12 minute read
Behavioural interventions for Alert Levels 4 & 3
Table below summarises the prioritised interventions to consider when managing challenges at Alert Level 4 and 3. The prioritisation has been allocated based on expected ease, cost and impact but will require internal validation.
Covid-19 challenge*
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REDUCING AMBIGUITY AND UNCERTAINTY
MANAGING FEAR AND INSTILLING TRUST
PROTECTING COMMUNITY GROUPS IN AUCKLAND Intervention title Suggested action Priority to be validated internally
Encourage HOP card usage using nudge messaging Make 2m physical distance salient
Managing customer expectations Signal the importance of ‘essential travel’ only Signal the importance of ‘essential travel’ only
Managing customers’ expectations Leverage reciprocity or social norms on existing channels to encourage HOP card use (supporting contact tracing). Physical assets on PT infrastructure, to show exactly how far 2 meters is. Physical newsletters or notices for elderly or other less technologically -proficient groups. Messages on buses, trains and ferries asking people whether their journey is ‘essential’. Push notifications in-app asking users “Choose the purpose of your journey: Travel to work, travel …” Utilise technique from U.K.: text messaging key guidance updates to HOP-registered customers.
Focus on how customers can keep themselves safe
Enable customers to call out bad behaviour
How AT is keeping you safe Celebrate your workforce
Support Ministry of Health messaging Leverage the power of storytelling–economic impact Leverage the power of storytelling Focusing on what people can do to protect themselves is particularly important for people who are vulnerable to stress and anxiety. Share ‘before you travel tips’. Show people how to call out bad behaviour. This can be as simple as putting up stickers empowering people to challenge unwanted behaviours. Provide footage or photos of vacant and clean services to customers.
Provide regular updates from selected employees that act as the trusted ‘faces of AT’. Regular broadcasting of information and audio reminders on PT and in stations.
Testing messaging and messengers about the important role AT plays in Auckland’s economic stimulus.
Visual storytelling. Create and use visuals to tell a story to connect with customers. Quick win
High priority
High priority
Medium priority
Medium priority
Medium priority
Quick win
High priority
Medium priority
Medium priority
Medium priority
Medium priority
Medium priority
HOP registration trial to support contact tracing Connecting with the community Connecting with the community Implement a trial to encourage HOP registration using nudge techniques, could be through mobile notifications. Communicate the benefits AT provides for those who need it most. High priority
High priority
TACKLING THE CHALLENGE Reducing ambiguity and uncertainty to encourage COVID-19 adherence
Encourage HOP usage using nudge messaging
An electronic direct mail has already been sent to registered HOP customers asking them to use their HOP card when using the network. The message stated: “You still need to use your HOP card to tag on and off. This means that AT can monitor passenger numbers and make fast adjustments to services if required due to changes in demand.” It could be a good time to repeat this request to the customer, reminding them to use their HOP card and testing another framing option.
HOW THIS COULD WORK
Reciprocity message: To keep you and your fellow passengers safe, we ask for you to please use your HOP card when using a bus, train or ferry.
During this difficult time, it’s valuable to be able to understand our customers’ use of the network.
Reciprocity message: All travel remains free on our network. We do ask you to please use your HOP card at all times. Social norm: 9 out of 10 customers are using a HOP card when on a bus or train. Please remember to use your card next time you use the network. (CCTV footage would be needed to attain this figure) Make physical distance salient
People find it difficult to assess distances accurately without a clear frame-of-reference. This makes adherence to physical distancing rules difficult, as people aren’t used to judging what two metres looks like. Provide physical cues with accurate proportions exhibiting what a two-meter difference looks like. This will act as a prompt to a person entering a bus or train. By providing this prompt, you may also encourage people to speak up to those not complying, as it increases awareness (or ‘salience’) of non-compliance,
HOW THIS COULD WORK
Utilise physical assets within AT’s PT infrastructure, including bus stops and train stations. Install creative visual cues demonstrating exactly how far two metres is.
