ethnicity is a social practice that both reflects and reinforces group definitions and boundaries over time. While segmentation is usually explored from the perspective of powerful actors, individuals also recognize themselves in these constructed segments.
Finding Your Audience Through Market SegmentationThink Ethnic
This document discusses market segmentation and identifying target audiences. It defines market segmentation as dividing the overall population into subgroups that have common needs, and selecting which subgroups to target with marketing efforts. Conducting market research to understand audience segments allows organizations to better tailor their messaging, products and services to attract those most likely to value what they offer. The document provides guidance on how to define audience segments through identifying their demographic characteristics, interests, behaviors, values and psychological traits in order to develop rich portraits that inform targeted marketing strategies.
The Diagonal Thinking Self-Assessment - Second Year Progress ReportThink Ethnic
The document provides information on the second year progress report of the Diagonal Thinking Self-Assessment tool. Over 11,000 people have registered for the assessment since its launch in 2008, with around 55% completing it. In the second year, there was an increase in under-25s, students, unemployed individuals, and those from non-white backgrounds taking the assessment compared to the first year. The assessment identifies 'Diagonal Thinkers' who display both linear and lateral thinking abilities. Feedback found the tool was useful for career guidance, especially among under-25s, though recruitment staff in advertising agencies could make better use of the assessment.
Ethnic Minorities: At the forefront of digital communications in the UK - Ofc...Think Ethnic
Ethnic minorities are leading adopters of new digital media in the UK. They are younger, more likely to use cable/satellite TV, and subscribe to multiple digital services. However, they also express higher concerns about offensive or poor quality content across TV, radio, and the internet. Their main concern regarding mobile phones is affordability. In general, ethnic minorities are more active users of digital media but less confident in their ability to find online content.
Home Ownership - English Housing Survey Household report 2008–09Think Ethnic
The report provides an overview of housing tenure trends in England between 1999 and 2008-09. During this period, owner occupation increased slightly to 68% of households, social renting decreased to 18% while private renting increased to 14%. There were significant regional variations, with London having higher rates of private (21.5%) and social renting (25.5%). Owner occupiers tended to be older working couples or retired, while younger households aged 16-34 were more likely to privately or socially rent. Social renters on average had lower incomes than other tenures.
ClearCast Guide For Advertisers And AgenciesThink Ethnic
This document provides information about Clearcast and its role in regulating broadcast advertising in the UK. It summarizes that Clearcast works with advertisers and agencies to ensure television and video-on-demand ads comply with the UK advertising codes to gain approval for airing. It oversees the pre-clearance of over 32,000 scripts and 64,000 ads annually. On rare occasions, 0.1% of cleared ads are later found to violate codes by the Advertising Standards Authority after airing. The document outlines Clearcast's process for script review and working with the ASA on any post-airing complaints.
Diversity Strategy 2010-13 - Getting Equality, Diversity and Inclusion right ...Think Ethnic
The document outlines the Home Office's diversity strategy for 2010-2013, which retains the five strategic aims from the previous strategy focused on leadership, workforce representation, workplace inclusion, statutory obligations, and service delivery. Progress made since the 2007 strategy launch is recognized, and the new strategy aims to further embed equality and diversity considerations into all aspects of the Home Office's work. Governance and progress monitoring against the strategic aims will be provided by the Diversity Strategy Programme Board through quarterly self-assessments from business areas.
CBI & the Institute of Practitioners in Advertising - Jun 2010Think Ethnic
The document summarizes the role and activities of the Confederation of British Industry (CBI) and its plans to work with the Institute of Practitioners in Advertising (IPA) to champion and support the UK's creative industries sector. The CBI represents over 240,000 businesses and works to influence policy areas impacting business. It intends to work with the IPA on policy solutions to challenges facing the creative industries from structural changes in digitalization and the economic downturn, including issues around online privacy and behavioral targeting. Over the next year, the CBI outlines events and briefs it will produce to lobby on skills, competition policy, access to finance, taxation and other areas to support the creative industries.
A Creative Block? The Future of the UK Creative IndustriesThink Ethnic
The document provides an overview of the future of the UK creative industries. It begins by reviewing the 2007 report "Staying Ahead", which celebrated the success of the UK creative industries but also identified some underlying vulnerabilities. Since its publication, the recession and trends like convergence, digitalization, and international competition have impacted the industry. The report examines these changes and their implications. It argues the UK creative industries still have growth potential but face challenges from global trends and competition that require a policy response to ensure they can continue contributing to the UK's economic recovery and future growth. The conceptual tools from "Staying Ahead" still provide value but require some revisions to fully capture today's context.
The document provides an overview and analysis of the luxury car market, focusing on specific models from Aston Martin, Bentley, Ferrari, Porsche, and Rolls-Royce. It examines current asking prices, trade values, average mileage and costs of ownership for various years and trims. Key points discussed include which colors and optional features appeal most to buyers or hurt resale value. The author also notes new demand for the Aston Martin DB9 has declined and it could benefit from a redesign.
This document summarizes a longer document about factors that influence human behavior and how understanding these factors can help develop effective communications strategies. It discusses three levels of factors - personal, social, and environmental - that influence behavior according to social psychology models. Personal factors include knowledge, attitudes, habits, and self-efficacy. Social factors include social norms, social support and identity. The document also provides an overview of behavioral economics principles and theories of behavior change. It emphasizes the importance of understanding how multiple factors at all levels can influence a behavior when developing communications to change behaviors.
The rise of inconspicuous consumption challenges traditional notions of branding and luxury goods. Where conspicuous displays of wealth and status were once the norm, consumers increasingly prefer subtle, understated displays. This reflects trends like rising income inequality, globalization, and urban anonymity, which diminish the ability of luxury goods to clearly signal status. Evidence from the US, China, and elsewhere shows a shift from overt to more inconspicuous signaling among high-income groups, with implications for how brands market luxury without conspicuous logos or branding.
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Top Strategies for Building High-Quality Backlinks in 2024 PPT.pdf1Solutions Pvt. Ltd.
As we move into 2024, the methods for building high-quality backlinks continue to evolve, demanding more sophisticated and strategic approaches. This presentation aims to explore the latest trends and proven strategies for acquiring high-quality backlinks that can elevate your SEO efforts.
Visit:- https://www.1solutions.biz/link-building-packages/
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxBoston SEO Services
From Hope to Despair: The Top 10 Reasons Businesses Ditch SEO Tactics
Are you tired of seeing your business's online visibility plummet from hope to despair? When it comes to SEO tactics, many businesses find themselves grappling with challenges that lead them to abandon their strategies altogether. In a digital landscape that's constantly evolving, staying on top of SEO best practices is crucial to maintaining a competitive edge.
In this blog, we delve deep into the top 10 reasons why businesses ditch SEO tactics, uncovering the pain points that may resonate with you:
1. Algorithm Changes: The ever-changing algorithms can leave businesses feeling like they're chasing a moving target. Search engines like Google frequently update their algorithms to improve user experience and provide more relevant search results. However, these updates can significantly impact your website's visibility and ranking if you're not prepared.
2. Lack of Results: Investing time and resources without seeing tangible results can be disheartening. The absence of immediate results often leads businesses to lose faith in their SEO strategies. It's important to remember that SEO is a long-term game that requires patience and consistent effort.
3. Technical Challenges: From site speed issues to complex metadata implementation, technical hurdles can be daunting. Overcoming these challenges is crucial for SEO success, as technical issues can hinder your website's performance and user experience.
4. Keyword Competition: Fierce competition for top keywords can make it hard to rank effectively. Businesses often struggle to find the right balance between targeting high-traffic keywords and finding less competitive, niche keywords that can still drive significant traffic.
5. Lack of Understanding of SEO Basics: Many businesses dive into the complex world of SEO without fully grasping the fundamental principles. This lack of understanding can lead to several issues:
Keyword Awareness: Failing to recognize the importance of keyword research and targeting the right keywords in content.
On-Page Optimization: Ignorance regarding crucial on-page elements such as meta tags, headers, and content structure.
Technical SEO Best Practices: Overlooking essential aspects like site speed, mobile responsiveness, and crawlability.
Backlinks: Not understanding the value of high-quality backlinks from reputable sources.
Analytics: Failing to track and analyze data prevents businesses from optimizing their SEO efforts effectively.
6. Unrealistic Expectations and Timeframe: Entrepreneurs often fall prey to the allure of quick fixes and overnight success. Unrealistic expectations can overshadow the reality of the time and effort needed to see tangible results in the highly competitive digital landscape. SEO is a long-term strategy, and setting realistic goals is crucial for success.
#SEO #DigitalMarketing #BusinessGrowth #OnlineVisibility #SEOChallenges #BostonSEO
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
Are you struggling to differentiate yourself in a saturated market? Do you find it challenging to attract and retain buyers? Learn how to effectively communicate your expertise using a Free Book Funnel designed to address these challenges and attract premium clients. This session will explore how a well-crafted book can be your most effective marketing tool, enhancing your credibility while significantly increasing your leads and sales while decreasing overall lead cost. Unpacking practical steps to create a magnetic book funnel that not only draws in your ideal customers, but also keeps them engaged. Break through the noise in the marketing world and leave with a blueprint that will transform your sales strategy.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
janani Digital Marketer|Digital Marketing consultant|Marketing Promotion|Coim...janudm24
Myself Janani Digital marketing consultant located in coimbatore I offer all kinds of digital marketing services for your business requirements such as SEO SMO SMM SMO CAMPAIGNS content writing web design for all your business needs with affordable cost
Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
2. Generation of More leads and Business Enquiries via Search Engine and Social Media Platform
3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
Benefits Digital Marketing Services at Techvolt software :
1. Services offered with Affordable cost
2. Free Content writing
3. Free Dynamic Website design*
4. Best combo offers on website Hosting,design along with digital marketing services
5. Assured Lead Generation through Search Engine and Social Media
6. Online Maintenance Support
Free Website + Digital Marketing Services
Techvolt Software offers Free website design for all customer and clients who is availing the digital marketing services for a minimum period of 6 months.
With Regards
Janani Digital Marketer
Coimbatore,Tamilnadu.
As 2023 proved, the next few years may be shaped by market volatility and artificial intelligence services such as OpenAI's ChatGPT and Perplexity.ai. Your brand will increasingly compete for attention with Google, Apple, OpenAI, and Amazon, and customers will expect a hyper-relevant and individualized experience from every business at any moment. New state-legislated data privacy laws and several FTC rules may challenge marketers to deliver contextually relevant customer experiences, much less reach unknown prospective buyers. Are you ready?Let's discuss the critical need for data governance and applied AI for your business rather than relying on public AI models. As AI permeates society and all industries, learn how to be future-ready, compliant, and confidentlyscaling growth.
Key Takeaways:
Primary Learning Objective
1: Grasp when artificial general intelligence (""AGI"") will arrive, and how your brand can navigate the consequences. Primary Learning Objective
2: Gain an accurate analysis of the continuously developing customer journey and business intelligence. Primary Learning Objective
3: Grow revenue at lower costs with more efficient marketing and business operations.
