Section: Organisational and Strategic Communication
PUBLIC CAMPAIGNS AND BEHAVIOUR CHANGE: INTRODUCTION OF A STRATEGIC COMMUNICATION DEVELOPMENT MODEL
Reint Jan RENES, HU University of Applied Sciences Utrecht
Bas VAN DEN PUTTE, University of Amsterdam
Joost LOEF, Ministry of General Affairs
Introduction: In the Netherlands mass media campaigns are a major tool of the government in their efforts to improve citizens’ contribution to collective action problems varying from climate change, public health or social cohesion. Large amounts of money, time, and effort are poured into mass media campaigns each year in various attempts to get for example the people to use public transport, to practice safer sex, and to treat each other with respect. However, evaluations show that that the success of these type of mass media interventions are rather ambiguous. We will present the results of a study conducted together with the Dutch government of General Affairs that aimed at the improvement of mass media’s capacity to change the behaviour of the public. More specifically, we wanted to increase our and the Ministries knowledge and insights into the main theories, models and dilemmas related to the social psychology of behaviour change and subsequently wanted to formulate together with the ministry leading principles of behaviour change applicable to their public campaigns. Furthermore, we aimed at developing an evidence-based and practical communication development model including a checklist for designing a public campaign.
Method: The study took place from October 2010 until April 2011 and existed of a focused,interactive literature research by junior researchers of the Ministry of General Affairs. Under supervision of senior researchers (the authors of this abstract) the literature search concentrated at first on classic social psychological theories and findings. In a later stage of the study recent empirical findings and insights were added to the search. The interactive component of the study consisted of nine feedback and discussion sessions with different stakeholders within and outside the Ministry.
Results and Conclusion: The interactive literature research resulted in a communication development model that not only helps campaign managers of the Ministry to identify and analyse the behaviour of interest and to detect the relevant strategic critical moments and possibilities for persuasive communication, but also enables them to monitor how the chosen campaign strategy could reach its effects. The model focuses on three stages of campaign development. In the first stage the existing undesirable and desirable situation (as considered by the government) is determined and explored, and its decided what (measurable) behaviour is responsible for this. In the second stage the behaviour to be changed is analyzed. Important issues explored in this stage are for example: how impulsive or reflective driven is this behaviour? What are the conscious and/or unconscious cognitive and affective determinants? For change to occur what initial actions are needed? The final stage of the model involves the communication strategy to be designed. Here it is important to explore the willingness of the target group to process information and whether the strategy should be implicit or explicit.