weinreich bookmarks: strategy - page: 4urn:uuid:{FDD28A1E-05C9-10A8-3191-BE2101DA2A30}2024-03-28T22:28:42ZHow To Build An Online Community: The Ultimate List Of Resources (2013) | FeverBee2930022020-04-16T20:26:10ZZ167weinreichHow to avoid, and recover from, audience fatigue > by Brooke Tully2929852020-04-16T08:53:10ZZ167weinreich'Nudges' may be effective at times, but policymakers can't rely on them to tackle entrenched social problems. | Impact of Social Sciences2908662020-03-23T13:41:07Z2020-03-23T06:41:26Z167weinreich10 Steps to Rapid Strategy Implementation2907852020-03-16T10:05:42ZZ167weinreichBehaviour change 101 series: Five steps to select the right behaviour/s to target - BehaviourWorks Australia2852322020-03-08T22:40:49Z2020-04-27T02:20:04ZAt BehaviourWorks, we often prioritise behaviours using the Impact-Likelihood Matrix (figure below).
In this approach, behaviours are prioritised by mapping them based on:
The impact they have on the problem they are intended to address.
The likelihood of the target audience adopting the behaviour.167weinreichThe eLearning Guild: Community & Resources for eLearning Professionals2852272020-03-08T14:37:01ZZ167weinreichChapter 32. Providing Encouragement and Education | Section 5. Reframing the Issue | Main Section | Community Tool Box2852042020-03-05T22:15:25ZZ167weinreichHow to Repurpose 1 Blog Post into 80+ Pieces of Content2851902020-03-05T11:09:27ZZ167weinreichDesigning for Behavior Change: A Practical Field Guide - USAID2832762020-03-02T10:24:15ZZ167weinreichDon't settle for engagement if you're looking for impact — Pattern Health2832122020-02-25T10:14:40ZZ167weinreichThe problem with problem recognition: incentives, influence and intellectual shortcuts - Erlha2831452020-02-19T13:54:45ZZ167weinreichMeasureD: Evaluating Social Design’s Contribution to Human Health2830282020-02-12T10:24:23ZZMeasureD is a resource for anyone wanting to understand, measure, and scale the impact of social design in order to strengthen society and create the conditions for equitable human health. It is intended to represent the highest level of practice and help organizations and practitioners understand where, when, and how social design is most effective.
includes case studies167weinreichA how-to guide for setting better goals — Pattern Health2731922019-12-22T11:06:27ZZ167weinreichSolve the Right Problems with this 7-Step Problem Framing Workshop Template (Free Download) | Mightybytes2731392019-12-15T23:12:43ZZ167weinreichHow To Frame A Problem To Find The Right Solution2731382019-12-15T23:11:58ZZ167weinreichEmbracing complex social problems | Emerald Insight2721982019-12-09T22:14:44ZZ167weinreichEvidence-Based Process for Prioritizing Positive Behaviors for Promotion: Zika Prevention in Latin America and the Caribbean and Applicability to Future Health Emergency Responses | Global Health: Science and Practice2721972019-12-09T22:11:30ZZTo maximize the impact of Zika prevention programming efforts, a prioritization process for social and behavior change programming was developed based on a combination of research evidence and programmatic experience. Prioritized behaviors were: application of mosquito repellent, use of condoms, removing unintentional standing water, covering and scrubbing walls of water storage containers, seeking prenatal care, and seeking counseling on family planning if not planning to get pregnant.167weinreichWant to Know a Secret? Your Customers Do. | CXL2721842019-12-08T11:12:16ZZ167weinreichHow to Develop a Communication Strategy | The Compass for SBC2721772019-12-05T22:16:52ZZ167weinreichCommunicating Complexity in the Humanitarian Sector2720012019-11-18T17:38:56ZZWe 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?167weinreichFramework: Context Analysis of Technologies in Social Change Projects2719312019-11-11T08:16:53ZZContext 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.167weinreichKatie Patrick on Twitter: “I wanted to share the behavior-mapping template I use for any new project. I spend 2 - 8 hrs going through the steps in painstaking detail to develop the skeleton of what makes action happen. Follow each of the steps for your pr2712912019-11-06T11:47:30ZZ167weinreichWorking within resource constraints: a qualitative segmentation study: Journal of Strategic Marketing: Vol 0, No 02695382019-10-23T11:17:07ZZ167weinreichWhat are you asking people to do? > by Brooke Tully2671122019-10-17T13:22:59ZZ167weinreichHow Do You Win an Argument? | Psychology Today2670942019-10-16T09:32:35ZZWell, 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.167weinreichWhat, who, when: 3 steps for planning market research | Pearson Insight2670932019-10-16T09:24:32ZZ167weinreichThe Content Strategy of Civil Discourse, Part 5 | Think Company2670162019-10-07T12:26:42ZZIn part four, we looked at the difference between hierarchical and collaborative conversations. Now we bring it all together and ask, “What can we do?”