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
5. Foreword
We need to
encourage positive
behaviour change
Tackling some of society’s most intractable
and costly problems most often requires us
to change behaviours in some way. Some
steps may be small, like turning off lights,
and others may be large, like changing our
diets. Some behaviours can have tragic
short-term consequences, like driving too
fast, and others longer-term damage to
ourselves and other people, like smoking.
What they have in common are the
personal, social and economic costs
to us as citizens and taxpayers. Money
and resources spent, for example,
on treating obesity is not just a cost
but also a lost opportunity to invest
in other areas of civil society.
So, increasingly, the success of many
government policies and priorities depends
on our achieving behaviour change with
the greatest effectiveness and efficiency.
But, as this document makes clear and
our experience has shown, behaviour
change is a complex area. If we are
to succeed, we need to understand
the theories underpinning behaviour
change and how marketing and
communication can aid policy formulation
and ensure effective delivery.
Government has a number of tools at its
disposal to stimulate behaviour change,
from legislation, regulation and taxation
to providing information, persuasion,
engagement and working in partnership. In
most cases, putting these tools into action
will require communications in some form.
Within government, we are continually
seeking new and better ways to
communicate with citizens to
encourage positive behaviour change.
With this document, we hope to
provide those working in government
communications with an update on
some of the latest thinking about what
drives human behaviour and to launch
the debate as to what this means for
our approach to communications,
from strategy development through
to evaluation. We see this as the first
stage in an ongoing dialogue.
There are already many examples
across government where the theories
and principles outlined below have
been used to develop effective
communication and marketing strategies.
We have drawn on these examples
and included some of them as case
studies, from which we can all learn.
I hope you find this a useful resource.
We look forward to working with you
to continue developing and delivering
communications that are informed by both
a deep understanding of the behaviour
we seek to influence and the rapidly
changing communications landscape.
Mark Lund, Chief Executive, COI
5
6. Communications and behaviour change
Introduction
Human behaviour is a very complex area. This document draws on
key sources from the disciplines of social psychology, economics and
behavioural economics (where the first two disciplines overlap).
We have sought to distil this information into some key factors
that are important to consider for anyone developing
communications that seek to influence behaviour, and
to develop a framework for applying these factors to the
development of a communications strategy.
6
7. Introduction
About this document
The document is designed primarily
for those working in government
communications and draws on the
Government Social Research (GSR)
Behaviour Change Knowledge Review.1
The GSR Review was developed primarily
for those in analysis, research and
policy roles. It is therefore important
that this document covers the same
key theories and principles, so that
those working across all types of
behaviour change interventions can
develop a common understanding.
Broadly speaking, most government
communications seek to encourage
or enable people to act in one or
more of the following ways:
• to start or adopt a new behaviour;
• to stop doing something damaging;
• to prevent the adoption of a negative
or harmful behaviour; and/or
• to change or modify an existing
behaviour.
In each case, the aim is to get people
to behave in a certain way. Insights
from social psychological theory and
behavioural economics, both of which
provide us with a deeper understanding
of human behaviour, are therefore relevant
to all government communications.
A brief introduction to
some key behavioural
theory disciplines
Many disciplines have something
to say about human behaviour,
including economics, psychology,
sociology and anthropology. Within
government, ‘behaviour change’
(which is often applied through social
marketing campaigns) tends to be
dominated by social psychological and
(behavioural) economics thinking.
Behavioural models are designed to
help us better understand behaviour.
Those used within government tend to be
social psychological models that explain
behaviour by highlighting the underlying
factors influencing the individual or
group. Behavioural economics combines
insights from economics and psychology to
generate principles that show how people’s
decision-making can be less ‘rational’.
Over recent years, behavioural
economics has attracted much interest,
with authors such as Richard Thaler
and Cass Sunstein2
exploring some
of the principles and looking at how
these can be used to ‘nudge’ us
towards making ‘better’ decisions.
1 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.
2 Thaler R and Sunstein C (2008), Nudge: Improving Decisions About Health, Wealth
7and Happiness, Yale University Press, New Haven, Connecticut.
8. Communications and behaviour change
While behavioural models and economics
both seek to explain why people behave
the way they do, theories of change
seek to explain how behaviour changes.
There are many theories of behaviour
change, drawn from a wide range of
disciplines. This document discusses a
few of the most commonly cited theories.
We have provided an overview of some of
the main factors from social psychological
models, the key principles of behavioural
economics and the best-known theories of
change. For a more in-depth discussion,
see the GSR Review,3
which covers over
60 social psychological behavioural
models and theories and includes an
appendix that matches behaviour types
or domains (for example environment,
health or transport) to models. You
may find this a helpful starting point in
identifying those models that are relevant
to you and warrant further exploration.
Within some government departments
and agencies, teams (usually either
policy or analysis) have already
undertaken significant research into
behavioural models and theories
relevant to their policies. It is therefore
well worth investigating whether any
work has already been carried out in
your department or agency before
starting your own exploration.
In this document
What influences people’s
behaviour?
This section outlines some of the key
factors that influence behaviour. It
draws on a range of social psychological
theories and includes three examples
of behavioural models. The section also
gives an overview of the key principles of
behavioural economics and of the best-
known theories of change. Case studies
provide a practical illustration of how
models and theories have been used to
inform government communications.
Embedding behavioural
theory
A five-step framework shows how, by
increasing our understanding of behaviour,
behavioural theory can help to define
the role for communications and build a
communications model. The Department
of Health’s Tobacco Control campaign
is used to show how each step of the
process might work in practice. The
section concludes with a summary of the
steps and a series of questions designed
to stimulate thinking at each stage.
3 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.8
9. Introduction
Conclusions and future
implications
This section lists the main conclusions
emerging from the report, then
goes on to consider some of the key
implications for communicators.
Next steps
Finally, this section suggests some
areas for future discussion aimed at
embedding behaviour change theory
in communications development.
9
10. Communications and behaviour change
What
influences
people’s
behaviour?
Human behaviour is influenced by a huge range of factors. In this
section, we seek to distil the ever-increasing body of evidence about
why we do what we do into some key factors and principles that are
important to consider when designing communications aimed at
influencing behaviour change.
1010
11. What influences peoples’ behaviour?
‘Individual behaviours are deeply embedded in social and institutional
contexts. We are guided as much by what others around us say and
do, and by the “rules of the game” as we are by personal choice.’4
Social psychological
models of behaviour
There are many different social
psychological models that seek to
explain human behaviours. Broadly
speaking, the factors in most of them
can be split into three levels:
1. Personal (‘micro’) factors which are
intrinsic to the individual, such as
their level of knowledge or their belief
in their ability to change their behaviour
and their habits.
2. Social (‘meso’) factors which are
concerned with how individuals relate
to each other and the influence of other
people on their behaviour.
3. Environmental factors over which
individuals have little control. These
include both:
a. local (‘exo’) environmental
factors, for example the area in
which an individual lives and
local shops and facilities, and
b. wider (‘macro’) environmental
factors such as the
economy or technology.
Most models tend to focus on factors
at the personal and social levels, with
few explicitly referencing those at the
environmental level. It is, however,
essential to consider factors from all
three levels. For this reason, we suggest
that social psychological models are
used primarily to identify personal
and social factors and that additional
work (see the discussion of systems
mapping, page 13) is undertaken to
identify the relevant external factors.
There are a number of reasons why
it is so important to identify factors at
all three levels. Seeking to understand
and influence behaviour by addressing
personal factors alone, for example, is
unlikely to work, because it fails to take
into account the complex and interrelated
nature of the factors that influence what
we do: we do not act in isolation, and
most people are influenced to a very great
extent by the people around them and the
environment in which they live. Equally,
it would be overly simplistic to focus on
environmental factors, such as access to
services or levels of taxation, while ignoring
the social and personal factors at play.
In seeking to influence behaviour in
the context of health, for example,
it is generally accepted that an
ecological approach – that is, one that
identifies and addresses the factors
influencing behaviour at all three
levels – is likely to be most effective at
bringing about behaviour change.
4 Jackson T (2005), Motivating Sustainable Consumption: A Review of Evidence on Consumer Behaviour
and Behavioural Change, report to the Sustainable Development Research Network, London. 11
12. Communications and behaviour change
Key learnings
• It is essential to identify factors
influencing behaviour at the
personal, social and environmental
levels.
• An ‘ecological’ approach – one that
takes account of and addresses
factors at all three levels – is likely
to be most effective in bringing
about behaviour change.
A note about
behavioural models
While models can help us understand
more about human behaviour, they
do have some limitations:
• Models are deliberately simplified to
aid understanding, and ‘do not account
for all the complexities of behaviour’.5
• Most models do not segment the target
population. In reality, different factors
are likely to carry different weight for
different people.
• Models are usually based on data from a
specific audience and/or designed with
a specific behaviour in mind and may
not ‘travel’ well. Any model used must be
explored for relevance to the behaviour
that is being addressed.
It is also important to note that behavioural
models and theoretical insights are not
a substitute for primary research. Our
aim is to help you incorporate theory
into your planning alongside primary
research and other evidence.
5 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.
12
13. What influences peoples’ behaviour?
Behavioural models
and communications
Understanding all the factors that
influence the behaviour you want to
change is an essential starting point.
It will enable you to start identifying
the most effective interventions and to
establish where communications (in
the broadest sense) sit within the mix.
The approach outlined in this section
is aligned with the early steps in the nine
principles for developing interventions
using behavioural models outlined
in the practical guide section of the
GSR Review.6
This is to ensure that
policy and communications teams
share a consistent framework.
Identifying behaviours
Some government communications
focus on influencing a single behaviour,
such as getting people to drive more
slowly. For many issues, though – for
example, climate change and obesity
– government will need to bring
about changes in multiple behaviours
in order to meet policy goals.
Where the specific behaviour or
behaviours in question have already been
identified and agreed, you can move
straight on to identifying the influencing
factors (see page 15). If, however, this
thinking has not yet been done, it is
important to identify all the relevant
behaviours and other factors contributing
to the issue you are seeking to address.
Otherwise, it will not be possible to select
the appropriate behavioural model(s).
The most complex behaviours may
require a systems thinking approach.
Systems thinking is a way of mapping
out all the factors influencing a particular
issue and the relationships between
them, so that issues can be seen as
part of an overall system rather than in
isolation. Systems diagrams provide
a visual representation. At the core
of systems thinking is the concept of
feedback, the idea that changing one
factor will often affect one or more of
the other factors within the system. It is
therefore particularly useful in helping
to anticipate the possible consequences
of interventions aimed at a specific
factor or factors. While it may not be
communications teams who undertake
systems mapping, such exercises can
nevertheless yield valuable insights into
the range of interventions needed to
address the various factors and the part
that communications can play in the mix.
Where the issues involved are less
complex, a full systems mapping
exercise may not be needed. However,
an exercise to identify the factors and
behaviours contributing to the issue
you are seeking to address will provide
a useful starting point in developing a
comprehensive picture of influences.
6 Darnton A (2008), GSR Behaviour Change Knowledge Review. Practical Guide: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.
