Like the physical properties of the universe, human behavior is complicated. And just as Newton’s Laws describe the motion of physical objects, these Laws of Human Behavior aim to provide a general model for how humans behave. People tend to stick to the status quo unless the forces of friction or fuel push us off of our path; behavior is a function of the person and their environment; every decision includes tradeoffs and the potential for unintended consequences.
Use of natural language to represent behaviour-change theories has resulted in lack of clarity and consistency, hindering com-parison, integration, development and use. This paper describes development of a formal system for representing behaviour-change theories that aims to improve clarity and consistency. A given theory is represented in terms of (1) its component constructs (for example, ‘self-efficacy’, ‘perceived threat’ or ‘subjective norm’), which are labelled and defined, and (2) rela-tionships between pairs of constructs, which may be causal, structural or semantic. This formalism appears adequate to rep-resent five commonly used theories (health belief model, information–motivation–behavioural skill model, social cognitive theory, theory of planned behaviour and the trans-theoretical model).
Although heuristics may not always give the most accurate judgment in social situations, avoiding them is usually not an option. Social heuristics are innate in us, to help us make sense of complex social interactions. Nonetheless, it is crucial to bear in mind that an overreliance on heuristics can potentially result in judgment errors that manifest themselves as social stereotypes.
Theory of Change Online (TOCO) is the only web-based software (no download required) that you can use to design and edit and store your Theory of Change, learn the concepts of theory of change, and capture your outcomes, indicators, rationales and assumptions in an interactive graphical environment.
templates showing different graphic ways to present frameworks
Often, there's a disproportionate focus on pre-existing attitudes or other exogenous factors explaining why behavioural interventions may not work. In other words, attitudes or other factors got in the way of the intervention being effective. But that's not necessarily the case, as this study suggests. Instead, it might be the nature of the intervention itself which blocks the behaviour (change).
tories, and their ability to transport their audience, constitute a central part of human life and consumption experience. Integrating previous literature derived from fields as diverse as anthropology, marketing, psychology, communication, consumer, and literary studies, this article offers a review of two decades’ worth of research on narrative transportation, the phenomenon in which consumers mentally enter a world that a story evokes. Despite the relevance of narrative transportation for storytelling and narrative persuasion, extant contributions seem to lack systematization. The authors conceive the extended transportation-imagery model (ETIM), which provides not only a comprehensive model that includes the antecedents and consequences of narrative transportation but also a multidisciplinary framework in which cognitive psychology and consumer culture theory cross-fertilize this field of inquiry. The authors test the model using a quantitative meta-analysis of 132 effect sizes of narrative transportation from 76 published and unpublished articles and identify fruitful directions for further research.
This principle of storytelling (more accurately, story-creating) does not only apply to bizarre YouTube videos featuring shapes. We are all perpetual storytellers in and of our own lives—in fact, we often see our lives as a “journey.” When we tell our friends anecdotes from the past, when we gossip or tell jokes, we are striving to find meaning and order in our lives through storytelling.
Narrative is the basic mode of human interaction and a fundamental way of acquiring knowledge. In the rapidly growing field of health communication, narrative approaches are emerging as a promising set of tools for motivating and supporting health-behavior change. This article defines narrative communication and describes the rationale for using it in health-promotion programs, reviews theoretical explanations of narrative effects and research comparing narrative and nonnarrative approaches to persuasion, and makes recommendations for future research needs in narrative health communication.
Guide to outcome evaluation and development of logic models
This article reports on new research that finds certain messages reduce fear of sharks, key to promoting conservation-minded responses to shark bites. Here it is argued that the sophistication in public feelings toward these highly emotional events has allowed new actors to mobilize and given rise to the ‘Save the Sharks’ movement. In a unique experiment coupling randomly assigned intent-based priming messages with exposure to sharks in a ‘shark tunnel’, a potential path to reduce public fear of sharks and alter policy preferences is investigated. Priming for the absence of intent yielded significant fear extinction effects, providing a viable means of increasing support for non-lethal policy options following shark bite incidents. High levels of pride and low levels of blame for bite incidents are also found. In all, this article provides a step towards improving our understanding of fear and fear reduction in public policy.
