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Less Guess_Jimerson_5.2.12
The document discusses using behavioral analysis to understand what motivates people to take certain actions. It recommends comparing those who do a behavior (doers) to those who don't (non-doers) to identify the most influential factors in motivating the behavior. An example analysis of condom use among youth found perceived social norms and perceived consequences were more influential for doers compared to non-doers.
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Less Guess_Jimerson_5.2.12
- 1. Less Guess AnnJimerson, Alive & Thrive, FHI 360 with Nutrition + Social and Behavior Change Working Groups
- 2. Less Guess(work) • Weneed to tell people WHAT they can do (the Behavior) • Knowledge isn’t always enough to motivate behavior • We don’t need to guess what motivates people. –Practice Doer/NonDoer analysis
- 4. The “Switch” framework •The ENVIRONMENT shapes people’s behaviors • People are of TWO MINDS: –RATIONAL SELF –EMOTIONAL SELF
- 5. Rider = Rationalself Elephant = Emotional self Path = Environment
- 10. Comparing Doers withNonDoers Doer = Currently does the behavior NonDoer = Does not currently do the behavior • How could comparing them help you know what really influences the behavior? • Why is it important to identify the most powerful key factors?
- 11. Doer/NonDoer Example • Caribbeansurvey of youth and young adults – Before using Doer/NonDoer analysis – After using Doer/NonDoer analysis
- 12. Caribbean Data #1 Surveyof Youth and Young Adults All Respondents Knowledge (Cannot tell by looking that someone has HIV) Perceived Risk (Yes, I am at risk for HIV/AIDS) 26% Self-Efficacy (I can use a condom) 59% Perceived Social Norm (My friends think I should use condoms) 47% Perceived Consequences (My partner will distrust me...) 45%
- 13. Caribbean Data #2 Survey of Youth and Young Adults Analyzed by Doers and NonDoers Knowledge (Cannot tell by looking that someone has HIV) 25% Perceived Risk (Yes, I am at risk for HIV/AIDS) 27% 58% Self-Efficacy (I can use a condom) 61% Perceived Social Norm (My friends think I should use 32% condoms) 62% Perceived Consequences (My partner will distrust 56% me...) 33% NonDoers (Never Used a Condom) who Agree Doers (Ever Used a Condom) who Agree
- 14.
- 15. "Half the moneyI spend on advertising is wasted; the trouble is I don't know which half." –John Wanamaker
- 16. No water I justfinished breastfeeding. So yummy. Did you drink some water to rinse your mouth? Oh no, I don’t even drink a little bit of water. Just a few drops of water can make us sick. Really? Breastmilk has enough water and all the nutrients you need. Mom, I don’t need additional water. There’s no need to worry if I’m thirsty or need to rinse mouth. Leading health organizations recommend that you feed me only breastmilk for the first 6 months. Breastmilk has enough water and nutrients for me to grow up healthy and smart. Breastmilk, the best for us, proven globally.
- 20. Applying 3 powerfulbehavioral determinants 1. If I do the behavior, I get something I want Perceived consequences = FUN! 2. I can do the behavior without much effort Skills, self-efficacy, barriers = EASY! 3. Other people, whose opinions matter to me, think I should do the behavior Perceived social norms = POPULAR!
