Effective communication is always important in public health, but it’s never been more important to understand the perceptions of Americans and modify your language accordingly. These recommendations are based on the “Changing the COVID Conversation” poll, conducted by Frank Luntz in partnership with the de Beaumont Foundation, Nov. 21-22, 2020.
Five principles for an effective COVID-19 lexicon 1. Messaging never merely provides factual information – communication unavoidably conveys many assumptions (the subtext, indirect meanings, inferences, and implications). 2. Messaging should be lexically and grammatically precise and thus easy to enact and adhere to. 3. Messaging should be ‘irony-resistant’. 4. ‘Branding’ or sloganeering should not come at the expense of clarity and precision. 5. Messaging should be underpinned by evidence about what is effective.
The Journey Chart is an overview of the different elements of a project juxtaposed to show how they work together over the duration of the player/audience/reader experience. I’m sharing the Journey Chart Method because I’ve found it to be a nifty way to externalise, discover, inspire, unify, direct, and communicate the various elements of a project and how they are all connected.
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.
The School of Life has produced 500 films and written 5 million words. This is an enormous problem. To stand any hope of remaining in anyone’s mind, ideas – even very good ideas – need to be brief and reduced to an essence. That’s why, for the sake of our followers, we’ve summarised everything we believe down to eight key points: the credo of The School of Life.
They found that the indulgent label resulted in the highest consumption. It was chosen 25% more than the basic label, 35% more than with h healthy positive label, and 41% more than the health restrictive label. Veggie consumption increased significantly as well—16% more than the basic label, 23% more than the healthy positive label, and 33% more than the healthy restrictive label.
SHIFT is an acronym for five psychological factors that make consumers more inclined to engage in pro-environmental behaviours: social influence, habit formation, individual self, feelings and cognition, and tangibility.
“If being purposeful means doing ads to you, then you’re probably doing it wrong.”
our rule of thumb is this: When more than 20% of comments are off-topic or hostile, it's time to pivot and introduce a new creative message.
The behavioural change enterprise disproportionately focuses on promoting successes at the expense of examining the failures of behavioural change interventions. We review the literature across different fields through a causal explanatory approach to identify structural relations that impede (or promote) the success of interventions. Based on this analysis we present a taxonomy of failures of behavioural change that catalogues different types of failures and backfiring effects. Our analyses and classification offer guidance for practitioners and researchers alike, and provide critical insights for establishing a more robust foundation for evidence-based policy. Behavioural change techniques are currently used by many global organisations and public institutions. The amassing evidence base is used to answer practical and scientific questions regarding what cognitive, affective, and environment factors lead to successful behavioural change in the laboratory and in the field. In this piece we show that there is also value to examining interventions that inadvertently fail in achieving their desired behavioural change (e.g., backfiring effects). We identify the underlying causal pathways that characterise different types of failure, and show how a taxonomy of causal interactions that result in failure exposes new insights that can advance theory and practice.
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.
Includes “periodic table“ of behavior change techniques
Thammasat Design Center
Many TV/movie script resources
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summary of key points of book