Social and Behavioral Change Communications as a Tool to Nudge Impact

After having spent over a decade in for-profit organisations and nearly a decade in not-for-profit, I have always wondered about the stark similarities and the diametric differences between developing communication in both sectors. Of course, this is beyond the obvious differences in the fundamental objective of why each is done – the former, to entice an audience into propelling the economy through purchase of a product or service and the latter, to nudge the adoption of a preventive or promotive practice for individual and ultimately, social good.

While the ‘why’ of both differs, the ‘how’ of executing both, is not dramatically different. The foundational principles remain fairly similar. And though this may not be the popular perception, the similarities are apparent especially to those who have had the opportunity to be crossovers. For years, ‘communication for good’, or ‘development communication’ as it’s called, has been about providing ‘need to know’ and sometimes more than necessary information in order to take action. Termed IEC (Information, Education and Communication), it has most often lacked the ‘enticement’, the ‘persuasion’ and the ‘romance’ that brands are such experts at. The reasons for this are manifold but that’s discussion for another day. India needed campaigns like ‘Do Boond’ and ‘Balbir Paasha’ to demonstrate the phenomenal change that impactful communication can create, even in the social sector.

It is with the evolution of Social & Behavioral Change Communication (SBCC) internationally and more recently in India, that a strategic approach to development communication came into being. Globally, there has been a paradigm shift in recent years from sporadic awareness-raising activities to strategic, evidence-based approaches to communication. And this shift has been driven by the realisation that changed behaviours – the primary outcomes of social change – are influenced by a multitude of factors like socio-cultural and gender norms, as well as the need to mobilise communities to affect recommended behaviours. Often, influencing policy and addressing structural issues, are also imperative to building a holistic approach to facilitate change at the grassroots.

One truly exciting similarity and difference between marketing and SBCC is that just as a marketeer needs to manage the entire ecosystem of a product or service right from its development to its pricing, distribution and communication, with SBCC it’s about creating an ecosystem that stimulates the behaviour change with communication being a key lever to induce that change. For instance, when we partnered with the Government Of India during the Swachh Bharat Mission to bring communities to use a toilet, wash their hands post defecation or pre meals and drink safe water, it was not enough to just use communication to bring about that change. Deep formative, ethnographic research helped identify triggers & barriers for adoption while KAP (Knowledge, Attitude & Practices) studies helped understand current practices, and systemic gaps that would discourage adoption. For instance, availability of a ‘handwash’ station, regular and sufficient supply of water, availability of an affordable soap, were as critical to drive behaviour change as was creating communication that was not just culturally and socially sensitive but also based on a strong compelling universal insight that would trigger change. SBCC is about presenting the entire package to the community to nudge them to change or adopt a new practice.

As a marketer we were always encouraged to meet the consumers, understand their needs and wants, visit the markets and, meet channel partners which always left you more enriched, confident, and in control of the outcomes of your strategies. It hasn’t been very different on the other side. We quickly realised the value of spending time with our communities, getting to know their aspirations, desires, constraints – understanding the influences that they operate under – all are crucial to building SBCC strategies that might work. The undeniable role that good research plays in both sectors is anybody’s guess. The impact of a piece of communication which gives you goose bumps and is emotionally engaging, is hardly different whether you’re marketing a health drink or championing breast self-examination

Ultimately, wherever we are, as marketers or as social sector communicators, the final metric of evaluation is always the change that we are able to bring about – either from not using a product to using it on one side and not practicing a behaviour to practicing it, on the other side. Success in marketing campaigns is often about sales figures and market share. And in SBCC, it’s almost always about the lives you are able to change, improve, or even save with your strategy. Both need expertise, passion and discipline. Both need you to work with your mind and heart. Perhaps SBCC also helps you engage a bit of your soul – from someone who’s been on both sides.

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Shilpi Ghosh

Shilpi is a marketing & communications professional with over 20 years of cross category experience in both the corporate and development sector. After successfully building diverse brands like Fisher-Price, Yo Appy, Kodak Cameras & Films amongst others, Shilpi transitioned to becoming a purpose champion with an innate desire to make the world a better place. Currently, she works on brand and marketing communications at Tata Trusts. As a die-hard believer in the power of insight- driven communication to change the world, Shilpi has to her credit some of the most awarded campaigns that have moved the needle on-ground. A passionate dancer and Bollywood buff, she enjoys travel, deep conversations, and lasting connections.