The Patient Education Materials Assessment Tool (PEMAT) is a systematic method to evaluate and compare the understandability and actionability of patient education materials. It is designed as a guide to help determine whether patients will be able to understand and act on information. Separate tools are available for use with print and audiovisual materials.
Basically, it’s Nudge for advertisers. Outlining ten evidence-based effective advertising strategies, each with a scientific underpinning, Adam Ferrier (psychologist and founder of Naked) is up there with fellow Antipodean Byron Sharp in terms of must-reads for marketers.
Ferrier is a fan of ‘Action Advertising’ – influencing people by influencing actions rather than perceptions. Drawing on the evidence that advertising is notoriously poor at direct persuasion, Ferrier outlines 10 ways to influence actions instead. The underlying logic is that the easiest way to persuade someone is to allow them to persuade themselves – and this will happen quite naturally if you prompt (nudge, spur) people to act in a way consistent with a desired behaviour. Why? Because we tend to align our perceptions with our actions to avoid the mental discomfort of cognitive dissonance. In other words, if you influence action, you influence perception.
Moreover, because perception-change is only a means to an end, the end being behaviour-change (buy, buy more, buy for more) – Action Advertising orientates advertising to what really matters, actioning behaviour change. For Ferrier, advertising is and must be about behaviour change; ultimately if no behaviour is changed as a result of advertising, advertising is valueless.
Many participants were perfectly aware of alternative services. But the patients’ perception was that such services were overstretched or hard to access. In a structured survey of 25 departments, emergency staff shared similar perceptions. Perhaps what seems to be inappropriate or avoidable use is actually an active and semi-informed choice.
Aspirational Communication, an approach that seeks to motivate and mobilize people to support a cause by connecting it to the audience’s aspirations for their own lives. I specifically suggest a six-step framework based on the approach that can help social movements to drive durable attitude change.
Free PDF chapter of my book! ⬇️ The theory and neuroscience of applying vision, optimism, imagination, and creativity to solving big environmental and social problems.
Jamie Robins and I have written a book that provides a cohesive presentation of concepts of, and methods for, causal inference. Much of this material is currently scattered across journals in several disciplines or confined to technical articles. We expect that the book will be of interest to anyone interested in causal inference, e.g., epidemiologists, statisticians, psychologists, economists, sociologists, political scientists, computer scientists… The book is divided in 3 parts of increasing difficulty: causal inference without models, causal inference with models, and causal inference from complex longitudinal data.
Instead of trying to trigger a behavior change by trying to create a habit among your users, create an environment where a one-time action might result in the same behavior change.
the report sits uncomfortably with evidence that information needs vary across contexts; a 2018 review of awareness raising interventions across different target populations found success varied markedly. [11] The same message that will draw attention from policy makers may not resonate with the public and care providers around the world.
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?
Released in March as part of FrameWorks Institute’s 20th anniversary, the Explanation Declaration asks communicators to help people understand the “how” behind issues and see that how as a critical part of engaging and empowering people to take action.
Together, Look Back on Progress to Date and Decide What Adjustments Are Needed (45 min.)
What is made possible? You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What. The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!
Context analysis helps you to understand the elements of an environment and
a group of potential users so that you can design a better technology project. It
should involve key stakeholders, including implementing partners, donors, local and
national authorities, and community members.
We suggest five key lines of inquiry that context analyses should consider:
People: Levels of education and literacy, information habits and needs, access to
disposable income for equipment, electrical power to charge devices, and airtime
and data to run them, and network access;
Community: How membership of specific groups may affect access to technology
and communications habits. For example, a nomadic clan may have attributable
characteristics shared by its members, and variations in levels of access and
freedom within the clan differentiated by gender and age.
Market environment: An understanding of the key players, legal and regulatory
issues, the mobile market, including both cost and distribution of agent networks,
and the infrastructure, including commercial mobile infrastructure such as the
availability of short-codes and APIs are all critical to making good design decisions.
Political environment: understanding governance and control of, and access to,
communications infrastructure by government and other actors
Implementing organization: Many interventions have failed because staff were not
able to maintain technology, because power or access to internet were not strong
enough, because staff capacity was low or went away, or because the intervention
was not supported by a broader culture of innovation and adaptive learning.
Life course changes disrupt old habits and may create a mood for more change.
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An intervention to promote sustainable behaviours was tested among 800 households.
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Behaviour change was more likely if participants recently had moved house.
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The results were compared with non-movers and a no-intervention control group.
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The ‘window of opportunity’ lasted up to three months after relocation.
Sunstein and Thaler used the example of a high school cafeteria layout to demonstrate how small changes in our environment can influence our behavior, and we’ve discussed how a well-laid out office space can improve program participation rates. The example and our observations inspired MDRC’s Center for Behavioral Science (CABS) to create an interactive training session on the power of physical space to provide nudges. We asked training participants — staff at workforce development programs that help people find and keep employment — to try organizing their space with different goals in mind by designing a hypothetical high school cafeteria. Workshop participants received paper cut-out icons for all the essential materials — salads, hot food, snacks, desserts, beverages, cash registers, tables — and were asked to organize a logical cafeteria environment.
But the directions had a catch. Each group received a unique goal: arrange the materials to maximize either:
Healthy eating,
Profits, or
Efficiency.
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