13
14. Communications and behaviour change
Mapping the causes of obesity
Obesity is a complex issue with extremely wide-ranging causes operating at the personal,
social and environmental levels.
In the absence of a model incorporating all the relevant factors, a team of experts from
a range of disciplines, including psychology, sociology, food sciences, genetics and
epidemiology, produced an Obesity System Map highlighting the full range of contributory
causes.7
The Obesity System Map shows a vast number of factors operating at the personal, social
and environmental levels with multiple linkages and no one factor dominating. This clearly
points to the need for a sustained and wide-ranging programme of interventions in order to
facilitate change.
7 Vandenbroeck P, Goossens J and Clemens M (2007), Tackling Obesities: Future Choices
– Building the Obesity System Map, Government Office for Science, London.14
15. What influences peoples’ behaviour?
Understanding
the factors that
influence behaviour
The factors that influence behaviour
fall into the following broad levels:
personal; social; local environment;
and wider environment.
This section provides an overview of
factors at all levels that can play a major
role in influencing behaviour. It does
not and cannot cover all the factors
that influence behaviour. Instead, we
have chosen to focus on those that
appear across a number of different
behavioural models and/or that we believe
are particularly important to consider
when designing communications aimed
at influencing behaviour change.
The section also includes three examples
of behavioural models to show how
the factors selected work in context.
Personal factors
Knowledge and awareness
When we ask people to change their
behaviour, we need to clearly set out our
expectations. This might be, for example,
the speed limit we want them to observe
when driving in a built-up area. Standard
economic theory assumes that if people
are provided with information, they will
act on it in such a way as to maximise
personal benefit and minimise their
costs, a concept often referred to as
‘rational choice theory’.
Personal
Social
Local environment
Wider environment
The AIDA (Attention, Interest, Desire,
Action) marketing model is an example of
an ‘information deficit’ model. It is based
on the idea that providing information
will spark interest, which in turn leads
to desire and subsequently to action.
Sometimes – for example, when telling
people how to deal with swine flu or
about a new piece of legislation – it is
appropriate simply to give them the
relevant information. But knowledge
and awareness are rarely enough by
themselves to bring about behaviour
change. Other factors can override
our ‘rational’ selves, and we may
make systematic errors in our rational
calculations (see the section on
behavioural economics, page 20).
Providing information is therefore a first
step towards influencing behaviour change
rather than an end point. For example, as
well as explaining how eating too much
and doing too little can lead to obesity, the
Change4Life campaign (see case study
on pages 28–29) also aims to increase
self-efficacy (see page 18) by showing
people that they can incorporate more
activity into their daily lives. Information
can also be used to direct people to
other communication channels or
services – such as a website – that aim
more directly at changing behaviour.
15
16. Communications and behaviour change
Attitudes
Attitudes are specific to particular
behaviours. Early psychological models
show attitudes leading to intention in a
predominantly linear fashion. In later
models, attitude still plays a role but
appears alongside a range of other factors.
While attitudes can influence behaviour,
evidence now suggests that the link is
not as strong as we might previously
have thought. The so-called ‘Value
Action Gap’describes those situations
where a person holds values that are
inconsistent with their behaviour.
The Value Action Gap can be particularly
evident with regard to attitudes to
the environment. While people may
believe that it is important to protect the
environment, other factors may take
precedence when it comes to actually
changing their behaviour. Darnton
cites research into pro-environmental
behaviours which found that at least
80 per cent of the factors influencing
behaviour did not stem from knowledge or
awareness.9
It is also important to bear in
mind that although attitudes can precede
behaviour, the opposite can also be true.
According to Festinger’s
theory of cognitive
dissonance,8
a person
holding two inconsistent
views will feel a sense
of internal conflict
(‘cognitive dissonance’),
which will prompt
them to change their
views and so bring their
perceptions into line. This
has also been found to
apply to inconsistencies
between perceptions
and behaviours.
A good example of cognitive dissonance
is evident among smokers. Most
smokers know that smoking causes
lung cancer and other health problems,
but they also want to live a long and
healthy life. Smokers can seek to reduce
this ‘dissonance’ either by giving up
smoking or by finding ways to justify
their habit, for example by claiming
that cigarettes keep them slim or that
they know someone who smoked 30
cigarettes a day and lived to be 100.
8 Festinger L (1957), A theory of cognitive dissonance, Stanford University Press, Palo Alto, California.
9 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.16
17. What influences peoples’ behaviour?
Communications can help to shift
attitudes. For example, government
campaigns have succeeded in changing
attitudes to drink driving and this,
combined with legislative change and
other interventions, has succeeded in
bringing about behaviour change (see
the case study on page 19). However, as
with knowledge and awareness, shifting
attitudes alone may not be enough to
bring about behaviour change. It is
therefore rarely advisable to view attitude
shift as a precursor to behaviour change,
or to use it as a proxy for behaviour
change for the purposes of evaluation.
Habit and routine
Habit or routine can be a key factor in
influencing frequent behaviours. In recent
years, it has become an emerging area of
study in social psychology and in fields
such as neuroscience. Here, experiments
on animals have given insights into the
dual process cognitive system10
whereby
the automatic mind handles most of our
day-to-day functioning while the executive
mind both monitors the automatic mind
and takes on focused mental tasks.
The more we repeat a particular behaviour,
the more automatic it becomes. As time
passes and the behaviour is undertaken
more and more frequently, habit can
therefore become the key factor driving
behaviour. As government communicators,
many of the behaviours we try to influence
will be habitual (for example, leaving
appliances on standby or having the
tap running while we brush our teeth).
Such behaviours are often unconscious,
and difficult to explain or justify.
Kurt Lewin’s theories
of change maintained
that breaking habits
required an ‘emotional
stir-up’11
to raise the habit
to conscious scrutiny.
Smoking is both an
addictive and a habitual
behaviour. The British
Heart Foundation’s Fatty
Cigarette campaign set
out to tackle the habitual
element by associating
the cigarette with the
damage it was doing. The
aim was to ensure that
each time the smoker
thought about having a
cigarette, they would also
think about the damage it
caused. This constituted
the ‘emotional stir-up’
needed to turn smoking
from an unconscious habit
into a conscious action.
10 Graybiel (2008), ‘Habits, rituals, and the evaluative brain’ in Annual Review of Neuroscience vol 31, 359–87.
11 Lewin K (1951), Field Theory in Social Science, Social Science Paperbacks, London. 17
18. Communications and behaviour change
A number of behaviour change theories
stress the importance of subjecting
habits to scrutiny as a first step towards
changing them, by raising them out of
the unconscious mind. Communications
designed to influence habitual behaviours
must therefore look at which strategies will
be most effective in turning a habit into
a conscious behaviour. Ambient media
used at the point where the behaviour
actually takes place is an example of
communications seeking to do this and
can be very effective – for example,
posters and stickers near washbasins
reminding people to wash their hands,
as used in the swine flu campaign.
Self-efficacy
Agency, self-efficacy and perceived
behavioural control (different terms are
used in different models) all describe
‘an individual’s sense that they can carry
out a particular action successfully and
that action will bring about the expected
outcome’.12
What is important is the
belief, not whether or not the individual is
actually capable of achieving a particular
goal. This will determine the effort a
person is prepared to put into changing
their behaviour and even whether they
will attempt it at all. People’s sense of
agency can be driven by many things,
including past experiences and personal
beliefs (for example, some people are
naturally more pessimistic than others).
This factor appears in many social
psychological models. Lack of agency
can be a strong barrier to behavioural
change. Again, environmental
issues are a useful example. ‘Public
responses to climate change are
commonly characterised by a lack
of agency, for instance, the sense
that the problem is too large for
individuals to make a difference.’13
Communications can help to increase
individuals’ sense of agency, for instance
by providing clear instructions that
make a particular behaviour seem more
achievable, by using testimonials to show
how other people have made the change
or by helping to teach relevant skills. For
example, one element of a recent sexual
health campaign set out to teach young
people negotiation skills which they could
then use to initiate discussions about,
for example, contraception. A further
exmple of a campaign seeking to increase
‘agency’ is the Home Office vehicle crime
campaign (see page 20). However, it is
essential that any such communications
are seen as trusted and credible and that
the behaviour is depicted as achievable.
12 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.
13 Ibid.1818
19. What influences peoples’ behaviour?
Moment of Doubt campaign
The Department for Transport’s Moment of Doubt
campaign aims to convince young men aged between
17 and 29 that the consequences of drink driving are
relevant to them.
In the past, drink-driving
campaign messages have
been based on a risk and
reward model, contrasting
the pleasure of drinking
with the risk of causing
injury or death by driving
under the influence. While
the number of people
killed has fallen from 1,600
in 1979, it has stayed
relatively stable at above
500 a year since 2000.
The advertising agency,
Leo Burnett, set out to re
evaluate the assumptions
behind the campaign.
Attitudinal research
found that a small but
growing number of people,
particularly men aged 17–
29, refused to acknowledge
the risk of having a
crash when driving after
drinking, while qualitative
research suggested that
trying to shock viewers
with the most extreme
consequences was
becoming less effective for
this group, who did not see
drink drive-related crashes
as relevant to them.
From general
attitude to
personal response
These findings, along with
input from behavioural
psychologists, pointed
to a move away from
campaigns that build
public outrage towards
persuading the target
audience that drink driving
could have immediate,
negative consequences
for them personally.
Consumer research, a
semiotics analysis and
behaviour theory identified
the key intervention point
as occurring when the
drinker was deciding
whether to have a second
pint, ie when they were still
in control. The campaign
therefore focused on
creating cognitive
dissonance (see page
16) between the desire
for another drink and a
set of credible, relevant
consequences such as
getting a criminal record,
being banned from
driving and damaging
relationships with a partner
or family members.
Impact
Six months after the launch
of the campaign, young
men’s perception that they
would be caught by the
police had risen from 58 to
75 per cent.14
The number
of people breathalysed
during December 2007
rose by 6.4 per cent, while
the number testing positive
fell by 19.5 per cent.15
The number of deaths and
serious injuries caused by
drink driving fell for the first
time in six years, from 560
in 2006 to 410 in 2007.
14 BMRB Tracking, January 2008.
15 Accociation of Chief Police Officers. 1919
20. Communications and behaviour change
Home Office vehicle
crime campaign
The Home Office vehicle crime campaign
sought to increase people’s sense of
agency by persuading them that they
could outsmart the criminals.16
Where previous campaigns had used
images of circling hyenas to play on
people’s fear of crime, the strapline
‘Don’t give them an easy ride’ aimed
to empower people and convince
them that through their own actions
they could lessen their chances of
becoming a victim. The campaign also
sought to change habits by placing
ads reminding people to lock their cars
and not leave valuables on show in
strategic places such as parking meters
and petrol pumps where opportunistic
theft was most likely to happen.
