Look at almost any social advertising campaign to combat risk behaviour that springs to mind and the chances are you’ll see a determined, challenged, perhaps optimistic but just as likely, put-upon individual fighting their way out of their addiction or fundamentally unhealthy behaviour. Alone.

It’s not easy changing established (often addictive) behaviours, particularly if they form part of a social and cultural norm. In socially deprived communities the norm, for instance, is to smoke, drink and participate in the range of risk behaviours that are damaging to their health and wellbeing.   Recent thinking and research on the power of social networks shows us that alternative approach might be available – one that draws on the collective and supportive power of the group and signifi cant others and highlights the role that health partners can play as providers of valuable support,  incentives and encouragement.  In short, the more we connect and support each other, the more our actions will add up to create something that is more than the sum of our individual efforts.

We know it’s bad for us, but we do it. If we know it’s bad for us why do we do it?

Competing theories of risk behaviour have attempted multiple explanations as to why we engage in risk behaviour. Broadly, individuals who engage in risk behaviour act in pursuit of what they ‘need’ (relief from discomfort) or ‘want’ (pleasure/ satisfaction). Risk behaviour and a lack of impetus for change are often justified in the following ways:

• I like or need what I am doing too much- addiction/self medication theory learning theory

• I am not convinced about the benefit of change – cognitive dissonance, decision theory, health belief model

• Everyone else is doing it – social learning theory

• I will do it later – cognitive dissonance, theory of planned behaviour

• It will be too difficult to change motivation theory

What can the theories tell us about creating practical action?  Theories of behaviour change teach us that risky behaviour is a multi axle problem, influenced by an individual’s sense of self, their surroundings and their vision of their future. Through analysis of these theories consistencies emerge that show that three factors are needed for positive change to emerge:

1.Create an acceptance among the target group that they are at personal risk: To estimate personal risk realistically individuals need a standard against which they can assess their chance of being harmed by their behaviour. Despite this, people cannot make statistical assessments of risk. Thus, individuals rely on cognitive frameworks that permit quick judgements and often result in poor cost-benefit analysis. We need to overcome the belief that: “Telling me that something is bad for me, whilst important, won’t necessarily make me change.”

2.  Make the target group believe that “quitting” or changing behaviour is not socially unacceptable:  Frameworks of risk are frequently based on the cultural norms and learned behaviour. Individuals may selectively attend, distort or even resist information if it is seen to conflict with personal perceptions and behaviours. We need to make the target audience overcome the belief that: “Everyone else is doing it, and I ‘enjoy’ my life, so I won’t be interested in listening, let alone changing my behaviour.

3. Be motivated enough to commit to the first steps towards behaviour change:  Whilst social definitions of risk behaviour are important, risk behaviour has a strong relationship to life trauma, mental well-being and an individual’s motivations to change. They need to move on from the belief that “I am depressed about my past, present or future, I may lack the self confidence to change, or not see the point.”

The challenge of improving health and well-being in those who are most at risk:  The challenge for the improving health in groups where health and well being is poor, is that the factors needed to tackle risk may be absent. There may be little understanding of the risks, social norms reinforce behaviour (smoking, for instance) and there may be little motivation to change (low self esteem).

Further, where low self esteem exists, the tendency to engage in risk behaviour is higher. So, this demographic is actually constantly fuelling its own cycle of behaviour.

The power of more than one – using new thinking to tackle some age old problems:   There is clear evidence that the influence of the group: peers, family, friends and the workplace has a significant impact on an individual’s attitude towards risk behaviours.- the key challenge is to build the belief that changing behaviour and being healthier is both achievable AND desirable and the way to do this is to speak to groups not individuals

It is all about creating momentum: It is not until people can see the positive benefits of behaviour change in their own peer group that it will become appealing. To use an analogy, changing behaviour is like starting a Mexican wave. If no one starts it, it will never happen. It takes a huge amount of self-confidence for the first person to stand up and lift their arms. If he/she doesn’t have that self-confidence, but has agreed with his friends that they will support him and follow suit, then he is more likely to stand up and the chances of the Mexican wave succeeding are far greater. As shown by the Rogers Adoption Curve, a certain number of ‘Innovators’ are needed to change any behaviour. As the innovators set an example in a group, those who have not contemplated change are forced to re-evaluate their own behaviour. We would argue that to be an innovator you need support, and it is much easier to be a group of innovators, than one person alone.

