Presentation Transcript

1. Activating Individuals: Understanding Behaviour Change When Working in Communities Ninon Lewis EYC Faculty, IHI David Halpern Behavioural Insight Team, Cabinet Office/No. 10
2. Our Continued Vision…
3. Drivers of Community Activation Three Levels of Activation: Activating individuals: Community organizing, storytelling, facilitative leadership, behaviour change Activating organisations: Community collaboration and governance Activating communities Understanding community assets, participatory decision making
4. Activating at the Individual Level What Activation Might Look Like: Single mom trained as a community volunteer coaching a newly pregnant woman about opportunities for and importance of prenatal care. Local third sector volunteers spreading the word to citizens about an upcoming community listening session around a particular area of EY work. The Role: Understanding how they influence shared community goals Sharing personal stories and an urgency for change Building up leaders around them Participating in readily available venues for designing solutions
5. Communities where citizens have the capacity to make change… Design interventions that will enact behaviourchange Use language that meets individuals where they're at Give people a voice and venues to use it Develop metrics that speak to people Cultivate individuals’ personal stories that communicate the urgency and need for change Understand and build access to imbedded power structures and call out marginalised voices Develop leadership capacity at all levels
6. Communities where citizens have the capacity to make change… Design interventions that will enact behaviourchange Use language that meets individuals where they're at Give people a voice and venues to use it Develop metrics that speak to people Cultivate individuals’ personal stories that communicate the urgency and need for change Understand and build access to imbedded power structures and call out marginalised voices Develop leadership capacity at all levels
7. Applying Behavioural Insights David Halpern Behavioural Insight Team, Cabinet Office/No. 10

8. Applying behavioural insightsGlasgow, 29th May 2013

   Dr David Halpern
9. Most policy concerns behaviour
10. A rich and growing literature Guide for Policymakers Fantastic summary text Shows Implications for Policy
11. “Our government will find intelligent ways to encourage, support and enable people to make better choices for themselves.”
12. Lord O’Donnell Head of Academic Advisory Panel Sir Jeremy Heywood Cabinet Secretary and Head of Steering Board David Cameron Prime Minister Academic Advisory Panel Richard Thaler (Chicago) Peter Tufano (Oxford) Theresa Marteau (Cambridge) Peter John (UCL) Maurice Birlotti (UCL) Nick Chater (Warwick) Dan Goldstein (LBS) Behavioural Insights Team Dr David Halpern, Director Simon Ruda Owain Service, DeputyDirector Alex Gyani Dr Rory Gallagher Joanne Reinhard Dr Laura Haynes Hugo Harper Samuel Nguyen Elspeth Kirkman Felicity Algate Michael Sanders Christina Stejskalova Marcos Pelenur
13. A simple framework: ‘EAST’
14. Defaults Simplification Remove friction
15. 1. Pension opt-outs 90% ...stay in 80% vs. 6% Vastly more effective than subsidies
16. 2. Direct to form – every click matters
17. 2. Direct to form – every click matters
18. 3. Loft insulation – its not money Source: Behavioural Insights Team, 2012
19. 4. Helping consumers be ‘econs’ 2. Switch & save 1. Scan your bill midata
20. Salience Messenger Personalisation Affect Incentive design
21. Mr K. Greenley 32 Acacia Avenue Newtown Dream Land. DM7 4MM Mr K. Greenley 32 Acacia Avenue Newtown Dream Land. DM7 4MM 5. Handwritten envelopes Kevin, You really need to open this
22. 5. Handwritten envelopes
23. 6. Sweets – giving a day’s salary
24. 6. Sweets – giving a day’s salary
25. Norms Networks Reciprocity Active commitments Eyes & faces
26. 7. Social norms and tax Nine out of ten people pay their tax on time.
27. 7. Social norms and tax
28. 8. People helping people
29. Priming Framing Key moments
30. 9. Legacy Giving
31. 10. Getting people into employment 2. Commitments 3. Strengths identification 1. Cut down process
32. 10. Getting people into employment
33. Conclusions
34. We are applying across policy areas Growth Employment Red Tape Challenge Consumers Energy Fines and incentives Social mobility Crime Giving Well-being
35. Conclusion – BI is having major impacts RCTs & what works
36. http://blogs.cabinetoffice.gov.uk/behavioural-insights-team
37. Communities where citizens have the capacity to make change… Design interventions that will enact behaviourchange Use language that meets individuals where they're at Give people a voice and venues to use it Develop metrics that speak to people Cultivate individuals’ personal stories that communicate the urgency and need for change Understand and build access to imbedded power structures and call out marginalised voices Develop leadership capacity at all levels
38. Language is important!
39. Cultivating Your Personal Story Inertia Urgency Apathy Anger / “This is unacceptable” Fear Hope Isolation Community Self Doubt You Can Make a Difference STORY OF SELF: The values that move YOU to act—what calls you to leadership. STORY OF US: The values and shared experiences embedded in our community calling us to collective action STORY OF NOW: The urgent challenges to those values and clarifies why action must be taken NOW.
40. The Power of Distributed Leadership “Leaders are those who take responsibility for enabling others to achieve shared purpose in the face of uncertainty” - Marshall Ganz It's not about identifying exceptional people, and giving them exceptional talents and gifts, and watching them do exceptional things!
41. The Power of Distributed Leadership Sole responsibility High anxiety Usually the person everyone goes to No good plan if the leader drops out “Every one is a leader!” Who’s responsible for coordinating everyone? For pushing everyone forward? Who takes ultimate responsibility for the outcome? Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute.
42. The Power of Distributed Leadership Understands that we don’t yet have all the leaders we need in order to win the change we want to see. Relies on reaching out and finding leaders in your community who can help you recruit and coordinate others. They may not be people others usually see as leaders, but they are people committed to change, willing to invite others to join them in the hard work of moving a campaign forward. Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute.
43. The Power of Distributed Leadership You must be able to trust them to delegate responsibility to other dedicated, reliable people, and to follow through on commitments. You may be the leader in the middle, or part of a leadership team in the middle, guiding others’ efforts and being held accountable for outcomes, but you will be deeply reliant on your relationships with others for success. Assumes that you must accept a lower level of control to get more power. Originally adapted from Marshall Ganz, Harvard University. Modified by the New Organizing Institute.
44. The Power of Distributed Leadership Identify at least one leader within the community who you can spot and develop as a leader. Could be at any level. Cultivate leadership potential: Listen and call-out: “I love your idea. Tell me more about it.” Be deferential: “You’re at the front line everyday, what do you think about this? What are you hearing?” Straight up positive reinforcement.
45. Individual Activation at Work in East Renfrewshire David Halpern Behavioural Insight Team, Cabinet Office/No. 10
46. Putting the E.A.S.T to Work(15 Mins) Work with 1-2 ppl around you Start by thinking of a challenge you are currently facing in your work… How would you make change: EASY ATTRACTIVE SOCIAL TIMELY
47. Wrap Up When designing PDSA cycles in your next breakout session, be sure to think through the EAST framework Good luck!