Emotion
Emotions may be triggered without our
knowing and can have a strong influence
on our behaviour, both conscious
and unconscious. While most models
see emotion as influencing behaviour
change indirectly (by altering attitude,
habit or agency), there are occasionally
situations where behaviour is driven by
emotion alone. For example, a phobia
or fear can determine how an individual
behaves in certain situations.17
Where communications do aim to
stimulate emotion, it is important to
understand which factors are likely to be
affected by the emotional response, given
that often, emotion will not have a direct
influence on behaviour. Emotion can be
a useful ‘hook’ but it should not be the
end point. Otherwise, there is a risk that
the communication will not lead to any
change in behaviour, as in the Home
Office’s original vehicle crime campaign
(see box), where images of hyenas circling
a car inspired fear in some sectors of the
audience and left them feeling powerless.
Behavioural economics
In the previous section, we looked at some
of the most common factors that drive
behaviour at the personal level. These all
appear in social psychological models.
Behavioural economics can also be used
to understand individual behaviour.
16 COI/IPA (2008), How Public Service Advertising Works, World Advertising Research Centre, London.
17 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.20
21. What influences peoples’ behaviour
Behavioural economics involves applying
psychological insights to economic models
to account for the systematic ‘errors’ in
our decision-making. It suggests that
the decisions we make are dependent
on context and that natural biases and
mental shortcuts (heuristics) can lead to
‘imperfect’ decision-making. Behavioural
economics does not generate ‘drivers’,
but it does offer principles that can
help us understand why people deviate
from the assumed ‘rational’ standard.
Communicators seeking to influence
behaviour in a way that involves making a
decision or choice should therefore have
an understanding of those principles.
Mental shortcuts (heuristics)
We take ‘mental shortcuts’ or use ‘rules
of thumb’ hundreds of times each day,
and the more pressure we are under,
the more shortcuts we take. Where, for
instance, we don’t have time to make a
decision by calculating the pros and cons
of various options, we often make an
‘educated guess’ based on, for example:
• How easily we can recall (availability)
or imagine (simulation) something
happening: We tend to believe that
events we can easily think of or
imagine happen more often and are
consequently more likely to happen
to us.
‘... people tend to be more nervous
about flying than driving because
airplane crashes are easy to recall.
Similarly, it is found that the larger the
jackpot in a lottery, the more tickets that
are bought, because the consequences
of a large prize attract more attention
and are easy to imagine.’18
Communications can harness this
bias by making it easier for people
to imagine the consequences of a
particular behaviour or reminding them
of the (negative) consequences of a
past action.
• What has happened before
(representativeness): We generally
make decisions based on how similar
an outcome is to something that has
happened before, not by weighing up
all the possibilities.
‘The heart of the gambler’s fallacy is
the misconception of the fairness of
the laws of chance. The gambler feels
that the fairness of the coin entitles
him to expect that any deviation in one
direction will be cancelled out by a
corresponding deviation in the other …
This fallacy is not unique to gamblers’.19
Biases
Internal biases mean that our natural
responses are not always fully ‘rational’.
Recognising this can help us understand
why people make the choices they do
in the ‘real world’ and identify whether
there is a role for communications
in overcoming these biases, some
of which are discussed here.
We tend to prioritise short-term
reward over long-term gain (hyperbolic
discounting). For example, some people
prefer to have more money now than
to pay into a pension plan. This is an
important principle for government
communicators, as government is often
seeking to persuade people to make
choices that involve a long-term pay-off
but little immediate gain.
18 Halpern D, Bates C, Geales B and Heathfield A (2004), Personal Responsibility and Changing Behaviour: the
state of knowledge and its implications for public policy, Prime Minister’s Strategy Unit, Cabinet Office, London.
19 Kahneman D, Slovic P and Tvesrsky A (1974), Judgement Under Uncertainty: Heuristics and Biases’ in Science
vol 185 No. 4157, 1124–31. 21
22. ?
?
Communications and behaviour change
?
Cass Sunstein and
Richard Thaler in Nudge:
Improving Decisions
About Health, Wealth and
Happiness20
use the term
‘choice architecture’ to
describe how decisions
can be influenced by the
way in which they are
framed. They argue that
the ‘choice architect’
can ‘nudge’ people
towards ‘better’ choices
without compromising
individual freedom.
This concept is
particularly relevant to
communications and
central to the aims of
many communications
strategies, suggesting
as it does that the way
choices are framed can
make them more effective.
The extent to which we disregard future
gain (the ‘discount rate’) will increase the
more remote the issue appears to be.
So, generally speaking, the younger the
person, the less likely they are to prioritise
investing in a pension plan. Disadvantaged
groups also tend to be more likely to
discount future gain, focusing instead
on getting by in the short term.
‘... policies that are based on individuals’
investment in their future (eg personal
pensions, adult education) have a
tendency to widen inequalities as those
with high discount rates will be less
likely to take on these opportunities.’21
We’re loss-averse. We tend to put more
effort into avoiding loss than ensuring gain.
Evidence suggests that communications
focusing on potential losses rather than
gains are more motivating: in other words,
disincentives are more effective than
incentives. According to this principle, a
message that states ‘You will lose £X each
year if you don’t insulate your loft’ will have
more impact than one that states ‘You
will save £X each year if you do insulate
your loft’.
We have a natural preference for the
status quo (inertia). When faced with a
difficult or complex choice, our tendency is
to carry on doing what we’ve always done
and avoid making a decision.
In recent years, there has been much
discussion about how government
can harness the power of inertia by
adjusting society’s ‘default’ settings, for
example by requiring people to opt out
20 Thaler R and Sunstein C (2008), Nudge: Improving Decisions About Health, Wealth and Happiness, Yale University
Press, New Haven, Connecticut.
21 Halpern D, Bates C, Geales B and Heathfield A (2004), Personal Responsibility and Changing Behaviour: the
state of knowledge and its implications for public policy, Prime Minister’s Strategy Unit, Cabinet Office, London.
22
23. What influences peoples’ behaviour?
of becoming organ donors or making
pension contributions something to opt
out of rather than opt in to. Indeed,
in the case of pensions this is already
happening: from 2012, all employers
will have to automatically enrol their
eligible employees into a good quality
workplace pension scheme and provide
a minimum contribution unless the
employee chooses to opt out.
Such decisions tend to be taken by
policy teams (although communications
may have a part to play both in
helping to develop the policy and in
getting messages out to the relevant
audiences). But where this approach
is not possible, communicators should
give some thought to strategies for
overcoming inertia, for example by
making the behaviour seem easier to
undertake than people perceive it to be.
Choices are influenced by the way they
are presented (framing). As the discussion
of biases demonstrates, many of the
choices we make are hugely influenced by
how they are presented to us or how they
are framed.
Key learnings
• Understanding the natural
biases and mental shortcuts that
shape people’s thinking should
inform the nature and content
of communications.
Social factors
‘… an extremely important task during the
formative stages of the strategic planning
process is to gain an understanding of the
extent to which interpersonal influences
are likely to be important for one or more
target groups.22
Other people’s values, attitudes,
beliefs and behaviour can have a
strong social influence on our own
behaviour, a phenomenon that has been
widely discussed in recent years.
Social norms are the group ‘rules’ that
determine what is deemed ‘acceptable’
behaviour. Social norms can have a
huge influence on our thoughts and
behaviours and therefore appear in
many different social psychological
models. Social norms vary by group,
so what the norm is for one group of
young people may well be different from
that adopted by another group living in
different circumstances. Failure to act
in accordance with these ‘rules’ can
lead to exclusion from the group.
When we are unsure of how to act in social
situations we often assume that others
around us know more and look to them for
pointers on how to behave, a phenomenon
known as social proof. An example of
this would be a party where food is laid
out but guests are unsure whether it’s
acceptable to help themselves. As soon as
the first person helps themselves, others
will quickly follow: the behaviour has been
shown to be acceptable to the group.
22 Andreasen A (1995), Marketing social change: Changing behaviour to promote health, social development and the
environment, Jossey-Bass, San Francisco.
23
24. Communications and behaviour change
We tend to underestimate the extent
to which we are influenced by others.
Most people will deny any influence
at all, an important factor to consider,
particularly for researchers. Direct
questioning alone is unlikely to be the
best way of establishing the influence
of social norms on an individual.
Communications and
social norms
Communications can be effective in
highlighting social norms and prompting
people to act in accordance with them.
An experiment involving hotel guests
provides an illustration.23
Half the guests
had signs in their bathrooms with a
message about how reusing towels
could benefit the environment. The
other half had the same sign but with
an extra message stating that most hotel
guests reused their towels at least once
during their stay. Guests exposed to the
additional message were 26 per cent
more likely to reuse their towels: a clear
demonstration of the power of social proof.
Further examples of how
communications can utilise the
power of social norms include:
• peer-to-peer approaches such as
online forums or communities where
people can connect to others in similar
circumstances. This can be particularly
helpful with regard to less common or
more sensitive issues, as social proof
and reassurance can be provided in a
‘safe’ and anonymous way;
• positive testimonials from others who
have used a service or adopted a
particular behaviour (thus showing that
such behaviours are acceptable). Note
that testimonials can also help to boost
self-efficacy (see page 18);
• targeting campaigns at respected,
authoritative opinion leaders or
recruiting them as ‘ambassadors’ for a
brand or behaviour. These people can
help both to spread the message and to
provide social proof of the acceptability
of a particular behaviour; and
• driving word of mouth, for example
by using PR techniques to generate
news stories that describe other people
behaving in a particular way.
Social norms can be particularly
strong in relation to some of the most
intractable behaviours that government
is seeking to change. For example, if
the norm within a peer group is to go
out and drink to excess, it is unlikely
that lasting behaviour change will be
achieved unless that norm is addressed.
For the young people in that group,
the views and behaviour of their peers
will be a more powerful influence than
information provided by other sources.
Descriptive and injunctive norms
The social pyschologist Robert Cialdini
distinguishes between two types of
social norm: ‘descriptive norms’ and
‘injunctive norms’.24
Descriptive norms
fit the description of social norms set out
above: that is, we base our own behaviour
on how other people act. Injunctive
23 Goldstein N, Martin S and Cialdini R (2007), Yes! 50 Secrets from the Science of Persuasion, Profile, London.
24 Cialdini R, Kallgren C and Reno R (1991), ‘A Focus Theory of Normative Conduct: a theoretical refinement and re
evaluation of the role of norms in human behaviour’ in Advances in Experimental Social Psychology vol 24, 201–34.24
25. 70
What influences peoples’ behaviour?
norms are the rules and regulations that
tell us what we should do. Often, the
two types of norm align but sometimes,
as in Tim Jackson’s motorway driving
example (see right), this is not the case.
The risk of unintended
consequences
Communicators must be aware of the risk
of making the behaviour they are seeking
to change seem as if it is widespread
and therefore acceptable. For example,
in seeking to highlight the problem of
missed appointments, hospitals and GP
surgeries will often cite the number of
people that fail to turn up. It has been
argued that this approach runs the risk of
inadvertently legitimising the behaviour –
other people are doing it, so why shouldn’t
I? An alternative would therefore be to
focus instead on the fact that the vast
majority of people do turn up on time.