Visual Thinking

What would really help this blog post would clearly be the very title itself. It might help me describe more easily what visual thinking is and how it can be used to solve complicated communication conundrums.

But seeing as this a blog post, then I will use the power of words to communicate the beautiful idea behind visual thinking…So here goes.

Visual thinking is a concept that enables users to understand and relate to complicated processes and journeys that words simply cannot do justice. Common outputs of visual thinking are usually that of illustrations designed to help the user navigate or process through information without confusion. In simple terms, it is the ‘bigger picture’ in picture form.

Imagine a business strategy written over something like 112 pages in black and white text with no visual cues to help you imagine what this plan might actually look like one day. It’s probably going to look quite boring. Laborious to read and tiresome to follow too.

It’s not uncommon that visualising that bigger picture can sometimes be difficult for a business. It’s easy to become immersed in daily routines and processes, so that’s why visualising a strategy or a vision can be hard.

So, this is where an illustration can help turn that strategy in something a touch more exciting. It’s designed to be easy to follow and cohesive to understand. Whether the output is indeed in illustrative format or an interactive journey that tells a story or vision, our technique of portraying these ideas ensure that your idea has meaning and clarity – for all to understand.

Ok. Now you might be thinking, ‘sounds good, but I’m not convinced’, which is a perfectly reasonable response seeing as this is just a short description of what visual thinking is, or could be to you.

Oh the irony. Visual thinking needs some visual thinking to explain itself.

I guess it’s difficult to do a concept like this any justice, so if you’d like to hear more about this idea, then please do get in touch.

Alternatively, have you got a great ideas or visions of your own but are finding it hard communicate? Try us, and our solution just might help.

Stuart

It reminded me of a second interesting piece on the merits of human versus machine driven solutions, a Rory Sutherland column in Campaign magazine from a few months ago, viewable here (but sadly subscription only).  It argues that for all the benefits of rational data driven solutions, humans often respond best to a slightly more vague, heuristic approach.

The message is that focusing solely on product quality is no longer the way to compete.  Instead it is the ways which consumers interact with a product (or range of products) over time within the ecosystem which a business creates, and the overall experience they enjoy within it, which will ultimately drive that business’s success and growth.

A couple of things have caught our eye over the last week which both remind us of the importance of taking ideas from outside influences in order to make what you’re doing better.

Firstly, 10 tips (above) taken from Austin Kleon’s book about creativity, Steal Like An Artist.  His philosophy is based on T.S. Elliot’s remix culture, namely getting inspiration from a variety of sources, which we believe is a fundamental step to doing things better in any context.

The same principles are echoed in this article which asserts the importance of ‘borrowing, heavily and without shame’ from what’s working well in the outside world and applying it to your own product or service to improve customer satisfaction.

Food for thought!

He shares some refreshingly straightforward thoughts about innovation and problem solving, which seem just as applicable to business growth challenges as they are to product design.

Well worth a read.

http://www.thisislondon.co.uk/lifestyle/london-life/sir-jonathan-ive-the-iman-cometh-7562170.html

To get involved in the collaboration, join FutureScapes on Facebook

1.  To ensure universal access to modern energy services

2.  To double the rate of improvement of energy efficiency

3.  To double the share of renewable energy in the global energy mix

Globally, one person in five lacks access to modern electricity and twice that number, three billion people, rely on wood, coal, charcoal or animal waste for cooking and heating. In developed countries the problem is a substantial waste of energy.

What can business do about this?  Well, read here for more: 

http://www.businessfightspoverty.org/profiles/blogs/new-wbcsd-publication-business-solutions-to-enable-energy-access

http://www.ted.com/talks/lang/en/derek_sivers_how_to_start_a_movement.html

Good luck starting the next dance craze, and merry Christmas from everyone at The Foundation!