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![Results| Overview of trial results
- 63% of practitioners in the First Team [agreed
or strongly agreed that they have] changed the
way they have conversations*
- 64% of Care Direct call handlers have changed
the way they deal with calls*
‘’It’s a whole
mind-shift…”
(Practitioner - First Team
South)
‘’Made me see the person
differently…’’
‘’We talked about positive risk
taking where I normally wouldn’t
have.’’
‘’Made me see that the person had
a lot more going for them then I
would have normally realised.’’
(First Team South)
* Self reported via post trial surveys
Pioneers
72-77%
Prospectors
20-25%
Settlers
3%
77%
20%
3%
72%
25%
3%
Pioneers Prospectors Settlers
Managers All Staff](https://image.slidesharecdn.com/impower-ppmaseminar2016-160704134210/85/PPMA-Seminar-2016-Messaging-that-Makes-a-Change-42-320.jpg)
PPMA Seminar 2016 - Messaging that Makes a Change
The document discusses effective workshop messaging strategies to influence behavior rather than just changing attitudes, utilizing the 'values modes' framework to understand audience motivations. It highlights different audience categories—settlers, prospectors, and pioneers—and explains how tailored messaging can impact engagement and service delivery across various sectors. Additionally, it introduces the 'mindspace' model which emphasizes behavioral science principles for effective communication and change implementation.
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PPMA Seminar 2016 - Messaging that Makes a Change
- 1. Workshop Messaging that makesa change 23 June Martin Cresswell and Jenny McArdle
- 2. What we willcover The challenge A different perspective Practical tools Application
- 3.
- 4. Why don’t theyget it?...
- 6.
- 7. Change behaviour not attitudes Know your audience Craftthe message Choose the messenger
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- 9. 9 Values Modes: Overview •Values Modes provides a simple way to understand motivations • Value Modes explain emotions, attitudes and motivations that inform demand. • Values are beliefs that are tied inextricably to emotion – not objective calculations – and, as such they operate largely subconsciously. • Understand what motivates people to meet their goals/objectives. They can change over time • Understanding the values which underpin motivations provide a model by which behaviours and choices can be predicted and influenced.
- 10. Knowing your audience|VALUES MODES “Settlers” “Prospectors” “Pioneers” Characteristics Traditional. Like ‘top-down’ messages. Naturally conservative and risk averse. Driven by unmet need for safety, identity, belonging. Wary of change – nostalgic about past. Low sense of ability to effect change. Guided by external influences (e.g. people, money, status, power). Status oriented – do things because they are cool / fashionable / clever. Draw esteem from others. Guided by their own sense of ‘right’ & ‘wrong’. This is deeply emotional and informs rational decisions. Strong ‘Self-efficacy’. Less worried about others’ perceptions of them. More creative. Most empathetic. Behaviour ‘Follow the crowd’. Least empathy of the groups. More likely to get family (often extended family) to help out with some tasks. Can be inflamed by threats. Pessimistic about future. Smarter dressed. “Don’t want to look stupid”. “All about me- how does it affect me?” Unlikely to come up with ideas. “Keeping up with the Jones’” More likely to volunteer. ‘If the rules don’t let me do it, change the rules’. Issues that concern them are local / within control. Come up with ideas / solutions.
