Achieving Culture Change David Knott and Stephen Muers 22 nd June 2007 - PowerPoint PPT Presentation

achieving culture change david knott and stephen muers 22 nd june 2007 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Achieving Culture Change David Knott and Stephen Muers 22 nd June 2007 PowerPoint Presentation
Download Presentation
Achieving Culture Change David Knott and Stephen Muers 22 nd June 2007

play fullscreen
1 / 11
Achieving Culture Change David Knott and Stephen Muers 22 nd June 2007
336 Views
Download Presentation
Anita
Download Presentation

Achieving Culture Change David Knott and Stephen Muers 22 nd June 2007

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Achieving Culture ChangeDavid Knott and Stephen Muers22nd June 2007

  2. What is culture change? 1. Seeking to change specific attitudes at a society-wide level 2. Seeking to influence underlying attitudes on a cluster of values at a society-wide level Whole society Target level 3. Seeking to change specific attitudes at a sub-group level 4. Seeking to influence underlying attitudes on a cluster of values at a sub-group level Sub group Specific attitude General attitude Focus of policy intervention

  3. Examples of culture change Whole population ‘Britishness’, community cohesion Seat belts Congestion charge/ air duty Alcohol duty PHSE classes Healthy living Relative degree of targeting Council stock transfer 1980s Pension reforms School leaving age Mentoring programmes EMAs Teenage pregnancy Pain reporting Respect agenda Personal aspirations Sub group General attitude Specific attitude Relative focus of policy intervention

  4. Why does culture change matter? • Efficiency objectives: • High cost-benefit ratios of behaviour based interventions • Higher productivity in public expenditure areas e.g. Wanless scenarios • Social objectives: • Reducing inequalities in public service outcomes • Increasing social mobility • Creating more community cohesion and pro-social behaviour • Encouraging sustainability use of environmental resource

  5. What are the drivers of culture change?

  6. What are the drivers of culture change?

  7. There are three main policy stages to developing a culture change strategy 3. Determine suitability of different levers - what does and doesn’t work? 1. Identify and segment the range of groups and profiles 2. Assess what is driving attitudes and behaviour in the area Clarify objective and rationale for intervening Establish how progress will be monitored and roll out managed

  8. 1. Identify and segment different groups and profiles Example: those aged 16-19 Not in Education, Employment or Training (NEET)

  9. 2. Assess the drivers of attitudes and behaviour For example through responses to attitudinal surveys: • “Staying in education after the age of 16 is an important thing to do” (attitude) • “People close to me say that it is important for me to remain in education after the age of 16” (social norm) • “I intend to remain in education after the age of 16” (intention) • “I have control over whether or not I remain in education after the age of 16” (self-efficacy)

  10. 3. Determine suitability of interventions

  11. Some areas for discussion • How should we go aboutsegmenting different profiles and groups in practice? What do we do in cases where there are multiple goals and/or overlapping user profiles? • What do we know about how attitudes, values and aspirations affect behaviour in different areas? Are there any cases where these have a much stronger effect than incentives, legislation, and information approaches? • How effective are interventions to tackle entrenched attitudes? (e.g. parenting programmes, mentoring) Are there problems with using such approaches? (e.g. public acceptance)