DAY 1
Briefing
PROJECT INTERPRETATION
GENERIC BEHAVIOUR ISSUES
AGGRESSION
SELF-ESTEEM
ANXIETY
PERSONALITY TRAITS
MINDFULNESS
RELATIONSHIPS
PSYCHOSOMATIC BALANCE
COGNITIVE CAPACITY
DIET
SLEEP
EXERCISE
HYGIENE psychological
HYGIENE physiological
MONEY MANAGEMENT
WEALTH MANAGEMENT
VALUE MANAGEMENT
CONSUMPTION
PRODUCTIVITY
SUBSTANCE USE
ALCOHOL USE
SMOKING USE
PRIMARY OBJECTIVES
Develop a an interpretation of the given brief and establish a clear intent - response and a personal design direction
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01: identify the behavioural change intent
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02: identify the behaviour change process / methods
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03: identify a relevant form of ambient
'tech-intell' interface
In simple terms, in order to prepare a basic project interpretation you need to resolve a decision on the 3 choices outlined below.
Access the links provided to explore the basis of these choices
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01: Identify the Behavioural Change Issues which you shall design for
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02: Identify the Behavioural Design Methods/Process you wish to apply
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https://www.artefactgroup.com/wp-content/uploads/2018/12/Artefact-Design-Behavior-Change-Strategy-Cards.pdf this is the pdf download
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03: Identify the form of ambient technology interface which you will to employ
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MICRO MANAGEMENT PLAN
download the above image as an editable ai. PDF - see left
BEHAVIOUR CHANGE WHEEL
see chapters 1,2 & 3 for a step by step guide on how to programme
behavioural change process
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chapter 1 focuses on stage 1 understanding the behaviour change need - by following 4 steps
8 drivers behind 'choice' making
85 'Behavioural-Change' Techniques
BEHAVIOURAL CHANGE:
by defining SMART objectives to establish detail and focus on how the behavioural change may be enacted / achieved / delivered
Developing SMART (specific, measurable, achievable, realistic and time-bound) behavioural goals and objectives.
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It might be useful to think about goals as being broader than objectives. It is essential that clear objectives are set and progress is monitored against them. A number of objectives can be developed to achieve an individual aim or goal.
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Objectives can be divided into:
Cognitive objectives – focused on learning, knowledge and beliefs. Interventions may be directed at changing the target audience’s knowledge of a particular issue, such as the benefits of early cancer screening.
Affective Objectives – focused on feelings and emotions. Recent campaigns have aimed to help people appreciate the negative impact of smoking on babies and children, and therefore on the feelings of adults.
Connative – focused on actual behaviour (or 'doing'). Although intermediary objectives may be cognitive or affective in nature, the primary objectives of social marketing interventions need to be connative, that is, they are ultimately about influencing and sustaining positive behaviour.
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This figure illustrates some broad behavioural goals related to target audiences exhibiting current or potential positive and negative behaviours.
Behavioural analysis – linking behavioural goals to user segmentation
Why do this?
First, we need to set behavioural goals that we hope to achieve in our target audience behaviour. Second, it is useful to set specific objectives to help get us there.
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For example:
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Objectives provide a sense of purpose and shared understanding. Clear, well-designed objectives are a means of communication among stakeholders who can appreciate what the intervention is trying to achieve
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They can provide a source of motivation for those involved in designing and delivering the intervention. This also depends on the nature of the objectives. SMART objectives motivate. Poorly set (or unrealistic) objectives will de-motivate
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They should provide a clear direction against which to make effective decisions, such as those relating to resources
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Without clearly stated objectives at the beginning of the process, it will be difficult to monitor and evaluate effectively
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Without objectives it is difficult to compare and benchmark interventions and, therefore, to develop an evidence base
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How might you do this?
You might find it useful to gather information about objectives from previous activities focusing on similar challenges and target markets. These will provide a guide or benchmark as to what is realistic and achievable.
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Many of the behavioural end-goals (stop smoking, recycle all possible materials) may not be feasible for some or all of the target audience. If the ultimate goal is not immediately achievable, consider intermediary behaviours as objectives, allowing the end result to be reached via a series of smaller, more achievable steps.
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Behaviour tree analysis breaks down behaviours into sub-groups or clusters. For example, a person is more likely to be able to resist a before-lunch snack if they perceive an allowed reward at lunch time. Or it may be relatively easy to recycle some materials, such as glass, for some residents where bins are provided, but not other materials, such as plastics.
Recognise the realities of people’s lives when setting achievable objectives, and consider important elements such as time and frequency.
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For example, time and frequency are features of many interventions dealing with addiction. Imagine being told (as a heavy smoker) that you can never have a cigarette again or (as a confirmed couch potato) that you must exercise every morning.
Tips
Make sure that your objectives are (specific, measurable, achievable, realistic and time-bound)
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SMART Objectives
Developing SMART Objectives
SPECIFIC
Objectives should not be open to different interpretations. They should be explicit about what will be done, where it will be done and who will be involved. They should also be stated so that everyone knows what is to be achieved.
MEASURABLE
They must relate to behaviours and attitudes that can be measured in some way, such as statistics, observation or research.
ACHIEVABLE
Although good objectives should stretch our capabilities, they should be achievable with the available resources. They should also be agreed by relevant stakeholders.
RELEVANT
Will the objectives lead to the desired results? Also are they realistic – (similar to achievable).
TIMEBOUND
The beginning and end date should be clearly defined.
Regularly review your objectives and keep a record of changes and why these were necessary.
Although longer-term objectives should not be changed as a matter of course, it may be necessary to amend them in line with changes in the environment, such as new legislation or economic trends.
Stay focused on behavioural goals and objectives so that the overall purpose of the intervention remains on course.
