The last three articles of this series have delved into the macro-level drivers of behaviour change. However, even the most well-designed programmes can fail to have their desired impact. When it comes to implementing a new programme, we must prepare for the last mile problem.
The last mile problem
The last mile problem refers to a new intervention or policy which isn’t adopted, as expected, by the target audience. A considerable amount of time and energy is spent developing new initiatives and products (the what). Although much less time is devoted to understanding and designing for how the target audience will engage with the new intervention (the why and how).
In a recent article, I described three key levers of behaviour change: People, Place and Purpose. People refers to the social networks a person shares and the influence these have on the decisions a person feels able or motivated to make. Place describes the powerful impact that local social structures have on the behaviours of people, either negatively by restricting access, or positively by facilitating self-organisation and a social movement. Purpose explains how new behaviours should align with people’s existing values if they are to be accepted.
A beautifully designed programme aimed at improving health by connecting people, providing a common purpose and linking with local social structures will be well placed. However, there are many potential barriers which could prevent people engaging with the programme or improving their behaviour as a result.
Each individual or community has unique characteristics, cultural norms, and environmental influences that can affect the adoption of behaviour change interventions. It is crucial to consider these factors to ensure the intervention is the most appropriate solution for that individual or community.
The practical aspects of implementing behaviour change programmes can pose significant obstacles. This includes issues such as limited resources, lack of training for practitioners, organisational constraints, and coordination among stakeholders. These delivery-level barriers could result in a well-informed intervention not being delivered as originally expected.
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Overcoming the last mile problem
Addressing the last mile problem involves considering the unique needs and contexts of individuals and communities, drawing on the latest behavioural science techniques, utilising effective behaviour change techniques, and ensuring effective implementation and scaling of interventions.
It is essential to recognise the significance of micro-level levers. Micro-level levers consist of targeted strategies, interventions, and techniques that can bring about subtle yet meaningful changes in behaviour. Examples of micro-level levers include personalised feedback, incentives, social marketing campaigns and individualised goal setting. These interventions are tailored to specific contexts, populations, and behaviours, and can effectively complement the broader impacts generated by macro-level drivers.
When delivering a new intervention, it is vital to adapt and ideally co-design the adaptation with the target population. This will involve understanding the diverse needs, preferences, and behaviours of the target population and tailoring the programme to specific subgroups. Involving the target population in the design process will ensure that the intervention is user-friendly, intuitive, and meets their specific needs. We should also map out the journey that individuals take when engaging with the intervention. This will allow us to identify potential barriers and opportunities to overcome these barriers at each step.
Once a a new intervention has been designed, it is important to recognise that behaviour change is an iterative process. We need to continually monitor, understand and adapt how programmes are being implemented at an organisational level, and how they are being received by the target population. This involves collecting data on the user experience, engagement with the programme and subsequent behaviour change. This knowledge helps to identify problems with the new programme and uncover new opportunities for behaviour change.
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The takeaway
We spend a huge amount of time and effort creating interventions — developing a theory of change, creating a strategy, designing a new solution and analysing trends. We spend a lot less time understanding what happens when the end user engages with the new programme.
The last mile problem acknowledges that whilst researchers and practitioners may develop evidence-based interventions and strategies, there can be significant barriers and complexities when it comes to implementing them and achieving meaningful behaviour change.
It has been said that in the last mile we must be prepared to run a different race. This new race will involve moving from large scale insight towards human decision-making and behaviour. Behavioural science can help us to develop practical and contextually relevant solutions which are more likely to be effective.
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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:
Guszcza, J. (2015). The last-mile problem. How data science and behavioural science can work together. Available at: https://www2.deloitte.com/content/dam/insights/us/articles/behavioral-economics-predictive-analytics/DR16_last_mile_problem.pdf
Soman, D. (2015). The last mile: Creating social and economic value from behavioral insights. University of Toronto Press
Gupta, A. (2011). For the last mile, be prepared to run a different race! Available at: https://medium.com/pause-often/for-the-last-mile-be-prepared-to-run-a-different-race-4c6fc5dece86
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