Workshop

Messaging that makes a

change

23 June

Martin Cresswell and Jenny McArdle

What we will cover

The challenge

A different perspective

Practical tools

Application

The challenge…

Why don’t they get it?...

A different perspective…

Change behaviour not attitudes

Know your audience

Craft the message

Choose the messenger

Knowing your audience…

9

Values Modes: Overview

• Values Modes provides a simple way to understand motivations

• Value Modes explain emotions, attitudes and motivations that inform demand.

• Values are beliefs that are tied inextricably to emotion – not objective calculations – and, as such they operate largely subconsciously.

• Understand what motivates people to meet their goals/objectives. They can change over time

• Understanding the values which underpin motivations provide a model by which behaviours and choices can be predicted and influenced.

Knowing your audience| VALUES MODES

“Settlers” “Prospectors” “Pioneers”

Chara

cte

ristics

Traditional.

Like ‘top-down’ messages.

Naturally conservative and risk averse.

Driven by unmet need for safety,

identity, belonging.

Wary of change – nostalgic about

past.

Low sense of ability to effect change.

Guided by external influences (e.g.

people, money, status, power).

Status oriented – do things because

they are cool / fashionable / clever.

Draw esteem from others.

Guided by their own sense of ‘right’

& ‘wrong’. This is deeply emotional

and informs rational decisions.

Strong ‘Self-efficacy’.

Less worried about others’

perceptions of them.

More creative.

Most empathetic.

Beha

vio

ur

‘Follow the crowd’.

Least empathy of the groups.

More likely to get family (often

extended family) to help out with some

tasks.

Can be inflamed by threats.

Pessimistic about future.

Smarter dressed.

“Don’t want to look stupid”.

“All about me- how does it affect

me?”

Unlikely to come up with ideas.

“Keeping up with the Jones’”

More likely to volunteer.

‘If the rules don’t let me do it, change

the rules’.

Issues that concern them are local /

within control.

Come up with ideas / solutions.

The national breakdown of Value Modes

How do they compare?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Foster carers

Staff in foster service

Service staff: Early Intervention and Prevention

Users of waste and recycling services

Staff within council tax service

Full Council breakdown

Education Admissions Appeals Service staff

At risk young men

Parents of SEN Transport Users

Thriving families

Ex-service veterans

Temporary Accomodation Applicants

Older people in a reablement service

%Pioneer

%Prospector

%Settler

Applying Value Modes within organisations

Council Survey: “What makes you tick?”

VM of 700 staff (47%) alongside survey of motivations and opinion of working at the council

Value Modes was also used as a tool to encourage completion of the questionnaire, tailoring promotion ofthe survey to encourage different groups to respond.

Themes emerged regarding the performance culture, engagement with the council as the employer, theimportance of team identity and working together.

VMs will be used as a tool to support recommendations regarding the performance approach and businessplanning process.

44%38% 42%

41%

34% 31%

15%28% 27%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Council Value Mode proportions vs. UK & London

Settler

Prospector

Pioneer

Council National London

Value Mode Breakdown: Directorate

50

35

43 44

60

44

50

42

4145

29

41

0

2316

11 1115

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Chief Executives Customer &Community

Resources,Housing,Regeneration

Wellbeing Education andChildren's

Overall

Pioneer Prospector Settler

Value Mode Breakdown: Grade

25

46

5867

54

38

34

33

2116

80

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Level 1-4 Level 5-7 Level 8-10 Senior Management Team

Pioneer Prospector Settler

Application to the Analysis

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Level 1-4 Level 5-7 Level 8-10 Senior Management

Strongly Disagree

Disagree

Neither Agree NorDisagree

Agree

Strongly Agree

I know where the Council is going in the next year

Example of application in social work

What managers say: What staff think: Impact

“If you do this, the budget will balance and you will be more likely to be promoted”

“I don’t want to get promoted, I just care about the service users”

Staff are not motivated to make the necessary changes.

“Prospector” managers speaking to “Pioneer” staff:

“Pioneer” social work staff speaking to “Settler” service users:

What social workers say: What service users think: Impact

“Personalisation is a great opportunity to do things differently”

“I don’t want to do things differently. I want help so that things can stay the same”

Low uptake of Direct Payments and personalised service options.

What reablement assistants say: What service users think: Impact

“We’re here to help you with the things you can’t do yourself anymore”

“Great! I can rely on this service to look after me for ever more!”

Lost opportunities to reable service users and reduce service provision.

“Settler” reablement assistants speaking to “Settler” service users:

MINDSPACE

MINDSPACE

A framework to develop interventions that will influence behaviour.

It is a behavioural science tool that was founded by leading psychologists and economists.

MINDSPACE recognises that there is a difference between what people say they will do and what they actually do.

A small change can make a big difference.

One Brain: Two Systems

One Brain: Two Systems

17 x 24 = ?

One Brain: Two Systems

System 1 System 2

fast slow

unconscious conscious

automatic controlled

parallel processing sequential processing

One Brain: Two Systems

• We live in an information-overloaded world

• Dual system makes things easier

• Environmental and contextual cues have a strong influence on our behaviour

If you want to change behaviours...

SPEAK TO SYSTEM 1 FIRST!

Influence Effect

Messenger we are heavily influenced by who communicates information

Incentives our responses to incentives are shaped by predictable mental shortcuts such as strongly avoiding losses

Norms we are strongly influenced by what others do

Defaults we “go with the flow” of pre-set options

Salience our attention is drawn to what is novel and seems relevant to us

Priming our acts are often influenced by sub-conscious cues

Affect our emotional associations can powerfully shape our actions

Commitments we seek to be consistent with our public promises, and reciprocate acts

Ego we act in ways that make us feel better about ourselves

Using Behavioural Science | MINDSPACE

Elements of a communication plan

Messenger

This is the person responsible for delivering the specific message

Messenger

We are heavily influenced by who

communicates information.