- 21. Rider = Rationalself Path = Environment Elephant = Emotional self
- 22. Early initiation ofbreastfeeding Health Worker: It’s a girl! Mother: Give me my baby! Woman in background: You should give her honey! Mother: No, give her to me. I have to breastfeed. Doctor Apa told me… Doctor: A child needs breastmilk within one hour of birth. This makes the baby healthy and helps you produce milk. Health Worker: You can protect her from diseases by breastfeeding right now. And the baby should get nothing but her mother’s milk. Father: I’m lucky the mother of my baby is so intelligent. “Good nutrition helps children grow”
Editor's Notes
- #3 Over the last two years, I’ve talked with most of you about what motivates people to take on a behavior. One thing you all agree on is that “knowledge” is not enough.Last evening, each of us pulled upon our personal experience with physical activity to make this real. I think even those who are avid, committed exercisers must admit that it isn’t our concern for our cardiovascular health is not the thing that gets us out of bed on a dark or cold morning to work physically hard. There’s a lot more going on.Here’s what I took away from last evening exercise on exercise:It is critical for people to know WHAT to doWhat will really make a difference in people’s health?What is the behavior we are promoting?Knowledge isn’t enoughAwareness of the recommended action/behavior isn’t enoughBelief about the health outcome isn’t enoughWe don’t need to promote the health outcome – because almost everyone already believes thatThere are many frameworks and tools to decide what WILL help motivate behavior – we don’t need to guessTheory and experience tell us some basic motivators:EmotionBelief that doing the behavior will get us something we want – maybe beyond health outcomeConfidence we can do the behaviorFeeling we will have support for the choice, that we belong
- #4 Before we launch this session, I want to tell you about my favorite book on behavior change. Several of you will recognize this cover, because I’ve shared the book with you.Switchasks the following question: Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle, say the authors, is a conflict that's built into our brains. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants to exercise every morning to build cardiovascular health; the emotional mind wants to crawl back under the covers for an extra hour of sleep. The rational mind wants to believe the healthworker andstart feeding the baby an egg every day; the emotional mind loves the comfort of doing what has always been done. This tension can doom a change effort—but if it is overcome, change can come quickly. In Switch, the authors show how everyday peoplehave united both minds and, as a result, achieved dramatic results.This book brings togetherdecades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern we can use to make the changes that matter to us, whether our interest is in changing IYCF practices or changing our waistlines.They’ve taken all these data and fit the findings into a 3-part framework. The image they borrow is of an elephant mounted by a rider and lumbering down a path. The rider is the rational mind; the elephant is the emotional mind; and the path is the environment in which the person is deciding what to do. Let’s see how that looks.
- #5 Here, then, are the “big take-aways” from the day: IFPRI has led us in summing up the logic behind each of our programs with “program impact pathways” or PIPs. On the first drafts of the PIPs, some of you may recall that there was a big gap between “exposure to A&T programs” and “adopt the IYCF practice.” We’ve now filled in that gap –And the image of the rider/elephant/path has helped us name how the A&T strategies really work to change behaviors.This framework helps us to organize how we describe what’s going on. And we have access to plenty of tools:Program impact pathwaysSocial marketing principles and practicesBehavioral science theories and practiceDoer/NonDoer analysis to check our hypothesesThere is no need for guesswork!
- #6 We have Peter Gottert to thank for this visual. The path down which this particular elephant is working its way is paved. That makes for a pretty clear direction. Thinking about your experience with exercise, you told us yesterday about some of the things that make up your path – the things in your environment that make it easier or harder to exercise:Safe, well-lighted , nearby place to runGym membershipA festive park around a beautiful lakeYour partner’s encouragementYour doctor’s adviceFor some behaviors, all that’s needed is to Shape the Path. What looks like a people problem is often a situation problem. We call the situation (including the surrounding environment) the ‘Path.’ When you shape the Path, you make change more likely, no matter what’s happening with the Rider and Elephant.” Can you imagine a situation in which a change to your environment – and only that? – might make you exercise more? When you shape the Path, you make change more likely, no matter what’s happening with the Rider and Elephant.”
- #7 Take a look at this early Program Impact Pathway from one of our program components. We had pretty well captured the rider. Where do you see him?And there’s some of the path. Where do you see the environment?But part of the path is missing. We hadn’t captured the support ??Right here in this empty spot is where we can now define HOW we are influencing people’s behaviors. Let’s name “the elephant in the room.”
- #8 Take a look at this early Program Impact Pathway from one of our program components. We had pretty well captured the rider. Where do you see him?And there’s some of the path. Where do you see the environment?But part of the path is missing. We hadn’t captured the support ??Right here in this empty spot is where we can now define HOW we are influencing people’s behaviors. Let’s name “the elephant in the room.”