engagement & exchange: how good partners make good business john strand aed center for social...
TRANSCRIPT
Engagement & Exchange: How Good Partners Make Good Business
John Strand
AED Center for Social Marketing
and Behavior Change
Why are we here?
• Review broad shared goals– Ensure safe, healthy & productive
WRT workforce (Mom)– Save $$ on healthcare costs and
lost productivity (Apple pie)
• Reflect on NORA WRT Agenda that you produced– Framework for public-private sector
collaboration– Most critical workplace health and
safety issues (6 Strategic Goals)
• Enhance Council’s collaborative work
Why change anything?
• Change is scary; today’s status quo is understood and predictable
• Dark clouds ahead; growing risk of future workplace injuries
• So this WRT National Agenda maps a planned process of change
Change is inevitable – except from a vending machine. ~Robert C. Gallagher
It is not necessary to change. Survival is not mandatory. ~W. Edwards Deming
What changes are possible through enhanced collaborative work?• Engage thought & market leaders • Define the problems to be tackled• Identify mutual strategies for addressing them• Identify and test solutions and best practices
in WRT settings
RESULTS: • Better solutions applied in workplace settings• Vital workforce in profitable enterprises
Large-Scale Behavior Change: 3 Approaches
More/Less Choice More/Less Compliance • Education information-based
• Marketing incentive-based
• Regulation sanction-based
-adapted from Mike Rothschild, 1999
Thinking Like a Marketer #1:Consumer at the Center
• Recognize and respect
each party’s expertise,
resources, wants and
needs
• Start by asking and
listening
Industry brings to the table:
• Expertise in their respective industry – Practices, procedures, competitors, peers
• Understanding the need to create and deliver value
• Ability to present a compelling business case
Labor brings to the table:
• Commitment to and expertise in worker health and safety
• Expertise in workplace practices, procedures• Experience developing and tailoring worksite
improvements
NIOSH brings to the table:
• Occupational health and safety expertise and experience
• R & D expertise and resources• CDC credibility within government, business
and general public
CDC & the Food Industry
• CDC wants to improve the eating behaviors of the American public
• So they need to engage industry in that conversation
Thinking Like a Marketer #2: Exchange principle
Each party must receive something they want– If I do this, I get something
in return that I value – WIIFM (“What’s in it for
me?”)– Must offer benefits that
really matter to your audience
Their desired benefits may not be yours!
Possible WIIFM for Industry & Labor
• Opportunity to shape research agenda & strategies to respond
• Access to top-tier R&D on workplace health & safety
• Credibility of CDC• Retain healthy and safe workplace (prevent
job loss)• Lower healthcare costs and loss of
productivity
Possible WIIFM for NIOSH
• Industry and labor knowledge/expertise re: processes, practices, peers
• Tailoring best practices on shop floor (prototyping in real time)
• Industry and labor ownership and adoption of improved practices
EPA’s Commuter Choice Leadership Initiative
• Employers qualify by offering a package of commuter benefits to their employees
• Key benefit: press release and photo with EPA official
• AED considered what employers wanted: competitive edge in attracting and retaining employees
• Result: Best Workplaces for Commuters– 2000 employers & counting
Clues from behavioral science
1. If I do the behavior, I get something I want
Perceived consequences
2. I’m confident I can do the behavior
Perceived self-efficacy
3. Other people, whose opinions matter to me, would approve of me doing the behavior
Perceived social norms
= FUN
= EASY
= POPULAR
Improve the experience
• http://www.youtube.com/watch?v=2lXh2n0aPyw
Planning for successful engagement• How can you make it more rewarding?
– Make the value added clearer – Make progress tangible
• How can you make it easier? – Let them kick the tires; “try before they buy”– Facilitate transitions; smooth out bumps
• How can you make it more normative?– Engage peer champions (testimonials, sales
force)– Foster community
Evidence-based practice needs Practice-based evidence
• Schnuck’s National and Dierberg’s supermarkets, St. Louis, 1992– HETA 92-294-2301
• UFCW Local 655 requested NIOSH examine “checker-unload” workstations
• Result: NIOSH recommended elimination of “checker-unload” and replacement with conveyor-belt checkstands
OK, what’s next?
• Review mutual goals• Be clear about the Ask
– What are you asking the others to do? What’s expected of you?
• What’s the key benefit for each party?– What will be better as a result?– What’s the support for that?
• Map out the next 2-3 steps
• Plan ongoing communication
Develop principles for engagement
Develop checklists for key processes
Collaboration has unexpected benefits.
• http://www.youtube.com/watch?v=DX2ekG5kenM
Summary Points:
• Need better strategies & practices to mitigate growing risk
• Better engagement yields better solutions• Be clear about the Ask • Offer something they want • Lower the bar• Develop procedures, principles and tools to
support these efforts• … and communicate regularly.