Authority - Trust - Similarity

Authority

from your

• position or role in society

• experience, training and qualifications

Authority

Hospital Study

Nurses were asked

• to administer an unauthorised medication

• at overdose levels

• over the telephone by an unknown doctor

Authority

Hospital Study

Nurses were asked

• to administer an unauthorised medication

• at overdose levels

• over the telephone by an unknown doctor

95%complied

Similarity

• age, gender or profession

• particularly lower socio-economic groups

Similarity

Glasgow Community Initiative

employed a combination of messengers:

• local policeman

• surgeon specialising in facial injuries

• mother of a gang violence victim

Similarity

Glasgow Community Initiative

employed a combination of messengers:

• local policeman

• surgeon specialising in facial injuries

• mother of a gang violence victim

46%in violence

Influence map - messengers

Child minders

Other parents

Parenting forums /

networks (online)

Other parents of SEN

children

Individuals’ own experience

Government websites & Info

Family, friends & neighbours

COUNCIL’S POTENTIAL ABILITY TO INFLUENCE THESE PEOPLE / CHANNELS / MEDIA

INFL

UEN

CE T

HES

E H

AV

E O

N P

AR

ENTS

’ EX

PEC

TATI

ON

S R

E SE

N T

RA

NSP

OR

T

HIGH

LOW HIGH

Local media

National media incl soaps & magazines

Local community

Legal professionals

Hospital consultants

Health visitors

Ante natal staff

Neonatal & post natal

staff

Therapies staff, e.g. physio, OT

Councillors

Family Information

Service

Ward councillor

NurseriesParent &

toddler groups

GPs

Opportunity play group (high nos

SEN)

Escorts

Parent support groups (PIP, National

Autism Society)

Transport providers

Parent Partnership

EY / Portage team

Mainstream schools staff

Voluntary sector

Children’s centre staff

Children with disabilities

team

SEN Team

CAMHS

Council website & literature

Access Croydon

Youth Support

Education Psychologists

Education welfare officers

Special schools staff – esp on provision visits

& annual review

Passenger transport team

Respite centre

Council Commissioned Health

Schools Informal Other

Salience

Our attention is drawn to what is novel and seems

relevant to us

Simple - Accessible - Novel - Anchors

35

Novelty

A .............................a day helps you work rest and play.

Do the Shake ‘n’ Vac and.......put the freshness back!

A smarter investor at the........

36

Affect

Our emotional associations can powerfully shape

our actions.

Attractiveness - Fear - Disgust - Fun

Attractiveness

If we feel attracted to a person we are more likely

to be influenced by them.

Attractiveness

Bank Mailing Study

• When a picture of an attractive female was printed on letters, demand for the loans increased – regardless of recipient gender

• To achieve a similar demand without the picture the banks had to reduce the interest rate on offer …

Attractiveness

Bank Mailing Study

• When a picture of an attractive female was printed on letters, demand for the loans increased – regardless of recipient gender

• To achieve a similar demand without the picture the banks had to reduce the interest rate on offer by …

25%

It works…

Results| Overview of trial results

- 63% of practitioners in the First Team [agreed or strongly agreed that they have] changed the way they have conversations*

- 64% of Care Direct call handlers have changedthe way they deal with calls*

‘’It’s a whole mind-shift…” (Practitioner - First Team South)

‘’Made me see the person differently…’’

‘’We talked about positive risk taking where I normally wouldn’t have.’’

‘’Made me see that the person had a lot more going for them then I would have normally realised.’’ (First Team South)

* Self reported via post trial surveys

Pioneers 72-77%

Prospectors 20-25%

Settlers3%

77%

20%

3%

72%

25%

3%

Pioneers Prospectors Settlers

Managers All Staff

Results| Overview of trial results

This change can have significant impact on outcomes and budgets:

- There was a shift from Tier 3 to Tier 1 / 2 services being identified with 23% fewer Tier 3 services identified

- This shift in services gives potential savings of c. £30m+ p.a. (22% of the total budget)

- New referrals from Care Direct reduced by 30% and there was a concurrent increase in calls providing Information and Advice**

- Inappropriate contact calls to Care Direct reduced by 47% **

32%

1%

67%

50%

6%

44%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Tier 1 Tier 2 Tier 3

Comparison of baseline and innovation sites by % spread of services

Baseline Innovation site

Referring children into care

The small change:

Providing specific feedback: Telling people

why the children they have referred in have

not passed the threshold for care.

• Securing their Commitment through

Reciprocity – making the first move

• Reinforcing Norms

• Changing the Default – always receive

feedback

• Changing the messenger

The big impact:

• 50% reduction in referrals entering social care

• Lowest re-referral rates nationally (7% - national average is 20%).

Picking up the phone to foster a child

The small change:

• Encouraging ‘word of mouth’ recruitment

from existing foster carers

• “You learn more from a foster carer than you can

from a social worker”

• Changing the Messenger: People similar to me

• Norms: Reinforcement

The big impact:

9%

14%

0%

2%

4%

6%

8%

10%

12%

14%

16%

Enquiry to Approval Rate

Without intervention With Intervention

55% increase

Try it out…

Recruiting children’s social workers

What are the most important things to emphasise and address in your messaging?

Who would be the best messenger?

Questions…

Contacts

Jenny McArdle, Director

e: jmcardle@impower.co.uk

m: 07525 403 611

Martin Cresswell, Chief Executive

e: mcresswell@impower.co.uk

m: 07912 300 216

www.impower.co.uk