Aiming high: Behavioural insights in practice

In an age where there’s no time to think, setting long-term targets can be a difficult task. How we define success is also subjective. We can’t pinpoint a date in our head where we will solve one challenge before we can move onto the next. Change is incremental, and solutions are often only delivered after a method of trial and error.

Following an introduction to behavioural economics and behavioural psychology on Wednesday, members of Sciana’s 2017 cohort started yesterday’s programme with a closer look at behavioural insights in practice.

The presentation began with an introduction to the four main components of a Behavioural Insights Team project: T.E.S.T. Target, explore, solution, and trial. Define the outcome, understand the context and end-user perspective, design the intervention, test, learn, and adapt.

Members previously heard how behavioural economics provided an opportunity to tackle issues in public health where previous studies had failed. Split into three groups, members attempted to tackle three problems by setting feasible and specific objectives.

Using the S.M.A.R.T. acronym, members had to consider whether their objectives were specific, measurable, assignable, realistic, and time-related. The process is not about changing attitudes, opinions, or beliefs. It’s about changing behaviour.

Members were presented with an example which stated, “The objective is to: Improve health of our employees.” This objective lacks clarity as the improvement isn’t defined, the demographic group isn’t specific, and the behaviour around health hasn’t been identified.

Members were reminded to ask themselves: What behavioural change do I want to see? If I see this change, will I have succeeded in achieving my objective?

One group targeted ways to reduce the number of patients with back pain who underwent unnecessary surgery. The group came up with a couple of attractive offers, one of which involved offering a discount if the patient had received a second opinion. Alternatively, a patient who gets a second opinion could be entered into a lottery.

The second group was keen to identify ways in which to increase the detection of first and second stage cancers. Members hoped to increase diagnosis at primary care by 50 per cent by 2025. The group discussed framing a primary message through household surveys and social media platforms such as Facebook. A website could also communicate the shock value of losing family and friends alongside the gain of the early detection of cancer.

The third group explored new ways of increasing the percentage of A&E doctors who consider the mental health needs of a patient presenting a physical health problem. The first step could involve giving patients devices in waiting rooms to screen for illnesses such as depression. The next step would involve giving doctors a selection of hospital-connected services to turn to if the patient requires further support.

After a short break, members were asked to redirect their focus to Sciana: The Health Leaders Network. Again, split into three groups, members considered different questions concerning the Network’s future.

Members asked themselves where Sciana could stand among different sectoral groups and how members could take greater advantage of the network opportunities that currently exist.

A third group asked, “What would it be like to completely recreate a consumer-centred health care system?” This system would prioritise wellness and consider innovation beyond technology.

Several members suggested a Sciana Statement could be formulated, and that there needed to be a shift away from evaluating the current health care models with a new focus on the individual consumer.

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