The answer is, a lot. There are, as it turns out, many solutions to how we can do a better job of talking to each other, and any one of these are approaches you can try in your own lives or organizations.167weinreichThe Customer-Centered Innovation Map2669672019-10-03T07:28:04ZZoriginal “jobs to be done“ article from 2008167weinreich“How to Map a Customer Job” – Anthony Ulwick2669662019-10-03T07:21:24ZZSo how is it done? We’ve found that all jobs have the same eight steps. To use job mapping, we look for opportunities to help customers at every step:167weinreichChallenge Mapping Part 1 - Challenge Map Basics — 7 League Studio2667522019-09-10T21:14:13ZZThere are a few enormous benefits to using challenge maps. First, challenge maps help teams surface the key decision points that will have the greatest potential impact, both for users and the business. Challenge maps also help teams get aligned and on the same page about the most impactful next step. Finally, and maybe most importantly, challenge maps help teams see where their thinking has been too limited, inspire fresh thinking, and unlock innovation.167weinreichHow to Segment Your Engagement Strategy Based on Customer Type | MackCollier.com2667502019-09-10T21:11:43ZZ167weinreichUnsticking Stuck Mental Models: Adventures in Systems Change2667442019-09-10T09:38:18ZZ167weinreichNavigating the Gray Between Buy-In and Co-Creation | Call to Action: Marketing and Communications in Higher Education2666012019-08-30T13:14:06Z2019-08-30T06:14:18Z167weinreichCreating Names with Emotional Appeal - The Startup - Medium2665872019-08-29T22:24:49ZZ167weinreichNational Archives | Social Media Strategy FY17-202665362019-08-25T20:41:53ZZ167weinreichThe Humanitarian Innovation Guide2665322019-08-25T11:19:42Z2020-02-19T05:57:40ZThe Humanitarian Innovation Guide is a growing online resource to help individuals and organisations find their starting point and navigate the humanitarian innovation journey.167weinreichA large-scale field experiment shows giving advice improves academic outcomes for the advisor | PNAS2660432019-08-12T08:51:26ZZCommon sense suggests that people struggling to achieve their goals benefit from receiving motivational advice. What if the reverse is true? In a preregistered field experiment, we tested whether giving motivational advice raises academic achievement for the advisor. We randomly assigned n = 1,982 high school students to a treatment condition, in which they gave motivational advice (e.g., how to stop procrastinating) to younger students, or to a control condition. Advice givers earned higher report card grades in both math and a self-selected target class over an academic quarter. This psychologically wise advice-giving nudge, which has relevance for policy and practice, suggests a valuable approach to improving achievement: one that puts people in a position to give.167weinreichSix Ways to Boost Public Support for Prevention-Based Policy2660422019-08-12T08:37:02ZZAddressing 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.167weinreichEnergy, and the choices we make as consumers. | LinkedIn - Guy Champniss2660132019-08-07T09:06:17ZZIn other words, it’s not a question of consumer choices being made that are bad, but of whether consumer choice exists.
