Anita with her two children in temporary shelter, Nepal September 2015. Credit: Sam Tarling/Oxfam

Influencing behaviours and practices to tackle poverty and injustice

General, Influencing, Methodology, Research 1 Comment

Ruth Mayne, a senior researcher on influencing, introduces the key themes of a new discussion paper on behaviour and practice change.

Anita with her two children in temporary shelter, Nepal September 2015. Credit: Sam Tarling/Oxfam

Anita with her two children in temporary shelter, Nepal September 2015. Credit: Sam Tarling/Oxfam

Behaviour change strategies can play a vital role in combating poverty, injustice and environmental problems, whether by helping end gender based violence, improving health and hygiene behaviours, or reducing resource-intensive consumption patterns.

But do we really understand how to achieve behaviour and practice change or are we still too reliant on information and awareness raising?

Building a successful influencing strategy

The discussion paper seeks to help strengthen change strategy design by drawing on learning from theory and practice. It focuses mainly on deep-seated and habitual gender, WASH, health, and environmental behaviours, but also contains insights for policy influencing, public mobilisation and consumer behaviours. It outlines:

  • The range of influences that can shape people’s behaviours at individual, group, societal and system levels;
  • The associated change interventions that can be used to address them with illustrative practical case studies.
  • The key steps necessary for planning and designing behavioural change interventions

Individual influences

Some economic theory assumes that people are rational, self-interested and autonomous influenced mainly by their internal decision making processes. This approach emphasises the role of information and financial incentives in influencing people’s choices. Both play a useful role, but tend to have modest impacts on habitual or deep seated behaviours due to the range of other influences shaping them.

psychological and behavioural theories show that people also often act in unconscious, irrational, altruistic and cooperative ways
In contrast to this narrow economic view of human behaviour, psychological and behavioural theories show that people also often act in unconscious, irrational, altruistic and cooperative ways and are affected by mental ‘shortcuts’, unconscious habits, values, frames, emotions and personal agency. Mothers’ emotions about nurturing their children were, for example, found to be a powerful motivator for promoting handwashing with soap in an Oxfam project in Nepal.

Therefore, to be effective change interventions also need to carefully frame information, strengthen agency and/or use prompts and environmental cues to overcome unconscious biases to ‘nudge’ people towards better habits.  For example, a big breakthrough for the gay marriage campaign in the US occurred when it shifted the framing of its messaging from equal rights to love and commitment.

Interpersonal and group influences

Socio-psychological and social learning theory highlights that people are social beings and therefore strongly influenced by their perceptions of and interactions with other people, particularly peers or role models, as well as by groups and institutions. Evidence shows that group interactive action and learning activities, are effective ways of changing behaviours as they create safe informal spaces where people can pioneer, model and learn new behaviours with others. Global Action Plan’s Eco teams are one example but similar approaches have also been used in gender and WASH. Even just simply communicating that other people are behaving in certain ways – social norm appeals – can be powerful. One experiment increased the recycling rates of hotel towels by adding a message to their signs saying that most other guests recycled.

Structural influences

There may also be structural constraints… such as power relations (including vested interests), government policy, cultural or religious beliefs
But addressing individual and group influences may only achieve so much. There may also be structural constraints affecting people’s behaviours such as power relations (including vested interests), government policy, cultural or religious beliefs, infrastructures or services. Improving public health or hygiene behaviours, for example, depends in part on people’s access to safe water, adequate sanitation, health services and medicines.

A South African health campaign, LoveLife, realised that HIV/AIDs among youth was driven more by disenfranchisement due to high unemployment, gender inequality and low self-esteem than lack of awareness of health risks. It successfully, increased youth use of condoms and reduced the number of their sexual partners by involving them in health, education and employment programmes, along with festivals, sports and other recreational activities.

Contributing to wider system change

There is some evidence that multi-pronged and multi-level strategies are most effective at addressing deep seated and routine behaviours. Some Oxfam country programmes, for example, use a combination of strategies to tackle violence against women and girls including: changing attitudes and beliefs and social norms; supporting women’s rights organizations; changing government policies and practice; empowering women economically; and/or enabling access to support services

While few CSOs are able to carry out multi-pronged/level interventions on their own they can help contribute to widespread behaviour change by (a) modelling and spreading new behaviours and behaviour change strategies to others and/or (b) influencing other actors – such as governments and faith institutions – to adopt, support, fund, promote and complement them, including when appropriate with legislation.

Alternatively, CSOs can identify and tackle key structural influences. For example, the ‘Cool Biz’ campaign – introduced in Japan in the summer of 2005 –reduced the use of office air conditioning, and hence carbon emissions, by changing clothing customs rather than environmental awareness raising. The campaign got government staff, including the prime minister, to model a new casual dress code at work. As the dress code didn’t involve a suit or tie offices were able to turn down the air conditioning, hence lowering carbon emissions.

If you have experience of behavioural and practice strategies that have and haven’t worked we’d love to hear from you, comment below. Also, look out for more posts in this blog series on influencing.

Author
Ruth Mayne

Ruth Mayne

Ruth is Oxfam’s Senior Researcher on Influencing and its Effectiveness. She has an interdisciplinary background as a researcher, policy adviser and practitioner on humanitarian, development and environmental issues. Ruth previously worked at the Environmental Change Institute, University of Oxford where she is now an honorary research associate. She has also worked as an independent consultant, as a country programme manager in Colombia, as a socio-economist, and as a university lecturer. Ruth has an MSc in development economics and BA in development studies.