Similarly, it has been argued that raising
awareness, particularly of risky health
behaviours such as heavy drinking or
drug taking, may serve to exacerbate the
problem. Research in the US into the
different approaches taken by colleges
to try to reduce alcohol consumption
found that most campaigns highlighted
the ‘descriptive norm’, that is the high
consumption of alcohol. Through
the use of trial communications, the
team found that such messages could
actually encourage those students who
drank less than the amount described
to increase their consumption to the
level presented as the norm.25
70
‘Tim Jackson gives the
example of motorway
driving (Jackson 2005):
if other drivers around
him are driving over the
speed limit, he may be
likely to do the same
(following the descriptive
not the injunctive norm).
If he sees a police car
up ahead, he is likely
to reduce his speed;
the police car performs
a focusing function,
making the injunctive
norm salient. The police
car also provides an
element of ‘surveillance’,
the sense of foreboding
that sanctions may be
imposed which is a
requirement for adherence
to injunctive norms. The
focusing function is also
required in activating
descriptive norms.’26
25 Schultz PW, Nolan JM, Cialdini RB, Goldstein NJ and Griskevicius V (2007) ‘The Constructive, Destructive,
and Reconstructive Power of Social Norms’, in Psychological Science, vol 18 No. 5, 429–34.
26 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview of behaviour change
models and their uses, HMT Publishing Unit, London. 25
26. Communications and behaviour change
While there are instances of social
norms changing rapidly, this has often
been as a result of legislative change,
for example the ban on smoking in
public (smoking had already become
less acceptable, but the ban made it
even more so). More commonly, social
norms change slowly, and therefore,
in the absence of legislative change, a
long-term approach will be required as
it will take time for any changes to filter
through and become commonplace in
society. In other words, a short burst of
communications activity alone is unlikely
to be effective in shifting a social norm.
Environmental factors
In order to understand why people behave
in the way they do, it is essential to take
into account the physical conditions
and environment in which they live.
Environmental factors can be hugely
significant in determining how an
individual will behave. Before behaviour
change can occur, the right ‘facilitating
conditions’27
must be in place in both
the individual’s local (exo) environment
and the wider (macro) environment.
The local (exo) environment
However motivated we are to behave in
a certain way, if our local environment
puts barriers in the way of that behaviour
it is unlikely that we will succeed. For
example, an individual may be strongly
motivated to use public transport
instead of a car, but if there is little
access to public transport in their area,
it will be difficult if not impossible for
them to change their behaviour.
Another example is recycling.
Before kerbside collections became
commonplace, anyone wanting to
recycle needed not only the motivation
to recycle but also the commitment to
find a recycling facility and access to
transport. To be effective, communications
aimed at persuading people to recycle
needed to go hand in hand with
improving access to recycling facilities.
The wider (macro) environment
Factors that operate at a national
or even international level can also
have a huge influence on individual
behaviour. Wider or macro environmental
factors can include technology, the
economy, taxation and legislation.
Most social psychological behavioural
models do not make explicit reference to
external factors. The Theory of Planned
Behaviour (see page 31) looks at
environmental factors within the context
of ‘perceived behavioural control’, while
the Theory of Interpersonal Behaviour
(see page 32) considers external factors
as part of ‘facilitating conditions’.
Although few models reference specific
environmental factors, it is essential
that communicators take them fully into
account. Systems mapping or similar
exercises at the start of any interventions
planning should identify the factors
influencing behaviour at this level. Social
psychological models can then be used
to identify factors and plan interventions
at the personal and social levels.
27 Triandis H (1977), Interpersonal Behavior, Brooks/Cole, Monterey, California.26
27. What influences peoples’ behaviour?
The implications for
communicators
Broadly speaking, factors influencing
behaviour at the environmental level will
often be tackled through policy or delivery
interventions, for example by making
changes to regulations or the provision of
services. Communications nevertheless
have an important role to play.
Communications can provide vital support
for policy interventions, for example
by providing information about new
legislation (such as the reclassification
of cannabis) or promoting local services.
In such cases, more traditional forms
of advertising may be appropriate.
Communications can also influence
environmental factors by helping to
frame the discourse on particular issues.
While this may challenge ‘traditional’
definitions of the role of communications,
it is an important point to consider,
particularly where government is seeking
to influence behaviours that are deep-
seated and difficult to change.
Participative approaches such as citizens’
summits, workshops or online dialogue
draw on theories of learning and change
which argue that sustainable change
cannot be imposed. Rather, people
need to play an active role in the change
process. Communications could be
used, for example, to recruit people
into programmes that empower them
to change the environment themselves
or to highlight local problems, thus
creating the momentum for change.
Even where hard policy levers are
applied, individuals may fail to respond
in a ‘rational’ way (see page 15). Litter
penalties are one example of this. Since
2006, councils have had the power to
issue fixed penalty notices to anyone
dropping litter in public. However, littering
remains a major problem, even in areas
where those penalties are enforced. In
such cases, communications can play a
crucial role alongside policy interventions
by seeking to persuade people to adopt
or advocate a particular behaviour.
Key learnings
• We cannot rely on people to make
rational decisions based on the
information provided, and we cannot
assume that changing attitudes will
lead to a change in behaviour.
• Social factors are powerful, and
social norms are deeply entrenched.
Change in social norms is often slow
to happen, and communications
are likely to be most effective when
working with other interventions in
shifting social norms.
• Communications will often
provide valuable support for
policy interventions in influencing
environmental factors.
27
28. Communications and behaviour change
Change4Life
The cross-government Obesity Team’s Change4Life
campaign aims to help families improve their long-term
health by making positive changes to their lifestyle.
The Foresight report
Tackling Obesities: Future
Choices28
concluded that
obesity is caused by a wide
range of factors, including
environmental, economic,
media, educational and
technological factors,
and that tackling it calls
for a multi-faceted,
cross-societal approach.
Change4Life, which
was launched in 2009,
therefore forms part of a
wider cross-government
strategy, Healthy Weight,
Healthy Lives, which
includes initiatives such
as building safe places to
play, promoting healthy
food in schools and
the development of an
active transport policy.
There is no behaviour
change model for obesity
prevention, so the
Change4Life team based
its marketing campaign on
a hypothetical behaviour
change journey derived
from a review of behaviour
change theories and
research with the target
market. The plan is to
adapt the hypothesis as the
campaign progresses.29
The right conditions
for change
The most relevant models
included Robert West’s
‘PRIME’ Theory, the Theory
of Planned Behaviour,
Social Cognitive Theory
and Social Capital Theory.
The team agreed that the
programme should be
split into two steps: first,
creating the right conditions
for behaviour change;
and second, supporting
people on their behaviour
change journey. Findings
from the Tobacco Control
campaign (see case study
on page 43) suggested
that the conditions for
behaviour change included
being dissatisfied with
the present, having a
positive image of the
future and having specific
triggers for action.
The marketing plan was
therefore split into six
phases, which map on
to the behaviour change
journey shown opposite:
• Pre-stage: engaging
with workforces and
partners, including
local service providers
and NGOs, both face
to face and through
direct marketing.
• Phase 1: reframing
obesity as relevant to
the target audience
groups with the aim of
encouraging a social
movement, using TV,
print and outdoor
advertising, PR, a
helpline, a campaign
website and fulfilment
materials, and by
building partnerships.
• Phase 2: personalising
the issue by making
people realise that their
behaviours could be
putting themselves and
their families at risk. The
main mechanism for
this was a questionnaire,
asking families about
a typical day in their
lives. Responding to this
questionnaire triggered
individualised advice and
guidance. Activity was
targeted at postcodes
with the highest risk
of obesity.
28 Vandenbroeck P, Goossens J and Clemens M (2007), Tackling Obesities: Future Choices
– Building the Obesity System Map, Government Office for Science, London..
29 Department of Health, Change4Life marketing strategy, 2009.2828
29. What influences peoples’ behaviour?
• Phase 3: defining the
eight behaviours families
should adopt and
promoting them through
advertising and a range
of partners, using
direct and relationship
marketing and focusing
activity on areas where
target audience groups
were most likely to live.
• Phase 4: inspiring
people to change
through real-life stories
in the local and national
press, and locally
targeted activities.
• Phase 5: ongoing
support and
encouragement
for at-risk families
going through the
change process,
delivered by post
and online.
Impact
Although it is too early in
the campaign to validate
all the assumptions
made about behaviour
change, early results
suggest that behaviour
is being influenced
by the campaign.
The ultimate aim is to
establish a correlation
between campaign
response, behaviour
change, altered weight
status and improved
health outcomes.
Measuring Change4Life’s impact through the behaviour change journey
Reaching
at-risk families
Helping families
understand
health
consequences
Convincing
parents that
their children
are at risk
Teaching
behaviours to
reduce risk
Inspiring people
to believe they
can do the
behaviours
2929
Creating desire
to change
Triggering
action
Supporting
sustained
change
30. Communications and behaviour change
Behaviour models:
some examples
Models help us to understand the
underlying factors that influence
behaviour. There are many different social
psychological models, some specific to
particular behaviours and others more
general, and it is worth spending time
identifying which are most appropriate to
the behaviour you are seeking to influence.
It is likely that you will identify a number
of models that are relevant to the
behaviour you are seeking to influence.
From these, you will be able to identify
those factors where communications are
likely to have an impact. As discussed
previously, models should be used
in conjunction with other evidence to
build up as comprehensive a picture as
possible of the behaviour in question.
The three examples of models included
here have been selected because they
represent the differing levels of complexity
and scale that can be found in models:
• The Theory of Planned Behaviour:
provides an example of an intention-
based model. It is also one of
the best-known and widely used
behavioural models.
• The Theory of Interpersonal Behaviour:
builds on intention-based models by
including other factors, notably habit.
As discussed above (see page 17) this
factor is a major influence on many
of the behaviours that government is
seeking to change.
• The Needs, Opportunity, Ability model
refers explicitly to environmental-level
factors, something that is relatively rare
in social psychological models.
For a more comprehensive list of
models, see the appendices to the
GSR Review30
which cover over 60
social psychological and behavioural
models and theories and includes an
appendix matching behaviour types
or domains (for example environment,
health or transport) to models.
30 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An
overview of behaviour change models and their uses, HMT Publishing Unit, London.30
31. What influences peoples’ behaviour?
Ajzen’s Theory of Planned Behaviour (1986)31
Evaluation of
outcomes
Beliefs about
what others think
Beliefs about
outcomes
Attitudes towards
the behaviour
Intention Behaviour
Relative importance
of attitude and norm
Subjective norm
Perceived
behavioural control
The Theory of
Planned Behaviour
The Theory of Planned Behaviour (TPB)32
is a well-known model that has been
fairly widely used in the past, in part due
to its relative simplicity and ease of use.
According to the model, the key factors
influencing behavioural intention are:
• attitudes towards the behaviour;
• subjective norms and;
• perceived behavioural control or agency.
Intention is seen as leading directly
to behaviour.
