Influencing practice change
An introduction to behaviour change models and strategies
Will Allen
1
CONTENT GUIDE
01
Setting the
scene
02
Understanding how
change manifests
03
Leverage points to
support change
04
Developing a road map
for rolling out change
05
Summary points
Best practice principles
2
3
01
Setting the scene
4
Traditional ways of changing behaviour can be very
effective
• Legislation and regulation
• Market forces and material incentives
• Communication and education programmes (largely one-way)
But could build on wider behavioural insights to add
value
• Focus on behaviours – not just beliefs and attitudes
• Recognize importance of relationships and social norms
• Include two-way communication and learning-based initiatives
• Look for leverage points to catalyze broader systemic changes
Applying behavior change in practice
5
Approach
What type of stakeholder engagement is required?
Partnerships
•
Two-way engagement as a priority.
Participation
•
Two-way engagement
•
Within agreed limits of responsibility.
Consultation
•
Limited two-way engagement
“Push” Communications
•
One-way engagement
•
Broadcast information – messaging, etc.
“Pull” Communications
•
One-way engagement.
•
Information is made available (e.g. web-pages).
Communication and engagement
viewed as a continuum
Challenges to traditional change strategies
6
Often not grounded in established
behavioral decision-making theories
Don’t always match right target
audience
Often aims to educate and increase
awareness – stuck in knowledge deficit
model of communication
Practice change considerations
7
What is the problem that necessitates change?
What behaviours need to change?
Who needs to change? Or who needs to
change first?
What change mechanisms need to be
activated?
What behaviour change techniques or
strategies can be used to activate changes?
8
02
Understanding
behaviour change
8
Many models of behavior …
…. from psychology, sociology, communication,
political science, operations research, etc.
Each model provides insights on different
situations and contexts
9
If we don’t understand
behaviour – how can we know
what it takes to change it!
Capability
Strengths, skills,
stamina
Motivation
planning, desires,
inhibitions
Opportunity
norms, time, resource
Behaviour
10
COM-B interactional model
Individual
Capability
Strengths, skills,
stamina
Motivation
planning, desires,
inhibitions
Opportunity
norms, time, resource
Behaviour
11
Socio-ecological model
- Levels of influence
COM-B interactional model
Government/ Public policy
Community/ Organizational
Interpersonal
Individual
Not yet
acknowledging
there is a problem
12
Abandoning
change – and
returning to old
behavior
MaintenanceReversionAction
Preparation
ContemplationPrecontemplation
Maintaining and
growing new
behaviour change
Trying out
new change
Getting ready
to change
Acknowledging
there is a problem
– but not ready to
make a change
Change isn’t instant - Stages of change model
13
Risks &
benefits
1. Perceived importance
of action
Beliefs and attitudes
towards the action
3. Perceived
social pressures
2. Nature of the
action
Understanding
the problem
Priority of the action
cf. other tasks
Sense of community
responsibility
Belief that the action
will make a difference
Financial dis/incentives
Cost
Time
needed
Relative
simplicity
INTENTION TO ACT
Factors influencing intention to act
Ease of measuring
success
Social norms
(e.g. regulation)
Peer support
Significance of issue to
broader community
- Theory of Planned Behaviour
14
No single solution – a mix of interventions
Focus on different levels of
influence
No single model is universally
applicable – there are always
multiple drivers and barriers
Change requires working on
many parts of the system
15
03
Leverage points
to support
change
Applying behaviour change in practice use
multiple approaches (e.g. UK Mindspace/DEFRA’s 6E’s guide)
16
Implement
& Evaluate
Explore
& plan
Influence
points
Enable
Encourage
Engage
Exemplify
Working with people before polices are
developed and implemented
Collectively define the behavior change
problem and desired outcomes
Understanding what change you want -
and whose behaviour you want to change
17
EXPLORE
18
Build relationships and partnerships –
grow people’s skills and capacities
Work together and gain permission for
ways to move forward – build a shared
vision
Co-design ways around barriers and
innovative solution pathways forward
ENGAGE
ENABLE
19
Start from where people are – listen to
their stories
Recognize the practical and structural
barriers that people face
Create an environment that supports
good choices – communicate changes,
provide training, capability building
20
ENCOURAGE
Identify the different behavioural
dimensions inherent in policies and
actions – and who needs to change
Ensure your messaging is targeted
to the right audience
Give the right signals - provide
incentives and disincentives
21
Walk the talk!
The actions of agency staff and
leaders send implicit messages
about desired behaviors. Ensure
agencies and departments are on
the same page.
Behaviour change models can
also support desired
organizational change
EXEMPLIFY
22
M&E as “a process and a product” to
support programme management,
learning and accountability
Working out what works, and helping
re-assess policies and actions
Creating a collaborative learning
environment – supporting adaptive
programmes
Evaluate
23
04
Developing a road
map for rolling
out change
24
Policy programmes need
to cut across many work
groups and multiple
stakeholders
There is a need for tools
to set out, and
communicate complex
goals, activity strategies
and intended outcomes.
