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[https://wellmadestrategy.com/wp-content/uploads/2020/03/Strategic-Comms-for-Social-Change-Web.pdf] - - public:weinreich
behavior_change, how_to, social_change, social_marketing - 4 | id:350261 -

This handbook has been compiled by Well Made Strategy (WMS) who have extensive professional experience developing impactful strategic communications across a range of sectors from security to financial inclusion, education, agriculture, health and governance. WMS helps individuals, organisations and networks harness the power of strategic communications to influence policy change, prepare for and anticipate crises, inform the national discourse, build will for social reform and nudge entire communities towards new ways of thinking and behaviours. We have developed this handbook to serve as a guide to strategic communications for those interested in using strategic communications but who may not have an in-depth understanding of the concept.

[https://wellmadestrategy.com/wp-content/uploads/2020/03/Workbook-Strategic-Comms-for-Social-change.pdf] - - public:weinreich
behavior_change, how_to, social_change, social_marketing - 4 | id:350260 -

The purpose of this workbook is to provide a workspace for you to develop your own communications strategy by working through the various modules of the Strategic Communications for Social Change handbook. While the workbook is separate from the handbook, they are closely linked to each other.

[https://www.luca-dellanna.com/thoughts-of-the-week-61/] - - public:weinreich
behavior_change, social_change - 2 | id:310160 -

It’s not that all change is bottom-up, but: long-lasting change usually is (here is why) it’s always worth asking yourself if what looks like a top-down change was initiated the bottom-up way. This phenomenon applies to many contexts: companies pivoting to what others (the bottom-up) proved working, managers promoting those employees who demonstrated deserving it, gatekeepers opening up once someone demonstrated having a (bottom-up) following. The top-down usually follows the bottom-up. More precisely, it goes as follows: The bottom-up initiates change, locally. If it sustains over time, the top-down formalizes it. The rest of the population adopts it, even if it lives far from who initiated point (1). The implication is: if you want change, do not live under the illusion that you need to wait for the top-down to give you the green light. The top-down will give you the green light once it is shown that your idea works (and it’s on you to show them).

[https://www.fastcompany.com/90176846/the-magic-number-of-people-needed-to-create-social-change] - - public:weinreich
behavior_change, social_change, social_norms - 3 | id:186807 -

A new study published in Science has quantified the number of people who need to take a stand before they can affect societal change on important topics like sexual harassment and human rights. And that number? It’s a mere 25% of any group. Only 25% of people need to adopt a new social norm to create an inflection point where everyone in the group follows.

[http://www.impactbydesigninc.org/diffusion-of-innovation] - - public:weinreich
behavior_change, how_to, organization, social_change, theory - 5 | id:177130 -

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

[http://www.comminit.com/ict-4-development/content/mobile-phones-tool-social-behavioural-change?utm_medium=email&utm_campaign=drumbeat678&utm_content=mobile-phones-tool-social-behavioural-change] - - public:weinreich
behavior_change, mobile, sample_campaigns, social_change - 4 | id:77150 -

This group of papers on the use of mobile phones in India for social and behaviour change is the product of research and a two-day multi-stakeholder consultation in May 2013 sponsored by the United Nations Children's Fund (UNICEF) and the Digital Empowerment Foundation (DEF), leading to the formation of the organisation Mobile Social & Behavioural Change (MSBC). The white paper and the working paper present key areas where mobiles are contributing to social and behavioural changes and the limitations, as well as the scope, for expanding the social space for mobiles. The case studies paper is based upon examples of "mobile’s power to trigger new form[s] of social identity, including cultural, political and economic identities."

[http://www.comminit.com/evidencesummit/category/sites/global/evidence-summit] - - public:weinreich
behavior_change, campaign_effects, evaluation, sample_campaigns, social_change, social_marketing - 6 | id:77231 -

Supporting USAID's “renewed emphasis on the application of research and evaluation to inform strategic thinking about development for low- and middle-income countries with a focus on “achieving the social and behavior changes needed to end preventable child deaths and improve under five development“. All 1,313 papers identified can be accessed, searched and filtered to your interests

[http://www.activationpoint.org/] - - public:weinreich
behavior_change, social_change, strategy - 3 | id:79400 -

A downloadable publication for people in social change organizations that focuses on strategies for mobilizing concerned people to supportive action by identifying and leveraging their activation points. (via Guy Kawasaki)

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