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internalisation has been developed over the last three decades of research into social identity and self-categorisation theories concerning social identity, social influence and persuasion. Importantly, norms impact on behaviour when they are internalised as part of one’s self- definition or self-concept. According to the design report, when norms are internalised by individual community members, people have taken in the values and behaviours established by the norms, and there is internal motivation to abide by and uphold the norms. Norms are ultimately much more powerful and effective in determining behaviour than laws alone, because the people concerned have internalised the values and behaviours underpinning the norms. One of the key mechanisms for promoting the internalisation of norms in the four CYWR trial communities is for influential group members (leaders or leadership bodies) to play a key role in defining, shaping and reinforcing group norms. From hand out to hand up: design recommendations, states that ‘Only a small number of leaders who have internalised the norms is required in order to rebuild a social norm, even though it is likely that most community members will behave in a certain way because they “identify” with the alignment of incentives’. The FRC Commissioners play ‘an important role in changing behaviour in communities from norm’.4 simply complying with a law to rebuilding a social In order to have impact, social psychological research also shows that leaders need to be perceived as representing the group (‘being one of us’) and acting in the interest of the group. Thus, in order to be effective among those not adhering to the agreed aspirational norms the FRC would need to be seen as a legitimate authority in the eyes of those community members. It is only by achieving this that the FRC might shape the norms and values of the entire community in sustainable ways.

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To assess the effectiveness of the FRC, leadership and responsibility and their impact on perceptions of change and self-reported behaviours requires further analysis of the social change survey. Based on the trial logic and social psychology, this chapter examines the rationale that a shift from compliance to internalisation occurs as a result of acceptance by community members of a statutory authority (i.e. the FRC) as a legitimate authority, as well as the level of acceptance by community members that new and defining community standards are operating. Also examined is how widespread community beliefs are in terms of perceptions that things can change and are improving for community members and the community as a whole. This may be important in building further momentum towards social norm and behaviour change. This awareness that different or higher standards are achievable is referred to in social ‘self-efficacy’.5 psychology as The methods used to assess the overall aims of this chapter involved running a series of hierarchical and logical regression analyses from the 582 responses to the social change survey. This included developing appropriate and statistically reliable measures of the key variables of interest, checking for the reliability of relationships between survey questions to ensure alignment with the underlying construct, and conducting hierarchical and logistical regression to investigate which explanatory variables are better predictors of outcome variables. In addition to this, correlational analyses were also conducted and reported. Further details on the methods used are outlined below. A distinction was made in this analysis between survey items classified as measuring explanatory variables (i.e. endorsement of the FRC, perceptions of strong community leadership and levels of individual and family responsibility) and survey items that can be

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