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[https://www.bakadesuyo.com/2019/12/change-someones-mind/] - - public:weinreich
behavior_change, health_communication, how_to, strategy - 4 | id:436881 -

Again: you don’t convince people. People convince themselves. Studies done as far back as the 1940’s by Kurt Lewin showed that lectures about why people should change their behavior were effective a measly 3% of the time. But when people self-generated reasons for the same activity, behavior change occurred 37% of the time. People reject ideas they are given and act on ideas they feel they came up with themselves.

[https://www.phrases.org/] - - public:weinreich
health_communication, partnerships, strategy - 3 | id:363112 -

Forward-thinking public health professionals are reaching across sectors to build healthier communities. Recognizing that effective collaboration advances everyone’s mission, Public Health Reaching Across Sectors (PHRASES) supports an “all-hands-on-deck” approach with tools to build communication skills and strategies designed for success.

[https://ssir.org/articles/entry/communicating_complexity_in_the_humanitarian_sector?utm_campaign=meetedgar&utm_medium=social&utm_source=meetedgar.com] - - public:weinreich
health_communication, international, storytelling, strategy - 4 | id:272001 -

We realized we were using insider language to describe innovation (as exemplified by internal blog post titles like “Using GIS Technology to Map Shelter Allocation in Azraq Refugee Camp”), rather than communicating what innovation looks like and the benefits it would bring to UNHCR staff (for example, “How UNHCR Used Creativity to Improve Journalistic Accuracy and Collaboration, One Step at a Time”). So, we hit the reset button and asked ourselves these four questions before crafting our internal communications strategy: What do we want to change? What do we want to be true that isn’t true right now? Whose behavior change is necessary to making that happen? Who has to do something (or stop doing something) they’re not doing now for us to achieve that goal? (This is about targeting a narrowly defined audience whose action or behavioral change is fundamental to your goal.) What would that individual or group believe if they took that action? In other words, what does that narrowly defined audience care about most, and how can we include that in our messages? How will we get that message in front of them? Where are their eyes?

[https://www.psychologytoday.com/us/blog/tech-happy-life/201910/how-do-you-win-argument] - - public:weinreich
behavior_change, health_communication, strategy - 3 | id:267094 -

Well, if we want to sway other people to our “correct“ vision of things, we are most likely to do that by having a strong relationship with them. Ironically, it is through carefully and compassionately listening to others that we are more likely to sway their views.

[https://ssir.org/articles/entry/six_ways_to_boost_public_support_for_prevention_based_policy] - - public:weinreich
health_communication, policy, social_change, strategy - 4 | id:266042 -

Addressing massive challenges like climate change and poverty requires that we take a long-term view and have a preventative mindset. Since these perspectives challenge the deeply ingrained ways we have evolved to think and behave, we need to pay attention to why prevention is hard to think about and navigate the cognitive road blocks that stand in the way of progress. By presenting issues and information in ways that unlock support for preventative approaches, we can galvanize the ideas and actions social and environmental change requires.

[https://www.edelman.com/trust-barometer] - - public:weinreich
health_communication, strategy, target_audience - 3 | id:234051 -

The 2019 Edelman Trust Barometer reveals that trust has changed profoundly in the past year—people have shifted their trust to the relationships within their control, most notably their employers. Globally, 75 percent of people trust “my employer” to do what is right, significantly more than NGOs (57 percent), business (56 percent) and media (47 percent).

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