Theories of Change (ToC)
assist by supporting diverse
stakeholders to work
together and plan how to
achieve desired outcomes
Managing complex change endeavours
Vision
Situation analysis Inputs, activities &
outputs
Outcomes
25
Theory of Change
creating a shared picture
* Knowledge, Attitudes, Skills, Aspirations
26
Theory of Change
visualizing outcomes in sequence
Vision
Situation analysis Inputs, activities &
outputs
Intermediate Long-term
Changes - in
individuals &
organisations
(KASA*)
Changes
in practice
Changes in
end states
Outcomes
… and helps develop monitoring and
evaluation plans along with activity plans
Program
context
Program
efficiency
Program
effectiveness
Current
Situation
Desired
Vision
Input
Activities Outputs
What we
invest
What we
do & who
we do it
with
Goods &
services
produced
What happens
because of these
activities
Outcomes - Impact
Short term
Medium
term
Long term
Audit
EVALUATION TYPES
Needs
Outcomes Impact
Formative/Process
27
28
Theory of Change
in a nutshell
Description of how
and why a desired
change is expected
to happen.
Provides a visual
outline of how your
programme will
unfold over time
Encourages iteration
between (desired)
outcomes and plans
(activities and outputs)
29
04
Best practice
principles
30
Different approaches and
packages for different groups
– tailored to their situations
Its an ongoing process –
effective processes develop
with experience
No single solution
Start where people are
Understand where people are
starting from – work with the right
target audiences
Identify the issues that people face
and collaboratively co-design
solutions
Best practice principles
31
Agencies (and departments) need
to communicate and demonstrate
the outcomes they want, and be
consistent
Address systemic change, enable
sustainable choices, and promote
desired behaviours and outcomes
Include personnel with skills in
co-design, communication and
engagement from the beginning
(not just for dissemination)
Provide time and resources for
integrated and two-way
communication, education and
engagement initiatives
Best practice principles
We will if you will
Value engagement and
communication skills
32
Traditional ways of changing behaviour can be very
effective
• Legislation and regulation
• Market forces and material incentives
• Communication and education programmes (largely one-way)
And can build on wider behavioural insights to add
value
• Focus on behaviours – not just beliefs and attitudes
• Recognize importance of relationships and social norms
• Include two-way communication and learning-based initiatives
• Look for leverage points to catalyze broader systemic changes
Summary: Applying behavior change in practice
● Dr Will Allen
● Annotated links to a wide range of related
on-line material can be found via the
Learning for Sustainability clearinghouse -
https://learningforsustainability.net/
33
willallennz@gmail.com
Will Allen & Associates
For more information
Reference as: Will Allen(2021) Influencing practice change: An introduction
to behaviour change models and strategies (Presentation). Available online
https://learningforsustainability.net/pubs/practicechange-intro.pdf
SLIDE 5: Communication/engagement continuum (Allen et al. 2018)
SLIDE 6: e.g. Messaging matters – a review (Lindall Kidd et al. 2020)
SLIDE 10: COM-B model (West & Michie 2020)
SLIDE 11: Socio-ecological model (Glanz & Bishop 2010)
SLIDE 12: Stages of Change model (Prochaska & DiClemente 1983)
SLIDE 13: Theory of Planned Behaviour (Ajzen 1991)
SLIDE 16: UK Behavioural Insights Team – Mindspace – 6E’s report
SLIDE 26: Theory of Change (Allen et al. 2017)
SLIDE 27: Planning, monitoring & evaluation (Allen - LfS n.d.)
34
Graphics & photos:
SLIDE 1: Photo: Chris Phillips
SLIDE 3: Photo by Maia Pehi-Hannah
SLIDE4: Photo by SAurabh Narwade from Pexels
SLIDE 6: ICM-Motueka field trip – Photo: Chris Phillips
SLIDE 7: Photo by Jens Johnsson from Pexels
SLIDE 8: ICM-Motueka field trip
SLIDE 14: ICM-Motueka field trip – Photo: Chris Phillips
SLIDE 15: Photo by Chris Phillips
SLIDE 17: Photo by ali elliott on Unsplash
SLIDE 18: ICM-Motueka field trip – Photo: Chris Phillips
SLIDE 19: Photo by Cottonbro from Pexels
SLIDE 20: ICM-Motueka meeting
SLIDE 21: Photo by Chris Phillips
SLIDE 23: Photo by Chris Phillips
SLIDE 29: Photo by Pip Pehi
SLIDE 32 Photo by Saurabh Narwade from Pexels
SLIDE 33: Photo by Will Allen
Topic information: