substantial interventions to support it. The real promise of the nudge approach seems rather to help the design the bigger initiatives better, that is to add 'nudges' to improve or speed up behavioural change effects rather than as a replacement to other initiatives. 6.2 Environmental planning and management Environmental planning and management have a considerable amount to contribute to the field of public health. Although somewhat separated from public health for some time due to governance and policy structures, environmental health is increasingly running parallel to public health in many areas – particularly areas such as food, licensing, transport and air pollution – issues right at the core of some of our major public health issues. As the social (and therefore environmental) determinants of health are seen as playing an increasingly key role, planning is becoming more important in ensuring that different social groups have appropriate access to suitable facilities (see Figure 11). Figure 11 The of planning and management can be folded together under the general term Environmental Governance. This field has a long history of combining different approaches to problems in order to achieve goals. Figure 12 shows a theoretical diagram of the Environmental Governance Cycle from work undertaken by UWE with the Department for Environment, Tourism and Rural Affairs in South Africa. The cycle clearly shows roles for both encouraging behaviour change through awareness raising, but also the role of regulation and enforcement. The view of the process as a cycle is a clear reminder that no single policy is likely to achieve all desired goals, and so a continual approach of policy setting, implementation, evaluation and development of new strategies and policies is required. Figure 12: Environmental Governance Cycle (Department for Environment, Tourism and Rural Affairs, South Africa) 6.3 Organization development (OD) (OD) can be defined as: [A] process by which behavioural science knowledge and practices are used to help organizations achieve greater effectiveness, including quality of life,
Awareness Increase in awareness of issue Individual changes in awareness Engagement A change of attitude and contemplation of behaviour change Behavioural responses to individual programmes Individual changes in attitude and responses to programmes Behaviour Individual behaviour change Individual changes in behaviour Social norm The desired behaviour change has permeated widely and sustainably and is therefore maintained Normative changes in attitude and behaviour Well being The desired behaviour change has resulted in an improvement in quality of life for individuals and society Changes in social and environmental outcomes Figure 17: Possible indicators of success at each level of effectiveness Indicators Means of measurement Awareness X% aware of issue Surveys (formal / informal- think about how to administer questionnaires / who, where, when.) Interviews, focus groups, incorporation into language & discourse Engagement X% contemplating changing behaviour X% discussing / responding / participating Surveys Behavioural data (e.g. website hits, requests for brochures, calls to help-lines etc.) Interviews, focus groups. Engagement with social media Behaviour X% self report behaviour X% behaviour changes recorded Self report (diaries, diaries), observation. Behavioural data (e.g. participating in sports clubs, road speed data) Social norms X% positive attitudes / positive coverage Anecdotal feedback / observation Political environment Surveys Media and political tracking Anecdotal feedback Observation Well being X% increase in social outcome X% increase in environmental outcome Social reports (annual complications of indicators of wellbeing) Epidemiological data Environmental data
Contributors Dr Erel Avineri, Reader in Travel Behaviour, Centre for Transport & Society, Faculty of Environment and Technology, University of the West of England Professor Martin Assistant Vice Chancellor, Research and Knowledge Exchange, University of the West of England Nicola Bowtell, End of Life Analyst, South West Public Heath Observatory Dr Noel Burchell, Associate Dean (Resources and Planning), Faculty of Business and Law, University of the West of England Professor Peter Case, Professor of Organization Studies, Director, Bristol Centre for Leadership and Organizational Ethics (BCLOE), University of the West of England Dr Tim Chatterton, Senior Research Fellow, Air Quality Management Resource Centre, Faculty of Environment and Technology, University of the West of England Dr Svetlana Cicmil, Reader in Global Operations, University of the West of England Professor Eagle, Professor of Marketing and Co-Director, Bristol Social Marketing Centre (BSMC), University of the West of England Dr. Sarah Hills, Knowledge Exchange Development Manager, Institute for Sustainability, Health and Environment (ISHE), ), University of the West of England Mat Senior Lecturer Health and Social Policy, University of the West of England Dr Gill Kemp, Associate Head of Department, Business & Management, University of the West of England Professor Lamine Mahdjoubi, Professor of Built Environment, University of the West of England Matt Lenny, Head of Social Marketing, Cornwall and Isles of Scilly PCT Dr Yvette Morey, Research Fellow, Bristol Social Marketing Centre, University of the West of England Dr Peter Simpson, Reader in Organization Studies, Director of MBA and Executive Education & Deputy Director Bristol Centre for Leadership and Organizational Ethics (BCLOE), University of the West of England