In the last article of this series, we explored how overcoming the last mile problem was essential to delivering effective behaviour change programmes. Overcoming the last mile means ensuring that programmes are contextually relevant. This typically involves co-designing programmes with the people who will be affected or targeted by them.
In this article we delve deeper into why this is essential, and how each of us have mental models which shape the way we see the world. As Donella Meadows said:
“seeing how individual decisions are rational within the bounds of information available does not provide an excuse for narrow-minded behaviour. It provides an understanding of why that behaviour arises. Within the bounds of what a person in that part of the system can see and know, the behaviour is reasonable. Blaming the individual rarely creates a more desirable outcome.”
What are mental models?
Mental models are cognitive frameworks or structures that each of us carry around in our minds to make sense of the world around us. They are mental representations of how things work and help us make sense of the complex world we live in. Our mental models influence how we perceive and interpret the world, which ultimately guides the decisions we make. Each of us has a different representation of the world and as a result how each of us responds to situations varies.
To help us make sense of the world, our mental models simplify it. Unnecessary details are filtered out and we focus on the most relevant aspects of a given situation. Our mental models organise and categorise information to allow us to understand complex information more easily. Mental models shape our thoughts and behaviours. Whilst they allow us to navigate the world efficiently and quickly make decisions, they can lead to misconceptions based on incomplete information.
Our mental models are also subjective. Recent research suggests most mental models emerge through shared experiences, and they can be passed down through generations. They are shaped by each person’s upbringing, past experience, cultural background and education. This means that each of us may perceive the same situation differently.
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How can mental models help us understand and change behaviour?
Different individuals, groups, and communities will each have diverse ways of seeing the world. We must recognise this and tailor programmes or policies to align with the target audience. This allows us to go the last mile and implement a thoroughly developed and well-intended initiative across different populations.
We should work with, rather than against, people’s mental models to ensure interventions are received as originally expected. For instance, by understanding that people will filter information and focus on what’s important to them, we can simplify how a new programme is promoted. This will ensure that the most salient points will be understood and that it taps into what the target population values.
Recognising that different people have diverse mental models helps us to understand their perspectives. It encourages us to find common ground, build empathy and ensure that a new programme is effectively communicated. Practically, we could create detailed personas representing the characteristics, needs, and behaviours of the target population. This helps tailor interventions to specific contexts and preferences. It is worth remembering that one size fits nobody.
The delivery of a new policy or initiative should be seen as the start of a new journey. Feedback mechanisms which lean on quantitative and qualitative data should be embedded within programmes to continuously gather feedback from the target population. This allows us to gather real-time feedback on how a programme is being received across different contexts, and provides necessary insight into the adjustments which could be made to increase impact.
Identifying the mental models of the target audience and key stakeholders is crucial for understanding, anticipating, and overcoming delivery challenges. There are two potential pathways when dealing with mental models in behaviour change programmes: 1) Attempting to change them if they are counterproductive or harmful, or 2) Adapting the programme to align with the existing mental model(s). Which direction to take will be judged by the what — the current mental models, and the desired mental models which would unlock change, the who — the stakeholders (such as recipients of the programme or those helping to deliver it), and the how — designing strategies that align with or influence existing mental models.
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The Takeaway
Our mental models help us make sense of the world. They do this by simplifying and categorising the breadth of stimuli we have to process in our daily lives. This simplification of the world leads to an incomplete understanding of it.
When designing behaviour change programmes, we must recognise that people may be acting on incomplete information, and that each individual, group or community may experience the same information, policy, or programme differently. This diversity needs to be valued and built into programmes when they are implemented across different contexts.
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This article is part of a series exploring how to better understand and change behaviour at scale. Other articles in this series are available here.
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Sources:
Meadows, D. H. (2008). Thinking in systems: A primer. Chelsea green publishing.
Holtrop, J. S., Scherer, L. D., Matlock, D. D., Glasgow, R. E., & Green, L. A. (2021). The importance of mental models in implementation science. Frontiers in Public Health, 9, 680316.
World Bank. (2014). World development report 2015: Mind, society, and behavior. The World Bank.
Lebus, F., & Jeanneret, J. (2023). Change Your Mind Before You Change the System: Taking a Closer Look at Mental Models and the Water of Systems Change. Available at: https://www.fsg.org/blog/change-your-mind-before-you-change-the-system/
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