Government policies and services can be hard to navigate for people who are already under pressure. By understanding the effects of scarcity, we can make these easier to access for the people who need them. https://bi.dpc.nsw.gov.au/blog/2018/12/13/a-guide-to-reducing-the-effects-of-scarcity/
In it, he examined the work of psychologists and neuroscientists who are studying the human penchant for storytelling. What they are discovering is fascinating, but it boils down to this: People are wired to enjoy stories. Here are some key quotes that I took away from Hsu’s article: Storytelling is one of the few human traits that are truly universal across culture and through all of known history. … People in societies of all types weave narratives … And when a characteristic behavior shows up in so many different societies, researchers pay attention: its roots may tell us something about our evolutionary past. However narrative is defined, people know it when they feel it. Whether fiction or nonfiction, a narrative engages its audience through psychological realism — recognizable emotions and believable interactions among characters. [T]he best stories … captivate their audience, whose emotions can be inextricably tied to those of the story’s characters. Such immersion is a state psychologists call “narrative transport”. [M]ost scientists are starting to agree: stories have such a powerful and universal appeal that the neurological roots of both telling tales and enjoying them are probably tied to crucial parts of our social cognition. A 2007 study … found that a test audience responded more positively to advertisements in narrative form as compared with straightforward ads that encouraged viewers to think about the arguments for a product. Similarly … labeling information as “fact” increased critical analysis, whereas labeling information as “fiction” had the opposite effect. Studies such as these suggest people accept ideas more readily when their minds are in story mode as opposed to when they are in an analytical mind-set.Scientific American Mind - September 18, 2008 The Secrets of Storytelling: Why We Love a Good Yarn Our love for telling tales reveals the workings of the mind By Jeremy Hsu When Brad Pitt tells Eric Bana
1) Manufacture and maintain progress; 2) I don't vs I can't; 3) Implementation intentions
The Theory & Techniques Tool is an interactive resource providing information about links between behaviour change techniques (BCTs) and their mechanisms of action (MoAs). This information is based on MRC-funded research triangulating evidence of links made by authors in published scientific studies and by expert consensus [Project Website - http://www.ucl.ac.uk/behaviour-change-techniques]. It was developed to support intervention designers, researchers and theorists in the development and evaluation of theory-based interventions.
From my own experience, there appears to be a scientific trend (that I have not systematically evaluated) that successful behavior change programs tend to run for approximately 2-months, and that after this point, there is a large drop in adherence and impact. The big statistical meta-analysis that I carried out a few years back (http://www.jmir.org/2011/1/e17/), showed that online programs lasting more than 4 months, all failed. So as a rule of thumb, for most general purposes, 8-weeks is not a bad approximate time duration for many programs.
The results lead to some useful messaging recommendations, such as active publics being more effectively moved to action through motivational frames, rather than diagnostic (i.e. problem-focused) or prognostic (i.e. solution-focused) frames.
A negatively framed message (i.e. which describes the behavior that should not be done) is more effective, at least in this context, than a positive framed message that describes the preferred behavior.
The table below provides guidance for thinking through when specific policy tools are useful and when choice architecture or nudging can be used to complement or enhance a particular strategy.
If you or a small group of colleagues are the ones trying to bring a new practice to your organization, you are an innovator. You are inspired by a new practice you discovered, but will likely face problems getting it accepted. Consider that the challenges you experience when spreading a new practice are totally normal. It doesn’t mean you are failing, should stop trying, or there is anything “wrong” with staff and colleagues. It just means that your role is to plan how to motivate other members of the system
As social marketers and change agents, our theories drive how we understand and describe problems and propose and test different solutions to them. What is a theory? In science, it is a way in which we think about how the...
New research finds that people tend toward appeals that aren't simply more positive or negative but are infused with emotionality, even when they're trying to sway an audience that may not be receptive to such language. The findings appear in Psychological Science, a journal of the Association for Psychological Science
The amount and nature of value in a particular product or service always lie in the eye of the beholder, of course. Yet universal building blocks of value do exist, creating opportunities for companies to improve their performance in current markets or break into new ones. A rigorous model of consumer value allows a company to come up with new combinations of value that its products and services could deliver. The right combinations, our analysis shows, pay off in stronger customer loyalty, greater consumer willingness to try a particular brand, and sustained revenue growth. We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms. These elements fall into four categories: functional, emotional, life changing, and social impact. Some elements are more inwardly focused, primarily addressing consumers’ personal needs. For example, the life-changing element motivation is at the core of Fitbit’s exercise-tracking products. Others are outwardly focused, helping customers interact in or navigate the external world. The functional element organizes is central to The Container Store and Intuit’s TurboTax, because both help consumers deal with complexities in their world.
Underpinned by reinforcement learning, a fundamental theory of the dynamics of behavior change, BCD also incorporates theories about the evolution of behavioral control and human motivation, and a revised version of 'behavior settings' theory which helps explain the relationship between individuals and the environment. These theories suggest that, in order to change specific behaviors, interventions must create surprise, revalue the target behavior and facilitate performance of the changed behavior by modifying the environment in which it takes place. BCD involves a process for designing such interventions that follows five steps: Assess, Build, Create, Deliver, and Evaluate.