6.5
Case study 5: Step2Get walking incentives 6.5.1 Overview 6.5.2 Interventions 6.5.3 Success measures 6.5.4 Learning from the Step2Get experience
7 7.1 7.2 7.3 7.4 7.5
Dilemmas raised by behaviour change p.31 The ‘how’ of behaviour change – nudge or deliberate? The ‘who’ of behaviour change – the whole community or the socially excluded? Defining a ‘social good’ The ‘why’ of behaviour change – what are we trying to achieve? Time: taking the longer view
6.6
8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 9 9.1 9.2
p.28
Case study 6: Heat meters in Camden 6.6.1 Overview 6.6.2 The approach 6.6.3 Success measures 6.6.4 Learning from the Camden experience
p.29
Changing our own organisations Building consent and legitimacy Workshop questions: clarifying the public good Values and feelings Workshop exercise: clarifying values The role of politicians Different assumptions – different mindsets Workshop outline: exploring mindsets Building relationships for behaviour change Drawing on our own staff An example of learning from staff: Experience Food at Work Co-production Workshop outline: co-designing a project Changing organisational culture and style The role of new technologies Two examples of new technology
p.34
Focus on measures of success Overview Short, medium and long term indicators
p.40
Resources and further reading
p.43
Appendix 1: Behaviour change initiatives from across London
p.46
10
The Capital Ambition guide to behaviour change May 2010
4