- 11. The national breakdownof Value Modes
- 12. How do theycompare? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Foster carers Staff in foster service Service staff: Early Intervention and Prevention Users of waste and recycling services Staff within council tax service Full Council breakdown Education Admissions Appeals Service staff At risk young men Parents of SEN Transport Users Thriving families Ex-service veterans Temporary Accomodation Applicants Older people in a reablement service %Pioneer %Prospector %Settler
- 13. Applying Value Modeswithin organisations Council Survey: “What makes you tick?” VM of 700 staff (47%) alongside survey of motivations and opinion of working at the council Value Modes was also used as a tool to encourage completion of the questionnaire, tailoring promotion of the survey to encourage different groups to respond. Themes emerged regarding the performance culture, engagement with the council as the employer, the importance of team identity and working together. VMs will be used as a tool to support recommendations regarding the performance approach and business planning process. 44% 38% 42% 41% 34% 31% 15% 28% 27% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Council Value Mode proportions vs. UK & London Settler Prospector Pioneer Council National London
- 14. Value Mode Breakdown:Directorate 50 35 43 44 60 44 50 42 41 45 29 41 0 23 16 11 11 15 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Chief Executives Customer & Community Resources,Housing, Regeneration Wellbeing Education and Children's Overall Pioneer Prospector Settler
- 15. Value Mode Breakdown:Grade 25 46 58 67 54 38 34 33 21 16 8 0 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Level 1-4 Level 5-7 Level 8-10 Senior Management Team Pioneer Prospector Settler
- 16. Application to theAnalysis 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Level 1-4 Level 5-7 Level 8-10 Senior Management Strongly Disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree I know where the Council is going in the next year
- 17. Example of applicationin social work What managers say: What staff think: Impact “If you do this, the budget will balance and you will be more likely to be promoted” “I don’t want to get promoted, I just care about the service users” Staff are not motivated to make the necessary changes. “Prospector” managers speaking to “Pioneer” staff: “Pioneer” social work staff speaking to “Settler” service users: What social workers say: What service users think: Impact “Personalisation is a great opportunity to do things differently” “I don’t want to do things differently. I want help so that things can stay the same” Low uptake of Direct Payments and personalised service options. What reablement assistants say: What service users think: Impact “We’re here to help you with the things you can’t do yourself anymore” “Great! I can rely on this service to look after me for ever more!” Lost opportunities to reable service users and reduce service provision. “Settler” reablement assistants speaking to “Settler” service users:
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- 19. MINDSPACE A framework todevelop interventions that will influence behaviour. It is a behavioural science tool that was founded by leading psychologists and economists. MINDSPACE recognises that there is a difference between what people say they will do and what they actually do. A small change can make a big difference.
- 20. One Brain: TwoSystems
- 21. One Brain: TwoSystems 17 x 24 = ?
- 22. One Brain: TwoSystems System 1 System 2 fast slow unconscious conscious automatic controlled parallel processing sequential processing
- 23. One Brain: TwoSystems • We live in an information-overloaded world • Dual system makes things easier • Environmental and contextual cues have a strong influence on our behaviour
- 24. If you wantto change behaviours... SPEAK TO SYSTEM 1 FIRST!
- 25. Influence Effect Messenger weare heavily influenced by who communicates information Incentives our responses to incentives are shaped by predictable mental shortcuts such as strongly avoiding losses Norms we are strongly influenced by what others do Defaults we “go with the flow” of pre-set options Salience our attention is drawn to what is novel and seems relevant to us Priming our acts are often influenced by sub-conscious cues Affect our emotional associations can powerfully shape our actions Commitments we seek to be consistent with our public promises, and reciprocate acts Ego we act in ways that make us feel better about ourselves Using Behavioural Science | MINDSPACE
- 26. Elements of acommunication plan Messenger This is the person responsible for delivering the specific message
- 27. Messenger We are heavilyinfluenced by who communicates information. Authority - Trust - Similarity
- 28. Authority from your • positionor role in society • experience, training and qualifications
- 29. Authority Hospital Study Nurses wereasked • to administer an unauthorised medication • at overdose levels • over the telephone by an unknown doctor
- 30. Authority Hospital Study Nurses wereasked • to administer an unauthorised medication • at overdose levels • over the telephone by an unknown doctor 95% complied
- 31. Similarity • age, genderor profession • particularly lower socio-economic groups
- 32. Similarity Glasgow Community Initiative employeda combination of messengers: • local policeman • surgeon specialising in facial injuries • mother of a gang violence victim
- 33. Similarity Glasgow Community Initiative employeda combination of messengers: • local policeman • surgeon specialising in facial injuries • mother of a gang violence victim 46% in violence
- 34. Influence map -messengers Child minders Other parents Parenting forums / networks (online) Other parents of SEN children Individuals’ own experience Government websites & Info Family, friends & neighbours COUNCIL’S POTENTIAL ABILITY TO INFLUENCE THESE PEOPLE / CHANNELS / MEDIA INFLUENCETHESEHAVEONPARENTS’EXPECTATIONSRESENTRANSPORT HIGH LOW HIGH Local media National media incl soaps & magazines Local community Legal professionals Hospital consultants Health visitors Ante natal staff Neonatal & post natal staff Therapies staff, e.g. physio, OT Councillors Family Information Service Ward councillor Nurseries Parent & toddler groups GPs Opportunity play group (high nos SEN) Escorts Parent support groups (PIP, National Autism Society) Transport providers Parent Partnership EY / Portage team Mainstream schools staff Voluntary sector Children’s centre staff Children with disabilities team SEN Team CAMHS Council website & literature Access Croydon Youth Support Education Psychologists Education welfare officers Special schools staff – esp on provision visits & annual review Passenger transport team Respite centre Council Commissioned Health Schools Informal Other
- 35. Salience Our attention isdrawn to what is novel and seems relevant to us Simple - Accessible - Novel - Anchors 35
- 36. Novelty A .............................a dayhelps you work rest and play. Do the Shake ‘n’ Vac and.......put the freshness back! A smarter investor at the........ 36
- 37. Affect Our emotional associationscan powerfully shape our actions. Attractiveness - Fear - Disgust - Fun
- 38. Attractiveness If we feelattracted to a person we are more likely to be influenced by them.
