A practical, interactive tool that introduces Behaviour Change Techniques, considered to be the ‘active ingredients’ of behaviour change interventions. The tool walks you through how to identify and deliver Behaviour Change Techniques, drawing on the COM-B model and Behaviour Change Wheel.

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CHAPTERS 00:00 Introduction 00:20 Identify a subset of people who get it 00:54 1st Slide: What we do 01:34 2nd Slide: Our Insight 02:13 3rd Slide: Proof Points 02:45 Don't create a Frankendeck 03:30 Conclusion

The first objective was to provide an overview of all activities that were employed during the course of a research project to develop a relapse prevention intervention for interdisciplinary pain treatment programs. The second objective was to examine how co-design may contribute to stakeholder involvement, generation of relevant insights and ideas, and incorporation of stakeholder input into the intervention design.

Could this guide us towards a structured approach for assessing the level of community involvement in SBC programmes? At the highest level, “Citizen Control“, communities independently lead programmes with full decision-making authority. “Delegated Power“ and “Partnership“ designate significant community influence on programme decisions, either through majority control or collaborative governance. In contrast, “Placation“, “Consultation“, and “Informing“ indicate lower degrees of participation, where community input may be sought but is not necessarily instrumental in shaping outcomes.

In their landmark 1959 report often referenced in leadership theory, social psychologists John R. P. French and Bertram Raven pinpointed five bases of power: Legitimate: when people perceive that your rank in a formal hierarchy—e.g., manager, CEO, or president—gives you the right to “prescribe” their behavior Reward: when people perceive your ability to distribute rewards for completed tasks or met goals Coercive: when people perceive your ability to distribute punishments and disincentives (the opposite of reward power) Expert: when people perceive your special knowledge or expertise, which causes them to defer to your expertise Referent: when people feel “oneness” with you or a desire to be like you, leading to their respect and admiration of you Referent power is considered the most potent because it doesn’t require that a leader micromanage, use coercion, or reward to influence others. People follow a leader with referent power based on who the leader is and how they behave. According to French and Raven, referent power has the broadest range of influence of any power, allowing it to be leveraged on a large scale.

The new toolkit crosses local, central and international government action. It has many of the elements of the previous framework but also covers new ground. The most obvious is that we have changed the horizontal axis to better reflect the way government works in practice. This has meant including a number of new areas namely, influencing, engaging, designing, developing, resourcing, delivering and controlling (or managing). The vertical axis still follows the same logic from ‘softer’ more collaborative power at the top, down to more formal government power at the bottom of the axis. The update includes many familiar things from nudging behaviour to convening power and also adds new areas like deliberative approaches such as citizen juries. This is the framework for Policy Lab's new Government as a System toolkit. The new Government as a System toolkit framework. When looking across the whole system, it now has 56 distinct actions. Of course this isn’t an exhaustive set of options, you could create more and more detail as there is always more complexity and nuance that can be found in government. Importantly, we want policymakers to be considering how multiple levers are used together to address complex problems.

If you’re trying to think and act more creatively and more critically, focus on asking better, more interesting questions of the briefs you’re tasked with answering. What we teach children can and should be applied to our own professional lives, too. A focus on problems and solutions first, promotes consistent, ‘safe’ answers, but won’t move the work on. Spending time on asking and answering better questions will help refine the understanding of a problem and will create the conditions for new, interesting and challenging solutions.