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[https://popcollab.medium.com/how-do-we-know-if-we-have-transformed-narrative-oceans-751ba416c341] - - public:weinreich
entertainment_education, evaluation, social_change, storytelling - 4 | id:1489287 -

And the result is a new beta framework: INCITE — Inspiring Narrative Change Innovation through Tracking and Evaluation. This new learning and evaluation framework has been developed to equip the pop culture narrative change field — comprised of artists, values-aligned entertainment leaders and companies, movement leaders, cultural strategists, narrative researchers, philanthropic partners, and more — with a shared methodology to unearth learnings and track short and long-term impact, at both the individual and collective levels. This launch of the beta INCITE framework is the first step in a road testing process set to take place over 2024 to make it useful and usable by field members and funders alike.

[https://www.newyorker.com/magazine/2017/02/27/why-facts-dont-change-our-minds] - - public:weinreich
behavior_change, health_communication, social_change, social_norms - 4 | id:1484437 -

Mercier and Sperber prefer the term “myside bias.” Humans, they point out, aren’t randomly credulous. Presented with someone else’s argument, we’re quite adept at spotting the weaknesses. Almost invariably, the positions we’re blind about are our own.

[https://www.youtube.com/watch?app=desktop&v=LGOnJDek5To&fbclid=IwAR0Hq3iYX7q81RsWP4uXadFwPSfNH-sQpbP6E-ucJCrIpppnSC3WFiRPmzA] - - public:weinreich
social_change, strategy, theory - 3 | id:1484416 -

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.

[https://www.frontlinebesci.com/p/why-behavioural-science-also-needs] - - public:weinreich
behavior_change, environment, social_change - 3 | id:1484411 -

If we are to use behavioural science as a lens to understand behaviour, we need to make sure that our lens is not always ‘zoomed in’ on the individual and their immediate situation but that we also ‘zoom out,’ so that we can see the wider social, cultural, economic and political environment. When we do this, we can see more clearly how our responses and behaviours are not only the result of our individual psychology but are also socially, economically and historically situated. There is a nuanced balancing act between the individual and these wider ways in which our behaviour is shaped that will inevitably be a source of debate and disagreement.

[https://www.linkedin.com/pulse/how-systems-thinking-compliments-behavioural-solving-slattery-phd/] - - public:weinreich
behavior_change, design, social_change, theory - 4 | id:1484388 -

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.

[https://medium.com/@bill.bannear/the-new-zeitgeist-relationships-and-emergence-e8359b934e0] - - public:weinreich
design, social_change, strategy - 3 | id:1414217 -

Fast forward to 2023, and there is a new zeitgeist around complexity and systems change. Depending on who you are, dear reader, I’m either late to the zeitgeist, or in the vanguard, but it basically boils down to this: We need to stop trying to design the solution, and instead design for the conditions that enable the emergence of many solutions. Fostering more, quality and trusted relationships is a critical enabler of that emergence. For the catalysers of complex system change (often government), that means starting to value relationships as a key outcome.

[https://pmarca.substack.com/p/availability-cascades-run-the-world] - - public:weinreich
inspiration, public_relations, social_change, social_media, word_of_mouth - 5 | id:1371092 -

“Availability” — short for “availability heuristic or availability bias, a pervasive mental shortcut whereby the perceived likelihood of any given event is tied to the ease with which its occurrence can be brought to mind”. “Cascade” — short for “social cascades through which expressed perceptions trigger chains of individual responses that make these perceptions appear increasingly plausible through their rising availability in public discourse”. An availability cascade is what happens when a social cascade rips through a population based on a more or less arbitrary topic — whatever topic happens to be in front of people when the cascade starts.

[https://publicinterest.org.uk/FramingEqualityToolkit.pdf] - - public:weinreich
social_change, storytelling, target_audience - 3 | id:1287033 -

This toolkit is a short guide to strategic communications, based on extensive research and building on the experience of activists and communicators from around the globe. It aims to provide a framework rather than a blueprint; helping you to ask the right questions rather than giving you the right answers. It’s designed to be helpful for anyone who communicates as part of their voluntary or paid work. It’s written with a focus on European LGBTI activists, but we hope it will be useful to others with a similar vision

[https://www.designforbelonging.com/] - - public:weinreich
design, social_change - 2 | id:1098164 -

Design for Belonging is a framework to support you to build greater belonging and reduce othering in your community. Includes toolkit, resources.

[https://www.unhcr.org/innovation/unsung/] - - public:weinreich
inspiration, social_change, storytelling - 3 | id:1028009 -

The UN Refugee Agency’s Project Unsung is a speculative storytelling project that brings together creative collaborators from around the world to help reimagine the humanitarian sector and promote narrative change and foresight in our work. The worlds produced through mediums such as non-fiction essays, science fiction, poetry, art and illustration, create visions for how we might radically reimagine our work with communities, our organizations, and our relationships to each other and the planet. The collection is framed across three overarching issues that we believe to be critical for building just futures: Nature (restoring and repairing the world by confronting climate change and ecological loss); Identity (fostering belonging, connection, and kinship); Power (reimaging and reconfiguring power dynamics and social transformation through decolonizing, localizing, and building solidarity across difference). The story of humanitarian innovation needs a new chapter. Join us in imagining better worlds.

