realising the value stakeholder event - workshop:let's think in terms of behaviour: what...

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Thinking Behaviourally

For Realising the Value


What are Behavioural Insights?

Behavioural Insights

Psychology

Anthropology

Economics

Policy Analysis

Understanding how people behave in practice so that we can design policy better


Aims of this session

1. To help you think about the behaviours involved with Realising the Value

2. To help establish objectives for Realising the Value based on these behaviours


1. What behaviours?


Realising the Value: the vision

A new relationship with patients and communities to support

people with a long-term condition to manage their own health

and care. We want the health and care system to support people to have the knowledge, skills and confidence

to play an active role in managing their own health

and to work with communities and their assets.Putting people and communities genuinely in control of their health and care


Thinking about behaviour

Visions are necessarily high level and embody many different priorities, ambitions, emotions, associations, political positions, etc.

When it comes to realising a vision, we have found it surprisingly effective to focus on just one aspect: what do you want people to do?

• Not attitudes• Not opinions• Not beliefs

We have found that this can be surprisingly difficult, partly because we naturally combine these aspects together.


Just one example

“Play an active role in

managing their own health”

Asthma

Patients

Use inhaler correctly

Avoid high-risk situations

Carry inhaler

Understand signals of attack

Replace inhaler when necessary

Understand what triggers attack

Access information about triggersHas resources to identify alternatives


2. What objectives?


We need to get more specific to avoid problems

The objective is to: improve the efficiency of HM Passport Service

It’s not clear what improvement might mean in this context

Is this the whole of the Passport Service, or part of it? If the whole (as this implies), we should consider starting smaller and proving the concept in a particular area before rolling out across the country

Efficiency of what? Better to link to a specific process


Example of how to get more specific

The objective is to: increase by 10% the passport issuing rate in the Liverpool Passport Service office in the 10 days after an application is received

Time-related. We should try to be as clear as possible what the timeframes might be. Ideally, the timeframes will be linked to existing processes.

Assignable. BIT projects will usually start on a small scale, then scale up when we are confident that something is working.

Specific, Measureable and Realistic. Start with a quantifiable objective, even if this is modified over time. Start thinking now about how big an effect we’ll need for a project to be worthwhile.


Moving from a general vision to a concrete plan

Specific – target a specific behaviour that you are trying to change

Measurable – so we know when we have been successful

Assignable – specify who or what will do it

Realistic – state what results can realistically be achieved, given available resources

Time-related – specify when the result(s) can be achieved

S

M

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Realising the Value: Objectives

A new relationship with patients and communities and

support people with a long-term condition to manage their

own health and care.We want the health and care system to support people to have the knowledge, skills and confidence

to play an active role in managing their own health

and to work with communities and their assets.Putting people and communities genuinely in control of their health and care


Imagine a person-centred health and social care system

What three behaviours will the following groups need to STOP and START doing?

• People (in the community)• Patients• Practitioners

Focus on Long Term ConditionsYou have 15 minutesWrite ideas on flipchartsIdentify a spokesperson to present back

realising the value stakeholder event - workshop:let's think in terms of behaviour: what...

Healthcare

specific behaviour

specific process

concrete plan specific

general vision

available resources

quantifiable objective

signals of attack

behaviour visions