The Social Innovation Lab for Kent

1
The Social Innovation Lab for Kent
Engaging people to change behaviour
22nd September 2009 Sustainability and Climate
Change Team Oakwood House
2

• Agenda for the day

• Afternoon
• Channels for change
• Action planning
• 15.00 Break tea/coffee
• Reflection
• Close

Approx 13.00 - Lunch

• Morning
• Introduction/ Icebreaker
• Expectations of the day
• Who do we want to influence?
• What we say vs. what we really do
• 11.15 Break tea/coffee
• Why do we do what we do?

3
Ice-breaker
4
Discussion

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

5
Our role

• Enable
• Collaborate
• Connect
• INSIGHT IDEA ACTION

6
SILK methodology
Initiate Define the issue and parameters (write
the brief)
Test Refine and prototype selected concepts
practical exercises to test what works for you?

• Create
• Idea generation how could we do it?
• Customer insight
• Motivation
• Behaviour change

• Define
• Consolidate idea and prepare for the next stage
• Action plan to take forward

7

• Pause for thought

8

• Initiate

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

9
Create
Designing programs or communication plans to
affect behaviour requires first to be able to
understand why people behave the way they
do. Using Behavior Change Theory to Communicate
Effectively The Case of Latino Parent
Involvement Anne Pollock, Coffman and M. Elena
Lopez
10
Customer Insight
What sources of customer insight/ information do
we have in KCC that could be used to understand
audience better?
11
Sources of insight

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

12
Sources of insight

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

13
Sources of insight

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

14
Sources of insight

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

15
Sources of insight

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

16
Sources of insight

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

17
Sources of insight

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

18
Sources of insight

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

19
Sources of insight

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

20
Sources of insight

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

21
Sources of insight

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

22
Sources of insight

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

23
Segmentation - Defra

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

24
Segmentation - Defra

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

25
Segmentation - Defra

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

26
Segmentation - Defra

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

27
Segmentation - Defra

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

28
Segmentation - Defra

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

29
Segmentation - Defra

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

30
Break
31
Motivation
What would motivate you to change your behaviour?
32
Value gap
For many people there is a big gap between
concern about environment and their actions
33
Motivation

• Behaviour does not fit with self image
• e.g. Person likes to think is upstanding member
  of the community, but there has recently been a
  social shift and it is no longer acceptable to
  put out more than 1 bag of rubbish per week.
• Motivation to recycle is not driven by
  eco-conciousness but by risk to self-image of not
  doing it.
• Based on Festingers Cognitive dissonance theory

34
Motivation
Perception of ability can Perception of
influence control internal external
factors
35
Motivation to recycle
Internal - Behaviour is product of individual
External Behaviour is product of situation
No control Beyond perceived control of individual
Ability
Luck
Extent to which outside factors play a part. e.g.
no longer allowed to put glass in waste have to
use separate wheeley bin
Extent to which someone sees themselves as
naturally green, e.g. I cant do it so why
try?
Effort
Task Difficulty
Control Within perceived control of individual
Extent to which some is prepared to keep trying
if at first I dont succeed e.g. no local
recycling scheme so takes to nearby town
Extent to which task is complicated by
situational factors. E.g. size of recycling bin
given not big enough for waste
36
Activity
Using the table on the previous slide to
understand behaviour map out the factors for
motivation for green procurement of items?
37
Changing behaviour
The Behaviour change spiral from What do they
want us to do now? AFAO 1996. (Prochaska et al
1992)
Maintenance
Action
Preparation
Contemplation
Pre -contemplation
38
Changing behaviour
The Behaviour change spiral from What do they
want us to do now? AFAO 1996. (Prochaska et al
1992)
LEGAL FEATURES - laws determining what people can
do and activities to encourage observance of
those laws .
SOCIAL FEATURES - nature of personal relationships
expectations of class, position, age, gender
access to knowledge, information.
Maintenance
Action
POLITICAL FEATURES - systems of governance in
which change will have to take place - can, for
example, limit access to information and
involvement in social action.
CULTURAL FEATURES - the behaviours and attitudes
considered acceptable in given contexts - eg.
relating to sex, gender, drugs, leisure,
participation.
Preparation
RESOURCE FEATURES - affect what is required to
make things happen - covers human, financial and
material resources community knowledge and
skills and items for exchange
ETHICAL SPIRITUAL FEATURES - influence of
personal and shared values and discussion about
moral systems from which those are derived can
include rituals, religion and rights of passage
Contemplation
Pre -contemplation
39
8 Factors to influence behaviour

• Intention
• Environmental Constraints
• Skills
• Attitudes

1. Norms
2. Self-standards
3. Emotion
4. Self-efficacy

40
Group discussion

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

41
Lunch!
42

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

43
Social Marketing A definition
Social marketing is a framework or structure
that draws from many other bodies of knowledge
such as psychology, sociology, anthropology and
communications theory to understand how to
influence peoples behaviour Kotler and
Zaltman, 1971
44
Social Marketing A definition
...more complex than generic marketing. It
involves changing intractable behaviours in
complex economic, social and political climates
with often very limited resources Lefebvre and
Flora, 1988
45
Social Marketing

• Know your AUDIENCE
• Its about ACTION
• There must be an EXCHANGE

The Basics of social marketing how to use
marketing to change behaviour. From the Social
Marketing National Excellence Collaborative
46
Channels for change A brief guide to marketing

• 4 Ps
• Product
• Price
• Promotion
• Place

• Social Marketing - additional Ps
• Publics
• Partnership
• Policy
• Purse strings

47
(No Transcript)
48
(No Transcript)
49
(No Transcript)
50
(No Transcript)
51
(No Transcript)
52
10 tips to communicate change
Aha! Got it! Does it affect me? Whats in it
for me? Is it worth it? Will it be a hassle? Do I
have what it takes? Does it fit in with who I am
and who I want to be? Does it fit in with what
others like me are doing? Now Ive started why
not do more? That reminds me. That makes it
rather more attractive a proposition

1. Knowledge
2. Relevance
3. Costs and benefits to change
4. Barriers to change
5. Self efficacy
6. Self-image
7. Norms
8. Commitment
9. Prompts
10. Incentives

From Ben Clark, Motivation and behaviour change
53
Group discussion

• What ways/ methods do you currently use to
  communicate with people?
• How effective are they?

54
Activity
Plan a social marketing campaign to encourage
senior officers to reduce business miles. Group
to present a storyboard to show the different
stages of campaign.
55

• Group Activity Stakeholders

Stakeholder What is their motivation What else do we need to know about their motivation How are we going to find it out? Current comms Comms opportunities
Members / Senior mgrs
56
Pause for thought
57
Action planning part 1
58
Break
59

• Action planning part 2

60
Reflection

• Expectations
• What do you want to know more about?
• Any questions?
• What next?

61
Thank you
Keep in touch For more information or to join our
mailing list email SILK.Team_at_kent.gov.uk Or come
visit us! Room 3.23 Sessions House Telephone -
01622 694 657 www.kent.gov.uk/SILK