Vrtual masterclass day 1-presentation (ubk)

1. Introduction to the Course
and Inquiry
Uttara Bharath Kumar
Senior SBC Capacity Strengthening Advisor

2. Not to persuade but simply to
“stir the glass”

3. What is Social and Behaviour
Change (SBC)?
‘SBC’ projects, interventions and
activities; try to positively influence social
dimensions of health and well-being in
order to promote and support
recommended health practices. This may
be structural, policy or behavior
(individual/ social/ community)

4. Communication is all about
relationships

5. Communication is all about
relationships, not delivery of messages!

7. Social Ecological
Model

8. 8

9. Communication is no
longer viewed as linear,
but as multi-directional

11. Why do we want to change
behaviour?
Usually to solve a problem

12. Solutions to problems can be…
• Structural /
environmental
• Policy
• Behavioural
(individual, social)
• Other

13. By the end of this workshop
• Nurture a clear, shared vision
• Describe the current situation with reference to
the shared vision. Why is there a difference?
• Develop a clear behavioural problem statement
• Identify and describe your audience segment
and the change you want them to make
• Get an exposure to behavioural science and
design thinking to understand how they can
shape behavioural interventions

16. Ends drive Means
To design a behavioural intervention:
1) To nurture a clear shared vision; and
2) foster understanding of the current
situation with respect to the shared
vision
3) know why there is a difference
between the two

17. Which is better? Do the “right” thing wrong?
Or the “wrong” thing right?

18. Right thing Wrong
At least then there is a chance you will get
it right
Doing the wrong thing right means you
will never be successful
How often are we eager to do what we
know how to do well (wrong thing right?)
and don’t stop to think if that is the right
thing to do?

19. We want to use existing solutions - When we
have a hammer, everything looks like a nail!
Trainer - everything is a training problem.
Manager - everything is a management
problem.
Community mobilizer – everything is a
community mobilization problem.
Medical doctor –everything is a medical
problem.

21. Now let’s talk about Ends and
Means

22. Do you board a plane and
decide where to go?

23. Or decide where you want to go and
board the right plane!

24. Ends or means?
• Increase availability of affordable, good-quality face
masks
• Increase mask usage
• Reduce crowding in public spaces
• Wear a face covering when outside the house
• Increase knowledge of risk reduction behaviors for
COVID-19
• Promote correct and consistent hand washing
• Reduce the prevalence of COVID-19 in our
community/ country

25. Ends or means?
• Increase availability of affordable, good-quality face
masks
• Increase mask usage
• Reduce crowding in public spaces
• Wear a face covering when outside the house
• Increase knowledge of risk reduction behaviors for
COVID-19
• Promote correct and consistent hand washing
• Reduce the prevalence of COVID-19 in our
community/ country

26. Ends – What we want to happen (big picture)
Means – What we need to achieve to realize the
“ends” that we want (steps to end)

27. Problem Statement
Key Question –
What do we want to change?

28. 1. We need to know clearly what we want
2. We need to know clearly what is
happening now.
…. and how to bridge this difference.

29. What is shared vision?
A clear description or picture of the future
that all stakeholders want to create.
It is a future that people are willing to pay
the price for.

30. Shared Vision (Example)
Individuals, communities, NGOs and the
government are working together to
ensure India is COVID-free by December
2020.
Price to pay: Restricted freedom, wearing
masks, economic challenges, schools not
reopened etc.

31. What is shared vision?
Emphasis is on shared not on vision.
Description is in the present tense.
Draws a picture and avoids use of
indicators or numbers.

32. What do I want to
happen or create?
Personal vision

33. Shared vision
What do we want to happen or create?

34. Shared vision
• Can be national, sub-national or community
• Can be on a broad issue or on a specific issue or
disease
• Good shared vision
– People own it
– Engages everyone
– Inspiring and compelling
– Concrete and specific
– Stronger than the “biggest dragon”
– Suggest course of action

35. What do you want to
happen?
Vision

36. Are you focused on
milestones and
ignoring the dragons?
Smart
objectives

37. Example - Dragons identified
through ‘Inquiry’
1. Don’t have affordable and good quality masks
2. No enforcement of mask wearing
3. Some people do not like wearing masks –
uncomfortable
4. Some people do not believe that masks will protect
them from COVID
5. Some people worry about what others will think if
they wear a mask – not cool

38. Vision shared by whom?
Government/ NGO - Reduce COVID-19
mortality rate 50 % by December 2020

39. Let’s ask a person
“How much COVID mortality
would you like in your family? ”

40. Let’s ask the community. How much COVID-19 mortality
would you like?

41. Can the community participate?
Vision - No family in our community will
experience a person dying from COVID-19

42. We can only achieve our vision if
we change.
You can’t have a grand vision but be
unwilling to change fundamentally the way
you do things. You cannot have “business
as usual!”
Visions come with change!

43. On the value of shared vision
“ It is not what the vision is, but what it
does…”
Kazuo Inamori, Kyocera Inc.

44. Shared Vision
Individuals, communities, NGOs and the
government are working together to
ensure India (Community X) is COVID-
free by December 2020.
No family in our community will experience a
person dying from COVID-19

45. Current Situation
• COVID prevalence is X% in Community X in
August 2020
• Mask wearing is only 60% in public
• Currently there are rules about masking in public
areas, but they are not enforced
• 20% of people surveyed do not believe masks are
protective against COVID-19
• Young people (15 – 30) are least likely to wear
masks because they feel they are not cool
• Masks cost more than what people are willing to
pay for them

46. Who needs to change what
behaviour?
• 20% of people surveyed do not believe
masks are protective against COVID-19
The survey covered 200 people in my colony
• Young people (15 – 30) are least likely to
wear masks because they feel they are not
cool
Youth comprise a significant proportion of the
population and are high risk spreaders