- 39. Attractiveness Bank Mailing Study •When a picture of an attractive female was printed on letters, demand for the loans increased – regardless of recipient gender • To achieve a similar demand without the picture the banks had to reduce the interest rate on offer …
- 40. Attractiveness Bank Mailing Study •When a picture of an attractive female was printed on letters, demand for the loans increased – regardless of recipient gender • To achieve a similar demand without the picture the banks had to reduce the interest rate on offer by … 25%
- 41.
- 42. Results| Overview oftrial results - 63% of practitioners in the First Team [agreed or strongly agreed that they have] changed the way they have conversations* - 64% of Care Direct call handlers have changed the way they deal with calls* ‘’It’s a whole mind-shift…” (Practitioner - First Team South) ‘’Made me see the person differently…’’ ‘’We talked about positive risk taking where I normally wouldn’t have.’’ ‘’Made me see that the person had a lot more going for them then I would have normally realised.’’ (First Team South) * Self reported via post trial surveys Pioneers 72-77% Prospectors 20-25% Settlers 3% 77% 20% 3% 72% 25% 3% Pioneers Prospectors Settlers Managers All Staff
- 43. Results| Overview oftrial results This change can have significant impact on outcomes and budgets: - There was a shift from Tier 3 to Tier 1 / 2 services being identified with 23% fewer Tier 3 services identified - This shift in services gives potential savings of c. £30m+ p.a. (22% of the total budget) - New referrals from Care Direct reduced by 30% and there was a concurrent increase in calls providing Information and Advice** - Inappropriate contact calls to Care Direct reduced by 47% ** 32% 1% 67% 50% 6% 44% 0% 10% 20% 30% 40% 50% 60% 70% 80% Tier 1 Tier 2 Tier 3 Comparison of baseline and innovation sites by % spread of services Baseline Innovation site
- 44. Referring children intocare The small change: Providing specific feedback: Telling people why the children they have referred in have not passed the threshold for care. • Securing their Commitment through Reciprocity – making the first move • Reinforcing Norms • Changing the Default – always receive feedback • Changing the messenger The big impact: • 50% reduction in referrals entering social care • Lowest re-referral rates nationally (7% - national average is 20%).
- 45. Picking up thephone to foster a child The small change: • Encouraging ‘word of mouth’ recruitment from existing foster carers • “You learn more from a foster carer than you can from a social worker” • Changing the Messenger: People similar to me • Norms: Reinforcement The big impact: 9% 14% 0% 2% 4% 6% 8% 10% 12% 14% 16% Enquiry to Approval Rate Without intervention With Intervention 55% increase
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- 47. Recruiting children’s socialworkers What are the most important things to emphasise and address in your messaging? Who would be the best messenger?
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- 49. Contacts Jenny McArdle, Director e:jmcardle@impower.co.uk m: 07525 403 611 Martin Cresswell, Chief Executive e: mcresswell@impower.co.uk m: 07912 300 216 www.impower.co.uk