So when we ask why we ‘choose (or not)' highly energy efficient products, maybe we should ask instead if we're actually ‘picking (or not)' super energy efficient products.
Picking vs. choosing. This is not a question of semantics. Far from it.167weinreichCo-design: from expert- to user-driven ideas in public service design: Public Management Review2660122019-08-07T08:47:28Z2023-09-07T22:20:31ZWhile co-design with users has evolved as a promising approach to service innovation, it remains unclear how it can be used in public service contexts. This article addresses this knowledge gap by applying a co-design framework during the ideation stage of six public service design projects. The findings provide insights into (a) recruiting and sensitizing suitable service users, (b) conditions enabling users to co-design ideas, and (c) requirements for implementation of user-driven ideas. The article contributes an approach that shifts public service design away from an expert-driven process towards enabling users as active and equal idea contributors.167weinreichBias in the Spotlight: Hot-cold empathy gap | Research World2659742019-08-04T12:46:39ZZ167weinreichBut does it change behaviour? - Koen Smets - Medium2643202019-07-21T09:42:28ZZSome interventions are so obvious that they don’t need justifying. Or do they?167weinreichBehavioral Grooves » Matt Loper: Helping Patients Adhere to Medication Plans2642782019-07-16T11:17:34ZZWellth does this by “giving” patients money at the start of each month to take their pills. To prove they’re on track, they use the Wellth app to take a photograph of their medicines in the palm of their hand. But every day that they miss, they are penalized in the form of fee, which nets them less money at the end of the month. This loss-contract model is gaining notoriety and it should be: Wellth discovered that positive incentives accounted for adherence rates around 60% while loss-contract models account for better than 90% adherence rates.167weinreichThe Back-of-the-Envelope Guide to Communications Strategy2642752019-07-16T11:02:15ZZ167weinreichVerywell's tool can help you talk to a vaccine skeptic2642662019-07-14T16:32:32ZZ167weinreich3 Simple Habits to Improve Your Critical Thinking2642472019-07-10T21:05:40ZZ167weinreichPost-it notes spread protest message on Hong Kong’s Lennon Walls — Quartz2642462019-07-10T20:59:46ZZ167weinreichIncreasing Vaccination: Putting Psychological Science Into Action2642402019-07-10T09:46:49ZZ***Psychology offers three general propositions for understanding and intervening to increase uptake where vaccines are available and affordable. The first proposition is that thoughts and feelings can motivate getting vaccinated. Hundreds of studies have shown that risk beliefs and anticipated regret
about infectious disease correlate reliably with getting vaccinated; low confidence in vaccine effectiveness and concern
about safety correlate reliably with not getting vaccinated. We were surprised to find that few randomized trials have
successfully changed what people think and feel about vaccines, and those few that succeeded were minimally effective
in increasing uptake. The second proposition is that social processes can motivate getting vaccinated. Substantial
research has shown that social norms are associated with vaccination, but few interventions examined whether
normative messages increase vaccination uptake. Many experimental studies have relied on hypothetical scenarios
to demonstrate that altruism and free riding (i.e., taking advantage of the protection provided by others) can affect
intended behavior, but few randomized trials have tested strategies to change social processes to increase vaccination
uptake. The third proposition is that interventions can facilitate vaccination directly by leveraging, but not trying to
change, what people think and feel. These interventions are by far the most plentiful and effective in the literature.
To increase vaccine uptake, these interventions build on existing favorable intentions by facilitating action (through
reminders, prompts, and primes) and reducing barriers (through logistics and healthy defaults); these interventions also
shape behavior (through incentives, sanctions, and requirements). Although identification of principles for changing
thoughts and feelings to motivate vaccination is a work in progress, psychological principles can now inform the
design of systems and policies to directly facilitate action.167weinreichDot Voting: A Simple Decision-Making and Prioritizing Technique in UX2642242019-07-08T11:15:52ZZ167weinreichHow You Can Have More Impact as a People Analyst2642112019-07-07T09:52:55ZZ167weinreich