Chapter 2 | For a Lasting Planet

Chapter 2

Navigating the framework landscape

Let's set the record straight. Behavioural science began as a branch of psychology and sociology around the 1890s. However, its first significant application outside these fields was in public health in the 1950s.

Since then, social and behavioural science has been examined from multiple perspectives and extended into various other fields, significantly enriching our understanding and approach to human behaviour.

This interdisciplinary expansion has brought about great advancements and lots of diverse frameworks. Because of this, I’ll be sharing those sections that have been more useful in my work in an attempt to simplify the abundance of resources and translate them into easy actionable guides.

Notes from the field

I've been fortunate that one of my first real-world work experiences, which laid the foundation for much of my thinking, was at SNV Netherlands Development Organisation. There, I was thoughtfully trained and mentored by leading experts in the field from Zambia and Bangladesh in behaviour change for public health. This invaluable experience enabled me to run a nationwide behavioural change campaign in Northern Tanzania to promote safe sanitation behaviours. It was truly a journey that took me back to the origins of impactful public health work and set the base for my journey into conservation impact!

The frameworks

In this chapter, I will showcase four of my favourite frameworks, emphasising the invaluable contributions each has made to my work and thinking. The first two are extracted directly from public health and the last two are adapted versions specific to conservation and impact storytelling.

In essence, all frameworks share a common structure but offer distinct contributions and analyses. For instance, the LSHTM Framework provides deep insights into brain function and behavioural settings, while SaniFOAM equips us with tools to understand behavioural determinants and leverage them for interventions. The Rare Framework emphasizes the three stages of behaviour change, and the DocSociety Framework encapsulates these stages into impact dynamics.

LSHTM

The first framework I ever used was developed by The London School of Hygiene & Tropical Medicine. This comprehensive approach integrates a variety of theories and models to tackle public health challenges effectively. In my opinion, it serves as an excellent guide for understanding the components of behavioural-centered design and the intricacies of the brain.

Lesson 1: Behavioural Settings: Human behaviour usually happens in specific situations that repeat with certain characteristics. The appropriate behaviour depends on the physical, social, and time-related surroundings where individuals are. These are known as 'behaviour settings'. Therefore, changing these settings is a strong and lasting way to change behaviour.

Lesson 2: The Brain: The brain has three levels of control - ways in which acts and reacts: reactive behaviour, motivate behaviour (with its drives, emotions and interests) and planned-executive control. Understanding them is essential to understanding what propels the current behaviour and how to drive the efforts of your behaviour change intervention.

SaniFOAM Framework

The SaniFOAM framework (which stands for Focus, Opportunity, Ability and Motivation) is really helpful because it helps prioritise which behaviours and groups to focus on. It also helps us understand all the different factors that affect behaviour (referring to the internal and external behavioural determinants presented in Chapter 1). By learning which behavioural determinants are influencing our target audience and utilising them as intervention entry points we make our work more effective and meaningful.

The behavioural determinants from the SaniFOAM Framework are:

Psychological: Attitudes, beliefs, values, perceptions, emotions, and personality traits that exist within the individual.
Cognitive: Knowledge, understanding, and decision-making processes.
Biological: Physical conditions, genetic predispositions, and neurological processes.
Social: Social norms, peer influences, cultural practices, societal expectations, and interpersonal relationships.
Environmental: Physical surroundings, access to resources, infrastructure, policies, and economic conditions.
Situational: Immediate context, such as time constraints, physical setting, and specific triggers. predispositions, and neurological processes.

Notes from the field

Engaging in formative research to understand behavioural determinants (and human motives from the LSHTM Framework and SaniFOAM Framework) has been a practice I have prioritised and engaged with in all my assignments. The research I engage with utilises surveys, focus group discussions, PRA Tools and observation methods to find entry points for interventions and communication messages.

Rare Framework

Another framework that I find particularly valuable is the Rare Framework, which gained widespread recognition through their 'Behaviour Change for Nature: A Behavioral Science Toolkit for Practitioners.' This framework highlights three pivotal stages of behaviour change: inspiring change, socialising change, and easing change. The original toolkit is very well written and I encourage you to read it. If you would like to see examples within this context, you may want to read Chapter 8.

Notes from the field

Through fieldwork, I learned that human behaviour often favours immediate gratification over long-term sustainability and is influenced by a greater sensitivity to potential losses than gains of equal value with an affinity for familiarity and an aversion to risk and uncertainty.

Furthermore, through working with conservation organisations and natural history documentaries I’ve also witnessed how we often use our environment as a guide, adopting beliefs and behaviours (social proof) and that peer pressure from community meetings reinforces conformity to norms for group cohesion. You can learn more about this in Chapter 1.

Doc Society Framework

The final framework is from DocSociety, renowned for their expertise in impact production. The DocSociety introduces two concepts that have profoundly influenced my thinking: meticulous issue mapping and a nuanced exploration of the four distinct impact dynamics.

To effectively map an issue, we should gather information on past actions, current developments, and the stakeholders involved. This includes identifying ongoing efforts, understanding the roles of various actors, and recognising those who need to change their behaviours (the targets of our interventions). This will allow you to find entry points and optimise your efforts. Lastly, there are four ways in which you can have a positive impact.

Mapping the issue

Past and current initiatives: List all campaigns, organisations and products developed either in the past around your same issue, they can provide resources and learnings, and specially identify those who are currently working on your issue, they can potentially become partners.
Stakeholders: Understand who can make change happen, needs change to happen or has to change for the conservation issue to be resolved. For instance, local communities, scientists and academics, founders and donors, decision-makers, possible advocates, writers and journalists, etc.

Impact dynamics

Changing mindsets: Building awareness of an issue or shifting how it is perceived
Changing behaviours: Actively mobilising people to do differently not just think differently
Changing structures: Influencing law and policy within business and politics and community roles and decisions
Building communities: Outreach and community development support

Notes from the field

In my opinion, a combination of the four impact dynamics is what works best. However, they will be selected based on an informed decision from your research as well as a bottom-up or top-down type of change you want to make.