TAILIEUCHUNG - The problem with Social Marketing Why you can’t sell change like soap

In August 1996, health officials in metropolitan Atlanta, Georgia, decided to use a social marketing approach to prevent a holiday outbreak of diarrhea cases. The cases were associated with the preparation of chitterlings (pork intestines, pronounced “chitlins”) by African American women. Formative research identified the source of transmission to be breaks in sanitation during preparation. After culture tests confirmed the safety of the potential interventions, a culturally-appropriate and low-cost intervention was designed around the message: “Pre-boil your chitterlings for five minutes before cleaning and cooking as usual.” Despite the short lead time (August to November) and relatively low budget, the project generated positive results. The project targeted the women. | mobile 0414 674 674 les@ The problem with Social Marketing Why you can t sell change like soap If you work in health promotion or sustainability you ll have heard of Social Marketing and Community-based Social Marketing . 1 I ve noticed that these communication methodologies are sometimes treated with almost magical reverence as if they are the long-awaited silver bullets for the complex social health and environmental problems we struggle with. I believe many of the expectations placed on Social Marketing and its variants are overblown and social change practitioners need to be wary about claims made by their advocates. Here s why Of course you can market brands. But behaviour change is not like buying a different brand of beer it s about getting people to DO THINGS THEY ARE UNCOMFORTABLE WITH DON T WANT TO DO OR CAN T DO or they would already be doing them. Like parents letting their kids walk to school or smokers quitting or drivers switching to public transport. These kinds of social health and environmental behaviours are intractable because they are part of complex wicked or messy social problems. That s why they are still with us. They are intractable for very good reasons they are fixed firmly in place by a powerful matrix of institutional technological and social factors. To be effective change programs must therefore do more than just communicate persuasive messages they must aim to modify those factors. Paul Stern of the Division of Behavioral and Social Sciences and Education of the UK s National Research Council explains that many behaviours are simply not amenable to voluntary change 2 This pattern of contextual influences implies that effective laws and regulations strong financial incentives or penalties irresistible Les Robinson 2009 1 technology powerful social norms and the like can leave little room for personal factors to affect behavior. In other words when people have .

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