1.
Behaviour
Change
Project
Design
Principles1
Understanding
the
Opportunity
for
Change
•
•
Actively
look
for
examples
even
if
only
from
a
small
group
of
the
actions
already
occurring.
This
will
signal
that
there
is
already
a
willingness
and
intention
to
take
action
There
has
to
be
a
value
placed
on
behaviour
restrictions.
Look
at
examples
of
how
the
community
sanctions
or
penalises
a
community
member
for
taking
on
a
unique
behaviour,
and
understand
what
the
core
rule
is
that
is
driving
the
community
response.
In
many
rural
communities
there
are
strong
norms
around
maintaining
your
position
within
the
community
hierarchy.
Behaviour
patterns
that
are
labelled
‘individualistic’
can
threaten
this
norm
–
i.e
‘tall
poppy’
or
pull-‐him-‐down
syndrome
(where
genuine
good
behaviours
are
resented,
attacked,
cut
down
or
criticised
because
their
talents
or
achievements
elevate
them
above
or
distinguish
them
from
their
peers).
If
this
is
known,
then
the
facilitation
tactics
used
can
be
adjusted
to
provide
the
right
mechanisms
for
widespread
adoption.
An
example
of
changing
tactics
is
by
moving
away
from
using
the
lead
farmer
model
to
demonstrate
new
farming
practices
and
towards
more
established
promotional
tools,
like
trial
packs,
promotional
discounts
and
contests
Testing
and
Re-‐design
•
•
Identify
the
interventions
that
seem
most
feasible
and
useful,
roll
them
out
in
a
controlled
way
in
a
small
pilot
program,
and
tracking
outcomes
will
inform
an
iterative
process
of
re-‐
design
Prototyping
and
a
willingness
to
experiment
and
tweak
are
crucial.
Over
time,
this
will
lead
to
an
intervention
or
a
small
set
of
interventions
that
are
both
psychologically
sound
and
administratively
and
logistically
feasible
Sequencing
and
Combining
The
design
principles
are
useful
to
understand
separately.
However,
to
ramp
up
adoption
it
is
critical
to
combine
and
sequence
them.
1
Adapted
from
Datta,
S.,
and
Mullainathan,
S.
(2012),
‘Behavioral
Design
A
New
Approach
to
Development’,
Center
for
Global
Development,
CGD
Policy
Paper
016
November
2012
2. Example:
A
buyer
of
sorghum
can
develop
contracts
to
include
an
agreement
for
all
farmers
that
payments
will
be
made
in
instalments
and
will
include
a
payment
of
school
fees
and
pre-‐
payment
for
next
year’s
inputs.
(To
opt-‐out
of
this,
famers
would
have
to
specifically
write
that
they
do
not
want
to
participate
in
these
programmes.)
This
agreement
could
be
followed
up
with
reminders
and
micro-‐incentives
(possibly
via
e-‐coupons)
to
get
farmers
to
plan
ahead
and
carry
out
specific
tasks
on
their
farm.
The
e-‐coupon
incentives
could
be
in
the
form
of
discount
on
a
service
that
will
facilitate
the
task.
The
reminders
could
be
framed
to
imply
most
farmers
are
already
doing
the
task
i.e.
“Don’t
be
the
last
one
to
get
your
weeding
done!”
At
the
end
of
the
season,
a
sorghum
day
event
can
be
held
to
reward
sorghum
club
members,
and
give
them
the
opportunity
to
explain
how
easy
it
was
for
their
fellow
farmers
to
become
members
too.
The
local
radio
can
host
the
event,
and
all
presenters
can
clearly
focus
on
the
benefits
of
growing
sorghum
and
being
a
member
of
the
sorghum
club.
In
this
scenario,
all
the
principles
have
been
applied:
principle
1
(signing
a
contract
to
make
commitment
easier);
principle
2
(instalment
payments
to
reduce
the
need
for
self-‐control);
principle
3
(contract
makes
the
payment
process
the
default
option);
principle
4
(SMS
reminders
and
e-‐coupons
to
offer
micro-‐incentives);
principle
5
(SMS
reminders);
principle
6
(sorghum
day
and
messaging
on
social
and
economic
benefits);
and
principle
7
(reminder
messaging
and
testimonial
messaging).