The TPB is an ‘adjusted expectancy
value model’. Whereas an ‘expectancy
value’ model is based solely on attitude,
the TPB also recognises the influence
of the ‘subjective norm’ (that is, how
socially acceptable an individual believes
their behaviour to be). It also includes
‘perceived behavioural control’, defined
in this case as the ease (or otherwise)
of performing the behaviour in question
(see page 18, on self-efficacy).
For these reasons, the model is seen as
providing a more accurate prediction
of behaviours than models based solely
on attitude. Nevertheless, the TPB
remains an intention-based model.
Given that behaviour is driven by many
factors other than intention, the model
may be more effective at predicting
intention than actual behaviour.
31 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An
overview of behaviour change models and their uses, HMT Publishing Unit, London.
32 Ibid. 31
32. Communications and behaviour change
Triandis’ Theory of Interpersonal Behaviour (1977)33
Evaluation of
outcomes
Beliefs about
outcomes
Attitude
Intention
Habits
Behaviour
Facilitating
conditions
Roles
Self-concept
Norms
Social factors
Emotions Affect
Frequency of
past behaviour
The Theory of
Interpersonal Behaviour
Harry Triandis’ Theory of Interpersonal
Behaviour (TIB) also defines intention
as one of the key factors influencing
behaviour. However, unlike the TPB,
it also recognises the role of habit
and acknowledges the importance of
environmental factors (called ‘facilitating
conditions’ in the model). Triandis also
recognised that behavioural intention is
influenced by emotions and social factors,
elements not included in the TPB.
Of the three directly influencing
factors (habit, intention and facilitating
conditions), Triandis saw habit as the
most influential. He also believed that
its influence increased over time and,
therefore, that the influence of intention
decreased. The more times a behaviour
is repeated, the more automatic
and less deliberative it becomes.
While the TIB is less widely used
than the TPB, it can be particularly
helpful in relation to regular/habitual
behaviours such as car use.
33 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview
of behaviour change models and their uses, HMT Publishing Unit, London.32
33. What influences peoples’ behaviour?
Velk et al’s Needs Opportunities, Abilities model (1997)34
Technology Economy Demography Institutions Culture
Motivation Behavioural control
Needs
Relations, development, comfort, pleasure, work,
health, privacy, money, status, safety, nature,
freedom, leisure time, justice
Intention
Consumer behaviour
Subjective well-being, environmental quality
Opportunities
Availability,
advertisement,
prices, shops
Abilities
Financial, temporal,
spatial, cognitive,
physical
Needs, Opportunity, Ability
The Needs, Opportunity, Ability
(NOA) model of consumer behaviour
is a good example of a model that
explicitly incorporates factors at
the environmental level.35
NOA consists of an intention-based
model of individual behaviour ‘nested’
within a model that shows the influence
of macro-level environmental factors.
At the individual level, intentions are
formed through both ‘motivation’ (which
is driven by needs and opportunities) and
‘behavioural control’ (agency) (which is
driven by opportunities and abilities).
At the macro level, needs, opportunities
and abilities are influenced by the five
environmental factors at the top of the
model: technology, economy, demography,
institutions and culture. The model
shows a two-way relationship between
environmental factors and consumer
behaviour, with a large ‘feedback loop’
linking the top and bottom levels.
Perhaps because of its greater complexity,
the NOA is used less frequently than
either the TPB or the TIB. However, it
provides a valuable demonstration of
how environmental factors can influence
behaviour and shows clearly that
focusing only on personal factors will
not be enough to bring about change.
‘The NOA emphatically shows the
interaction between individual
and society, and demonstrates
the need for interventions to work
on multiple levels of scale.36
The FRANK case study (overleaf)
provides a practical example of how a
behavioural model has been used to
inform a communications strategy.
34, 36 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An overview of behaviour change models
and their uses, HMT Publishing Unit, London.
35 Gatersleben B and Vlek C (1998), Household Consumption, Quality of Life and Envrironmental Impacts: A Psychological
Perspective and Empirical Study, in Noorman KJ and Schoot-Viterkamp, AJM (eds), Green Households? Domestic Consumers,
Enviroment and Sustainability, Earthscan Publications, London.
33
34. Communications and behaviour change
FRANK
In 2005, the FRANK campaign team set out to adopt a
more targeted approach to communicating with young
people about drugs
Desk research into the best ways of
communicating with young people
about drugs37
identified Gibbons and
Gerrard’s Dual Path Theory38
as an
effective way of addressing risk issues
where there was no direct correlation
between attitude and behaviour.
Dual Path Theory
behavioural model
Gibbons and Gerrard’s model reflects
the fact that drug taking involves
rational, irrational and social factors
and informs four potential roles for
intervention communications:
• boosting young people’s resistance
(behavioural willingness);
• encouraging young people to see drug
use as marginal rather than mainstream
(subjective norms – peers’ behaviour);
• emphasising the risks involved in taking
drugs (personal vulnerability); and
• undermining the image of drug users
(risk images).
Insights and implications
The model research yielded a number
of valuable insights. The first was that if
a young person has previously used a
drug, this will inform their future drug-
taking behaviour. Communications
therefore work best when they are
targeted at young people before they
become regular drug users. The
FRANK campaign is not interested in
outright rejecters, so resources have
been focused on young people who
are thinking about taking a drug for
the first time and occasional users.
Secondly, younger adolescents (11–14
years old) are heavily influenced by
their peers. Even where there is a
strong intention not to use drugs, their
high level of behavioural willingness
means that they will look to their peer/
Previous behaviour
Attitudes
(personal vulnerability)
Behavioural
intention
Risk behaviour
Behavioural
willingness
Subjective norms
(peers’ behaviour)
Risk images
Social
comparison
37 Darnton A (2005), Understanding Young People’s Drug Use, Desk Research Report One: Commentary, for FRANK
and COI, London.
38 Gibbons F, Gerrard M and Lane D (2003), ‘A Social Reaction Model of Adolescent Health Risk’ in Suls J and
Wallstone K (eds), Social Psychological Foundations of Health and Illness, Wiley-Blackwell, Malden, Massachusetts.
34
35. What influences peoples’ behaviour?
social group when making a decision.
Messages therefore encouraged this
group to contact FRANK for expert advice
rather than listening to their friends.
They also indirectly promoted negative
perceptions of drug users and
emphasised the risks of drug taking.
The campaign focused on cannabis, the
most prevalent drug for this age group.
Thirdly, young people aged 15+ tend to
think more rationally about the risks of
drugs and be more drug experienced.
Their decisions are more likely to be
informed by their own sense of personal
vulnerability as well as by their peer/social
group. Messaging for this group therefore
focused on the risks involved in using
drugs (mainly cocaine) and on building
up trust and confidence in FRANK.
Impact
This model-driven approach to the
campaign is reflected in its evaluation.
Key performance indicators (KPIs)
include the number of young people
contacting FRANK, increasing awareness
of the risks, strengthening resistance
and promoting negative perceptions of
drug users. The campaign has achieved
considerable, measurable success in these
areas since the model was adopted.
Knowing and trusting FRANK
as the expert on drugs:39
• Total awareness of the FRANK
campaign among the target group
is 90 per cent.
• FRANK is the most trusted source
of drug information and advice for
young people
– 81 per cent trust FRANK to provide
them with reliable information;
– 59 per cent would turn to FRANK for
information about drugs, compared
with 44 per cent who would turn to
their mother, 22 per cent who would
turn to their friends and 20 per cent
who would turn to their doctor.
Perceived risk of drugs (of
cannabis among the 11–14s and
cocaine in the 15+ group):
• The percentage of 11–14-year-olds
agreeing that cannabis is very likely to
damage the mind rose from 45 per cent
in April 2006 to 63 per cent in April
2009.
• After the last burst of cannabis
advertising (February 2009), 74 per
cent said the advertising made them
realise that cannabis is more risky than
they thought.
• After the last burst of cocaine
advertising (January 2009), 67 per cent
said the ads made them realise that
cocaine is more risky than they thought.
Negative perceptions of drug users
(negative average out of 10):
Drug user March April March 5 April
2006 2007 2008 2009
Cannabis40
7.2 7.5 7.5 7.7
Cocaine41
7.4 7.6 7.8 8.0
Note: The higher the score the more negative
the perception is of users of that drug.
Building young people’s resistance skills
• After the last burst of cannabis
advertising, 73 per cent said that the
advertising made them less likely to take
cannabis in the future.
• After the last burst of cocaine
advertising, 62 per cent said that the
campaign made them less likely to take
cocaine in the future.
39 Tracking survey (Synovate).
40 Base: young people who have never used cannabis.
41 Base: young people who have never used cocaine.
35
36. Communications and behaviour change
Key learnings
• Models should be used as tools to
identify factors that influence the
behaviour you are seeking
to change.
• You may find that there are
a number of models that are
relevant to the behaviour.
• Not all models include factors at
the environmental level, but it is
nevertheless critically important to
identify these and build them into
your planning.
• Models should be used in
conjunction with primary research
and other evidence to build up
a full picture of the behaviour.
This can then be used to develop
an intervention/communications
strategy.
Understanding how
behaviour changes
In the section headed ‘Understanding the
factors that influence behaviour’ (see page
15) we looked at the various factors that
can influence behaviour. In this section,
we will look at some theories on how
behaviour actually changes. Anyone
working on communications aimed at
influencing behaviour will need an
understanding of the main theories of
behaviour change and their implications
for communications.
The Stages of Change
The best-known theory of behaviour
change is the ‘Stages of Change’ model,42
developed in the late 1970s and early
1980s by James Prochaska and Carlo
DiClemente and based on smokers’
approaches to giving up cigarettes.
Since then, this model has been used for
a wide range of primarily health-related
behaviours, including weight loss and
alcohol and drug problems. The central
idea is that behaviour change comprises
six stages, with people progressing from
one to the next at their own pace.
The six stages of change are:
1. Pre-contemplation: The individual has
no intention of changing their behaviour
in the foreseeable future (usually
defined as the next six months),
possibly because they have not yet
acknowledged that there is a problem
behaviour that needs to be changed.
2. Contemplation: The individual
acknowledges that their behaviour
needs to change. While they are not yet
ready to change, they intend to do so
within the next six months.
42 See Prochaska J and Velicer W (1997), ‘The Transtheoretical Model of Health
Behaviour Change’, American Journal of Health Promotion, 12(1), 38–48.
36
37. What influences peoples’ behaviour
3. Preparation: The individual is preparing
to change their behaviour within the
next month and may already have
devised a plan of action.
4. Action:The individual has changed
their behaviour within the past six
months.
5. Maintenance: The individual is actively
maintaining the changed behaviour
(although they can still relapse at this
stage).
6. Termination: The new behaviour
is embedded and the individual is
confident that they will not relapse.
Their self-efficacy (see page 18) is high.
Individuals are segmented by stage.
‘Staged-matched interventions’ have been
devised and provide suggestions as to how
people at each stage can best be moved
forward. Over recent years, however, the
model has been subject to criticism, with
some arguing that there is no evidence
that stage-matched interventions are any
more effective than other interventions,
and that interventions can work at
any stage of the change process.
Nevertheless, the model can provide
a useful way of identifying where
an individual is in their ‘change
journey’ and understanding what this
means for targeting and messaging.
