Workshop Messaging that makes a change 23 June Martin Cresswell and Jenny McArdle
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.
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
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
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
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
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
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
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%
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
Recruiting children’s social workers
What are the most important things to emphasise and address in your messaging?
Who would be the best messenger?
Contacts
Jenny McArdle, Director
m: 07525 403 611
Martin Cresswell, Chief Executive
m: 07912 300 216
www.impower.co.uk