[https://www.youtube.com/watch?v=FMLoYpy_HFw] - - public:weinreich
behavior_change, international, place, policy, sample_campaigns, social_change, strategy, target_audience - 8 | id:1021804 -

In 2010, Colombia's defense minister contacted an ad agency to create an idea to demobilize FARC members, the oldest guerrilla army in Latin America. The agency, after spending over a year talking to nearly 100 of its members, learned two main things (1). -First, guerrilla members are ordinary men and women and not only guerrillas, a fact which is often forgotten after 60 years at war. -Secondly, they are more likely to demobilize during Christmas as it is a sensitive and emotional period. Based on these insights, they had a clever idea to put a Christmas tree in strategic walking paths in the middle of the jungle that would light up when someone passed by with a message promoting demobilization. The results? Three hundred thirty-one people who demobilized named this idea as one of the reasons to do so. Over the years, several campaigns from the same agency were quite successful, and overall, they were named in over 800 demobilizations. Causality, of course, cannot be established. Nevertheless, any measurable, non-violent efforts like this one are praised. Next time you think you have a difficult-to-reach customer, maybe think again!

[https://www.theatlantic.com/health/archive/2021/10/how-public-health-took-part-its-own-downfall/620457/?utm_source=twitter&utm_medium=social&utm_campaign=share] - - public:weinreich
inspiration, policy, social_change - 3 | id:830188 -

“...Public health’s attempts at being apolitical push it further toward irrelevance. In truth, public health is inescapably political, not least because it has to make decisions in the face of rapidly evolving and contested evidence.“

[https://thezvi.wordpress.com/2021/10/28/an-unexpected-victory-container-stacking-at-the-port-of-los-angeles/] - - public:weinreich
media_advocacy, social_change, storytelling - 3 | id:830176 -

Then our hero enters, and decides to coordinate and plan a persuasion campaign to get the rule changed. Here’s how I think this went down. He in advance arranges for various sources to give him a signal boost when the time comes, in various ways. He designs the message for a format that will have maximum reach and be maximally persuasive. This takes the form of an easy to tell physical story, that he pretends to have only discovered now. Since all actual public discourse now takes place on Twitter, it takes the form of a Twitter thread, which I will reproduce here in full.

[https://thepsychologist.bps.org.uk/volume-31/june-2018/ive-built-good-mousetrap-and-people-come-use-it] - - public:weinreich
behavior_change, inspiration, social_change, social_marketing, target_audience - 5 | id:802632 -

Schwartz has spent much of his career emphasising the shared, universal nature of values and in one paper with Anat Bardi, he demonstrates that Benevolence, Universalism and Self-direction values are consistently rated most important to most people across different cultures. The answers he has just given map pretty neatly onto Self-direction and Benevolence (see Figure 1). Figure 1: Value structure across 68 countries – Public Interest Research Centre (2011) based on Schwartz (1992) The Schwartz model shows that values have neighbours and opposites, that values close together (e.g. Humble, Honest) tend to have similar importance to people, that values far away (e.g. Equality, Social Power) act more like a seesaw – as one rises in importance, the other falls. When you add to this that values connect to behaviour (that Universalism and Benevolence are associated with cooperation, sustainable behaviour, civic engagement and acceptance of diversity – that Achievement and Power are most emphatically not), and that values can be engaged, you have more than a model: you have an imperative for all the activists and campaigners scrabbling around for the messages and tactics that are going to change the world.

[https://israelseen.com/tel-aviv-university-the-biological-mechanism-of-pro-social-behavior/?fbclid=IwAR1w5MY7HR8qtUdRZfiRLGJ6W1Uej3TZUJLo5arbvXXHZTLvxEJ718IuDmk] - - public:weinreich
behavior_change, social_change, social_norms - 3 | id:797641 -

“This research shows that the reward system has an important function in helping behavior and if we want to increase the likelihood of pro-social behavior, we must reinforce a sense of belonging more than a sense of empathy.

[https://rescueagency.com/strategy/policy-360?utm_campaign=Behavior%20Change%20Fundamentals&utm_content=150405439&utm_medium=social&utm_source=twitter&hss_channel=tw-450048630] - - public:weinreich
policy, social_change - 2 | id:488449 -

[https://stratechery.com/2020/the-idea-adoption-curve/] - - public:weinreich
inspiration, marketing, social_change, technology, theory - 5 | id:438382 -

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.

[https://www.bbc.com/future/article/20190513-it-only-takes-35-of-people-to-change-the-world] - - public:weinreich
social_change, strategy - 2 | id:385098 -

Looking at hundreds of campaigns over the last century, Chenoweth found that nonviolent campaigns are twice as likely to achieve their goals as violent campaigns. And although the exact dynamics will depend on many factors, she has shown it takes around 3.5% of the population actively participating in the protests to ensure serious political change. Overall, nonviolent campaigns were twice as likely to succeed as violent campaigns: they led to political change 53% of the time compared to 26% for the violent protests.

[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.fsnnetwork.org/theory-change-training-curriculum] - - public:weinreich
social_change, theory, training - 3 | id:272208 -

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.

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