Leading questions encourage a form of paradoxical thinking by leading individuals to perceive their own views as irrational, senseless, or exaggerated, examples of which can be found below (Hameiri et al., 2014, 2016; Swann et al., 1988). Leading questions are paradoxical in that they require participants to answer statements that are consistent with yet more extreme or senseless than their dearly held beliefs (Swann et al., 1988). The psychological mechanism underlying paradoxical thinking is based on three components: (1) Identity threat, in which individuals strive to distance themselves from the exaggerated and extreme attitudes presented to them by changing their own (Swann et al., 1988); (2) Surprise, in that the shock individuals experience when facing these extreme attitudes causes their deeply-rooted beliefs to be shaken, allowing new pieces of information to be absorbed (Hameiri et al., 2018); and (3) General disagreement, in that paradoxical messages are generally closer to the individual's beliefs (albeit being rather extreme) than completely contrary messages, thus provoking less resistance.

Causal layered analysis, a theory and practice of organisational, social and civilisational change, seeks to transform the present and the future, through deconstructing and reconstructing reality at four levels. The levels are: the litany or day to day unquestioned views of reality, the systemic, the worldview/stakeholder perspective and the deepest, often unconscious, myths and metaphors. Problems are considered at all four levels and multiple worldviews and stakeholders are brought into to consider alternatives. By moving up and down layers and considering alternative perspectives, transformative policy and strategic solutions are created.

In this short follow up post we explain how and why we combine systems thinking and behavioural approaches. We start by introducing the concepts of ‘systems’ and ‘systems thinking’ before explaining why Systems thinking is useful to combine with a behavioural approach.

The key in all this is crossing the chasm—performing the acts that allow the first shoots of that mainstream market to emerge. This is a do-or-die proposition for high-tech enterprises; hence it is logical that they be the crucible in which “chasm theory” is formed. But the principles can be generalized to other forms of marketing, so for the general reader who can bear with all the high-tech examples in this book, useful lessons may be learned.

not really a lit review, but covers key behavior change concepts and how they can be applied to covid

Systems theory, rebalancing the whole

Diverse guidance exists on how to best design and use a TOC. In this curriculum (Theory of Change: Facilitator’s Guide and all accompanying materials), we present one method that does its best to align to the requirements of creating a development hypothesis for Development Food Security Activities (DFSA) funded by USAID’s Office of Food for Peace (FFP). Previous experience in program and TOC development, participant feedback from six years of TOPS workshops, and input from the FFP Monitoring and Evaluation Team all helped craft this curriculum. We update it each year to align to the most current FFP guidance for DFSA implementers and to share newly discovered training tips.

Extension of System 1/System 2 thinking model from a social ecological perspective - Systems 1-5

Theory of Change Online (TOCO) is the only web-based software (no download required) that you can use to design and edit and store your Theory of Change, learn the concepts of theory of change, and capture your outcomes, indicators, rationales and assumptions in an interactive graphical environment.

If you or a small group of colleagues are the ones trying to bring a new practice to your organization, you are an innovator. You are inspired by a new practice you discovered, but will likely face problems getting it accepted. Consider that the challenges you experience when spreading a new practice are totally normal. It doesn’t mean you are failing, should stop trying, or there is anything “wrong” with staff and colleagues. It just means that your role is to plan how to motivate other members of the system

"Models of Impact is a strategic business-design toolkit. Our mission is to promote legacy and entrepreneurship in the social impact community by developing tools and resources that make it easy (and fun!) to design disruptive business models. Our method is comprised of a simple 4-step process: Learn, Invent, Program, and Report. Our toolkit is designed for Educators, Entrepreneurs, Designers, and Non-Profits, and is available on a "Pay-What-You-Want" basis for immediate download. This .zip file contains a series of game-based workshop curricula and brainstorm activities, a comprehensive glossary that documents 101 business models, a series of 3 maps, and a library of 98 icons."

Updated link: http://www.adweek.com/news/advertising-branding/scientist-influencer-theory-bogus-105981 Don't worry about finding the influential people when trying to bring about social change, but rather look for the easily influenced people.

Divides approaches out by direct service, social marketing/education, business/consumerism, policy advocacy (i.e., government and corporate), and politics (i.e., via elections).

Complexity science seeks to understand how complex adaptive systems work the patterns of relationships within them, how they are sustained, how they self-organize and how outcomes emerge.