For instance, individuals who are
interested in changing their behaviour
(ie who are in the ‘contemplation’
stage) may be a useful primary target
for any communications activity.
Rogers’ Diffusion
of Innovations
This well-known theory seeks to explain
how new ideas and technology spread
through society by ‘diffusion’, defined
as ‘the process by which an innovation
is communicated through certain
channels over time among the members
of a social system’.43
Its basic premise
is that people fall into the following five
categories, according to how likely they
are to adopt particular ‘innovations’:
1. Innovators: The first to adopt. As a
group they are more willing to take
risks. They also tend to be young and
to belong to the higher social classes.
2. Early adopters: Tend to be seen as
opinion leaders among the later adopter
groups and, like innovators, tend to be
younger and from higher social classes.
3. Early majority: Later to adopt than
innovators and early adopters.
Innovation ‘spreads’ through contact
with early adopters. They are also seen
as opinion leaders by some.
4. Late majority: Adopt innovations later
than average and tend to be more
sceptical than the above groups.
They are less likely to show opinion
leadership than groups 1, 2 and 3,
and have less contact with earlier
adopter groups.
5. Laggards: Adopt innovations later than
all the other groups. Laggards tend to
be older and are not usually opinion
leaders. Their networks tend to be
limited to family and close friends.
43 Rogers E (1995), Diffusion of Innovation, Free Press, New York.
37
38. Communications and behaviour change
It is notable that the groups most likely
to adopt an innovation early on tend to
demonstrate higher levels of opinion
leadership (that is, to be held in high
regard and have their opinion respected
by others). Opinion leadership is often
subject-specific; it is possible to be an
opinion leader in relation to one innovation
but a follower with regard to another.
Rogers argues that adoption depends
on access to ‘information’ about the
innovation, and that this information
should be tailored to the group.
According to the theory, innovation
spreads gradually through the first groups.
When the level of adoption reaches
between 10 and 20 per cent (Gladwell’s
‘tipping point’44
) the rate of adoption
suddenly increases steeply before levelling
off at around 80 to 90 per cent. Diffusion
itself also follows a five-stage process:
1. Knowledge: The individual is aware of
the innovation but lacks information
about it.
2. Persuasion: The individual becomes
interested in the innovation and seeks
information about it.
3. Decision: The individual weighs the
pros and cons and decides whether or
not to adopt the innovation.
4. Implementation: The individual adopts
the innovation.
5. Confirmation: The individual decides to
continue using the innovation.
The theory is based on a deliberative
linear process similar to that shown in the
AIDA marketing model (see page 15). The
individual decision as to whether or not
to adopt the innovation is very ‘rational’.
This theory of change has been widely
used in commercial marketing, principally
in relation to the adoption of new
technologies and products rather than
behaviours. Nevertheless, the concept
of opinion leaders as important agents
of change is a useful one, as is an
understanding of how change spreads
through society. Both these factors support
the case for using communications
to target opinion leaders (in the hope
that they will then spread the message
and encourage take-up among others)
and for peer-to-peer marketing that
exploits the power of social networks.
Key learnings
• As well as understanding the
factors that influence behaviour,
it is important to understand how
behaviour changes.
44 Gladwell M (2000), The Tipping Point: How Little Things Can Make a Big Difference, Little, Brown, London.38
40. Communications and behaviour change
EMBEDDING
BEHAVIOURAL
THEORY
40
This section focuses on how behavioural theory can be used
to support the practical planning, delivery and evaluation of
communications. This will help to ensure that communications
are designed with a realistic understanding of what they can be
expected to achieve, within what timescale and at what cost.
41. Embedding behavioural theory
‘What influences people’s behaviour?’
demonstrated some of the ways in
which behavioural theory can help
us understand human behaviour.
However, it also highlighted some of the
complexities of the field, and showed
that there is no one simple way of
addressing communications challenges.
The process set out here recognises
and reflects that complexity, but is
nevertheless designed to be practical.
It is not prescriptive; rather, its aim is
to show how behavioural theory can
be used to support the development of
a robust communications model. We
appreciate that communications teams
are often working to tight time constraints.
This process is designed to be usable
and achievable within tight deadlines,
and can be adapted to work within
both shorter and longer timescales.
For clarity and simplicity, we have
split the process into five steps, as
shown in the figure overleaf..
The five-step process
Many communications and policy
formation projects are already broadly
following all or some of these steps.
However, what is often missing is any
systematic attempt to utilise the value
of behavioural theory throughout the
process and to share knowledge between
all of those involved in developing
interventions, including communications
teams and their agencies.
At each stage of the process, an
example drawn from the Department
of Health’s Tobacco Control project
brings the theory to life by showing how
that step could operate in practice.
‘We need an even better understanding of human
behaviour, not just to arrive at the optimum solution
in terms of motivation but also to understand how
to get as close as possible to the behaviour under
investigation to stand the greatest chance
of influencing it.’ Judie Lannon45
45 COI/IPA (2008), How Public Service Advertising Works, World Advertising Research Centre, London.
41
42. Exploration – wide range of thinking
Reducing focus down to solution
The five-step process
Communications and behaviour change
42
1 Identifying behaviours
2 Understanding the influences by audience
3 Developing a practical model of influences on behaviour
4 Building a marketing framework
5 Developing a communications model
Why use the five-step
process?
Identifying, translating and applying
relevant behavioural theory from
the outset will help you to:
• make sure that the right questions are
asked and the right people are involved;
• build close working relationships
between communications and policy
teams and external agencies;
• set clear expectations as to what
communications can achieve;
• identify new roles for communications;
• identify the types of agencies that
should be involved in the process and
ensure that their energies are focused
on addressing the challenge, rather than
defining it; and
• support robust evaluation based
on a clear, shared understanding
of objectives and the role of
communications in achieving them.
43. Embedding behavioural theory
In practice: background to the strategic review of the
Tobacco Control campaign
The behavioural goal of the Department of Health’s Tobacco Control
marketing and communications strategy 2008–10 is to help reduce
smoking prevalence to 21 per cent among the general adult population
and to reduce the prevalence among routine and manual workers to
26 per cent.
Before a recent strategy review, Prochaska and DiClemente’s Stages
of Change model (see page 36) played a major role in shaping
communications activity. The model was used both to focus the creative
targeting of campaigns (for example, campaigns about NHS Stop Smoking
services targeted those in the preparation phase) and to evaluate them
(for example, analysis of campaign tracking data was based on the stages
within the model).
For one part of the campaign, the ‘Together’ programme, the Prochaska
model has formed the basis of the entire contact strategy. Together,
which is still in use, offers remote support to move potential quitters from
preparation to maintenance (that is, from stage 3 to stage 5 of the model).
The blueprint for content creation and the timing of messages are entirely
dictated by the model.
However, while the Stages of Change model has been invaluable in
structuring thinking, it is a model about how behaviour changes, not what
influences behaviour. Many important influences in smoking cessation –
such as the impact of legislation and pricing – are ‘off the model’ and not
explicitly described.
Moreover, there was growing clinical evidence that interventions tailored
around the model were no more effective than untailored approaches.
The strategic review of Tobacco Control communications presented an
ideal opportunity to survey the behaviour change landscape and identify
a more appropriate model.
43
44. Communications and behaviour change
Step Key questions Outcome
Step 1 • Are we addressing single or multiple behaviours?
Ex
Agreed target behaviours
Identifying • How do we break down the issue into its component behaviours?
plo
behaviours • How do multiple behaviours relate or group?
ration
• Who do we want to undertake the behaviour?
• What is the desired and current behaviour?
• Does the behaviour involve people starting, stopping, maintaining
or preventing?
1 Identifying behaviours
Step 1 involves identifying the
behaviour or behaviours that your
policy and/or communications
activities are seeking to influence.
As previously mentioned, sometimes
government communications will seek
to influence a single behaviour – for
example, getting drivers to reduce their
speed. But many of the more complex
issues government is seeking to address,
such as climate change and obesity, will
require changes in multiple behaviours.
If you are aiming to influence a single
behaviour, or the component behaviours
have already been identified, go straight
to step 2. If not, your starting point should
be to identify all the relevant behaviours
relating to your policy and communication
goals (which may not necessarily be
the same) (see pages 13–15 for more
detail). Otherwise, it will be impossible
to develop an understanding of the
factors that influence those behaviours.
Step 1 in practice: the
Tobacco Control campaign
The Department of Health identified
two key behaviours that it would need
to influence in order to reduce smoking
prevalence:
• whether or not an individual chooses
to make a quit attempt; and
• the method by which they choose
to quit.
By getting more people to make quit
attempts the aim is to increase the
‘market’ for quitting. In influencing ‘how’
people quit, the aim is to increase the
overall success of quit attempts. Evidence
shows that some methods of quitting are
more successful than others: for example,
smokers who quit with NHS Stop Smoking
services are four times more likely to
succeed than those who go ‘cold turkey’.
44
45. Embedding behavioural theory
Step Key questions Outcome
Step 2 • What factors are at play at the following levels:
Ex
Detailed understanding of all
Understanding – personal (for example habit, emotions, confidence, knowledge,
plo
influencing factors
the influences biases or mental shortcuts)?
ration
by audience – social (for example is the behaviour with or against social norms,
peer pressure, who will influence and how strongly)?
– local and wider environmental (for example access, price,
opportunity, services, proximity)?
• How do factors differ across audiences? How does their importance
vary across different audience groups?
2 Understanding the
influences by audience
The next step is to identify all the factors
influencing the behaviour(s) that relate
to your policy and communication goals.
These factors will vary among different
audience groups. Behavioural theory
should play an important role in this task.
The factors influencing behaviour can be
divided into broad levels: personal, social
and environmental (both local and wider).
(See pages 15–27for more detail.) You will
need to consider factors at all these levels.
Note that this may mean considering
more than one behavioural model and
looking at other relevant theories.
The GSR Review46
describes over 60
models and theories and includes
an appendix that matches behaviour
types or domains (eg environment,
health, transport) to models. This can
be a useful starting point for identifying
relevant models and factors that
influence the behaviour(s) in question.
Generating behavioural insight
As noted above, behavioural models and
theories are often based on a theoretical
‘everyman’. Models do not always indicate
the relative importance of factors, and
some are developed with a specific
behaviour in mind. To develop meaningful
insights into the reasons why people
behave as they do, you will need to draw
on other information (including primary
research) as well as on behavioural theory.
In practice, steps 1 and 2
are likely to be iterative.
Exploring the factors that
influence one behaviour
might highlight another
behaviour that could be
easier to influence, or
where communications
have a more obvious
role to play. In this case,
you will need to go back
to step 1 and add the
‘new’ behaviour to your
list before proceeding
again to step 2.
Personal
Social
Local environment
Wider environment
46 Darnton A (2008), GSR Behaviour Change Knowledge Review. Reference Report: An
overview of behaviour change models and their uses, HMT Publishing Unit, London. 45
46. Communications and behaviour change
Creating an accurate
segmentation will mean
exploring people’s
claimed behaviours;
intentions; attitudes;
physical, practical and
psychological barriers;
motivations; goals; and
levels of self-efficacy.
You may also wish to
find ways of linking
the segmentation with
data describing the
actual behaviour of
different groups.
Consider links to
planning tools such as
TouchPoints,47
TGI48
and
MOSaIC,49
which leave
detailed information
on demographics,
geodemographics, life
stage, media consumption
and attitudes, supporting
the segmentation
process. The tools will
help to ensure that
your segmentation is
actionable, and are best
used to supplement your
own primary research.
The Cabinet Office has
produced guidance
on segmentation.50
Behavioural
insight
Behavioural
theory
Previous experience/
understanding of
audience, issue
and behaviour
Primary research
Combining sources to generate
‘behavioural insights’
The figure above shows the range
of sources that will often need to be
used to help generate behavioural
insights. Techniques may include:
• drawing on the knowledge and
experiences of relevant stakeholders,
for example frontline service staff;
• reviewing and analysing existing
information (including relevant
behavioural theory) and data through
desk research;
• qualitative and ethnographic research
or customer immersion; and
• using semiotics to look at how
specific audiences construct and
understand meaning.
Behavioural insights can then help to
identify the most important influencing
factors – that is, those that have the
strongest influence on the behaviour
or behaviours in question.
Carrying out a bespoke segmentation
can help you identify how the factors
that influence behaviour affect
different audience sub-groups.
47 IPA TouchPoints is a consumer-focused
multi-media database designed to provide
insights into how people use media.
46 48 The TGI Survey enables an understanding of
consumer attitudes, motivations and behaviour.
49 MOSAIC classifies residential postcodes
into 12 lifestyle groups.
50 www.cabinetoffice.gov.uk/public_service_reform/
contact_council/resources/segmentation.aspx
47. Embedding behavioural theory
Segmentation in action: HMRC
When HM Revenue & Customs set out to segment its target audience by looking at the
factors that influence their behaviour in relation to tax, the first step was to scope the issue
through a large-scale data review and over 100 interviews. These were used to develop
a framework that identified the factors driving the way that people behave. Qualitative
research followed, and was used to design a major piece of quantitative research. The
findings pointed to five distinct segments, based on four dimensions: awareness (of
obligations); motivation (to comply); ability (to comply); and opportunity (to comply).
Step 2 in practice: the Tobacco Control campaign
The Department of Health used a number of different models and theories to gain further
insight into the factors that influence smoking behaviour, as well as primary research with
the target audience and interviews with academics and practitioners. A number of new
insights emerged from these sources.
Many theories identify the role of attitudes and beliefs in driving motivation. For smoking
cessation these operate in two ways: by shaping the desire to stop smoking (through beliefs
such as ‘smoking harms me and my family’); and by shaping positive images or a ‘vision’
of the future. This latter form of ‘positive motivation’ was particularly important, as primary
research among the target audiences identified that while many smokers had a strong
desire to stop smoking, there were far fewer positive associations with the concept of being
a ‘non-smoker’.
Robert West’s ‘PRIME’ Theory of motivation identified the need for a trigger as well as
motivation to drive a quit attempt. Previous marketing had sought only to drive motivation.
The concept of self-efficacy or agency (the extent to which an individual believes that
they can carry out a particular action successfully and that that action will bring about the
expected outcome) has been identified in many theories, including the Theory of Planned
Behaviour and the Theory of Reasoned Action. The role of self-efficacy was also highlighted
by NHS Stop Smoking service practitioners and is summarised in the model subsequently
developed (see below) as ‘confidence in ability to quit’.
The impact of social norms on behaviour is also explicit in many models, and research
among the target audience highlighted the role of peer pressure in driving both quit
attempts and relapse. This was captured in the model as an influence that drove ‘positive
environmental pressure to quit’.
Many other influences that operate at a cultural or environmental level – such as legislation
and price – play a very important role in driving cessation and influence the ‘environment’
for quitting.
Finally, in order to successfully change their behaviour smokers have to know how to
change successfully. In culture change models this is sometimes referred to as ‘practical
steps for action’.
47
48. Factors and behaviour
Communications and behaviour change
Step Key questions Outcomes
Step 3 • How do we prioritise the factors identified at step 2?
To
• Model of key influencing
Developing a • How do these factors influence current and desired behaviours?
wa
factors
practical model • What is the relative importance of the factors?
rds
• Understanding and/or
of influences on • Do we have data to measure the factors?
a
measurement of how the
behaviour • Can we build a data-driven model? factors work together and
• If we can’t, what are the pragmatic hypotheses we can work with
solution
their importance
and test? • Initial hypothesis about role
• What are our early hypotheses about how behaviour might change? of communications
• What are our early hypotheses about the role that communications
might play?
3 Developing a practical
model of influences on
behaviour
The insights into behaviour developed
at step 2 can now be used to develop a
practical model that brings together all
the relevant behaviours and influencing
factors, and which is based on a deep
understanding of the relationship between
current and desired behaviours and
the key influencing factors involved.
Sometimes, it will be appropriate to
adapt an existing model; at other
times, you will need to create a model
specifically for the task in hand.
Developing a practical model will require
input from people with a range of different
skills, including experts in behaviour (who
may well be academics) and experts in
policy and communication. This will help
ensure that the model works across all
interventions, not just communications,
ensuring consistency and coherence.
The model should be dynamic and
have a temporal element too it so that
it can adapt in line with changing
circumstances. For example, a model
developed two years ago might not take
into account the economic downturn,
and would need to be updated to reflect
the impact of this factor on customers’
attitudes, behaviours and intentions. The
simplest solution is to schedule regular
reviews into your planning process.
Whether it is data-driven or not, a
practical model is essential. It will help
to focus thinking about the behaviour(s)
in question and the influencing factors,
and can be used to develop a marketing
framework (see step 4 below).
Often, practical models
are developed both from
a behavioural theory
(explains behaviour)
and change theory
(explains how to change
behaviour) perspective.
48
49. Factors and behaviour
Embedding behavioural theory
Using the behaviour model to
create hypotheses of change
Interrogating the model can help you to
develop hypotheses about how change
might take place and (in the case of data-
driven models) to predict the role that
communications might play within the
wider intervention mix. This information
can then be fed into the marketing
framework (see step 4). You can use the
model to answer the following questions:
• Which influencing factors have the
biggest impact on the behaviour(s) we
are seeking to change?
• Where can communications legitimately
play a role?
• How much of our budget should we
allocate to communications and how
much to other interventions?
Testing the model
You can test your model by populating
it with data that measure factors and
behaviour (note that you may need to
use proxy data measures against some
inputs). It can then be used to predict
the outcomes of different interventions.
The data will need to be measured
over time to allow understanding
of how the behaviour changes.
Once you have data or proxy data for
each factor, you can use a statistical
technique for modelling the relationships
between variables (such as linear
regression or agent dynamics) to produce
a predictive tool. This can be used to
predict the response to future interventions
and also look at future trends.
Data-driven models should
always be created in
partnership with policy
colleagues. Such models
require considerable
resources, and may not
always be achievable at
the outset. In practice,
ongoing evaluation
should aim to create
a data-driven model
that can then be used
to adapt and refine the
communications strategy.
49
50. Communications and behaviour change
Step 3 in practice: the Tobacco Control campaign
The influences that were identified in step 2, along with the conditions for successful behaviour change,
are captured in this generalised model of smoking cessation (see figure).
Identifying the influences on behaviour change has shaped the Department of Health’s marketing and
communications strategy in many ways. Most profoundly, it has helped to define marketing objectives and
to develop the workstreams that contribute to meeting those objectives.
The department also developed a data-driven model that would quantify the impact of levers such as
price and legislation and help everyone involved gain a better understanding of the scale of the task for
communications. For example, when first developed in 2007, the model identified that the all-adult
prevalence target would be met but that the target for prevalence among routine and manual workers was
much more challenging. Among this audience, 530,000 smokers needed to quit in order to hit the target.
The model showed that communications should deliver 298,000 of these. The model is updated on a
regular basis as new information emerges, and it continues to be used to help set quantifiable targets for
communication and to aid budget setting.
Generalised and simplified smoking cessation behavioural model
Positive
environmental
pressure
Dissatisfaction
with the present
Positive vision
of the future
Motivation
Quit attempt Successful quit
Relapse
Trigger
Confidence in
ability to quit
Knowing how to
quit successfully
Physical
addiction
Habit
Legislation
Price Peer influence Social and cultural norm
s
Access
50
51. Embedding behavioural theory
Step Key questions Outcomes
Step 4 • What factors will marketing/interventions need to target?
To
• An understanding of the role
Building a • Where will communications play a role? What factors will they affect,
wa
of communications and the
marketing and how? Will they play a leading or supporting role?
rds
factors they are designed to
framework • What are the communications objectives?
a
influence
• What are our top-line evaluation metrics for these communications • An agreed set of
objectives?
solution
communications objectives
• How communications fit into
the wider picture
• Top-line metrics for
setting and evaluating key
performance indicators
4 Building a marketing
framework
Techniques such as systems thinking
(see page 13) and approaches such
as social marketing show the benefits
of looking at communications in the
context of all interventions rather than
in isolation. Communications should be
designed to complement and reinforce
other interventions. In the private sector,
this holistic approach is generally
seen as the key to effective marketing
and the most ‘joined-up’ companies
are usually the most successful.
The basic idea underpinning systems
thinking is that the whole is more than
the sum of the parts, and that putting
pressure on a single point will impact
on the rest of the system. For example,
if a police drug seizure reduces supply
but demand remains constant, the
price of drugs will increase and other
supply streams will open up. The main
purpose of the marketing framework is
therefore to show how all interventions
– including, for example, legislation,
enforcement and stakeholder engagement
as well as communications – can
work together to deliver change.
The framework will help to identify the role
– or roles – that communications can play.
Often, this will be to influence factors and/
or intermediate behaviours rather than to
have a direct effect on the end behaviour.
As the case study earlier shows (pages
34–35), one of the key aims of the current
FRANK campaign is to make drug use less
appealing by focusing on non-aspirational
and unattractive images of drug users.
In other cases, communications may
be used to support and maintain the
behaviour change once it has taken
place (for example, by supporting
people who have given up smoking
so that they don’t relapse).
It is important to recognise that, in some
instances, taxation and legislation (for
example) may be more effective than
communications in changing behaviour.
However, even in these instances
communications are likely to play a
supporting role. It is therefore important
to take care when identifying the role we
expect communications to perform.
Setting objectives and
writing a brief
The marketing framework should be
used to identify and set communications
objectives. In practice, these objectives
are often to change one or more of
the factors that influence behaviour,
rather than the end behaviour itself.
The communications objectives –
combined with an audience segmentation,
as described above (page 46) – can be
used to generate a high-level evaluation
matrix and plan. It is important to
remember that communications may need
to be assessed in terms of their impact
on influencing factors rather than on the
actual behaviour itself. Any evaluation of
communications must therefore form part
of a broader evaluation framework or at
least attempt to separate out the effect of
other influences and/or interventions.
51