Manage customer’s expectations - including vulnerable groups
To reduce uncertainty, AT needs to provide clear, unambiguous advice. Any behaviour changes already achieved will not be sustained without a continued commitment to regular, simple and consistent messaging of the necessary containment behaviours. In particular, as we move into new alert levels, clear signposting helps prepare customers ahead of changes.
In the U.K. they are using SMS texts to regularly communicate important messaging to vulnerable groups. Close to two million people receive daily SMS texts from the National Health Service warning them of the risks of coronavirus 4 The messages include content such as: “If you live alone, text a friend or a family member to let them know you are following advice to stay at home until it is safer to mix with others. Plan to chat to someone over the phone at least once a day.”
HOW THIS COULD WORK
Text messages. HOP-registered customers can be alerted by text with updates to services and expectations.
Physical newsletters or notices. Engage with elderly or other less technologicallyproficient groups who may not be familiar with
AT mobile or the website. This may include reaching out to Gold-card holders to ensure that they are being communicated with. Signal the importance of ‘essential travel’ only
PT patronage has dropped significantly in response to the COVID-19 lockdown and people are, for the most part, restricting themselves to essential travel only as advised by the government. As time goes on, people may become increasingly bored or frustrated by the restrictions to freedom and mobility and may start to venture out more.
During Levels 3 and 4, AT could prompt would-be passengers to reflect on their reasons for travel and nudge non-essential travellers off the network. Asking customers to confirm the purpose of their travel creates friction for those that may be using PT for non-essential travel. Similar techniques are used in the insurance industry to encourage truthful answers, for example by getting people to declare their honesty before completing their insurance forms.3
HOW THIS COULD WORK
Put messages at the entrance to buses, trains and ferries asking people whether their journey is essential.
Provide push notifications to AT mobile users asking them to classify the purpose of their trip.
Electronic direct mail reminding customers about essential travel only
Use pop-up notifications to ask users of the journey planner to “Choose the purpose of your journey: Travel to work, travel to the pharmacy, travel to the supermarket”
Focus on how customers can keep themselves safe
Framing risk is important for influencing behaviours.3 Focusing on what people can do to protect themselves is particularly important for people who are vulnerable to stress and anxiety.2 This is ultimately because we like to feel like we have some form of control over our outcomes, and that the actions we take can mitigate risk in our lives.
HOW THIS COULD WORK
Share tips. Include reminders about what to do when using PT during COVID-19 such as ‘What to think about before jumping on PT’. These can be shared through AT mobile notification when a customer uses the AT mobile app, or an electronic direct mail.
Support Ministry of Health messaging
Although AT remains cautious of straying too far into the Ministry of Health’s territory, reinforcing governmental messaging to keep Aucklanders safe could help build and strengthen relationships with the community. This could include content reminding customers to wash their hands, and to stay at home unless absolutely necessary.
HOW THIS COULD WORK
Public education reminders. Regular broadcasting of information and audio reminders on PT and in stations to remind passengers of the importance of adhering to MoH rules.10
Electronic direct mail reinforcing MoH advice and governmental regulations. Enable customers to call out bad behaviour
It can be hard to know how to tackle unwanted behaviours with friends or in public, for example someone standing too close to you. The fear of ostracism or even being attacked can put people off from intervening.6 This is sometimes known as the bystander effect. In some cases, research suggests that we may be less likely to intervene when more people are around.
As we have seen by the flood of police complaints on lockdown flouting, New Zealanders want to support compliance.7 Studies show that social pressure can be an effective way to enforce that norm, for example by encouraging everyone to ‘call-out’ those that are not complying with the guidelines. A trial at two universities in Australia showed that bystanders could be equipped to call out sexist, and sexual harassment behaviours, using real-life situations (for example, when a person makes sexist jokes). 42% of people who received the messaging reported taking action after witnessing sexual harassment.8
HOW THIS COULD WORK
Show people how to call out bad behaviour.
This could be as simple as putting up stickers empowering people to challenge unwanted behaviours. A Kenyan trial showed that stickers with a clear call to action and a rationale such as ‘Don’t let the driver get away with murder’ encouraged passengers to speak out against dangerous driving of matatus (minibuses), reducing death and injury.9
How AT are keeping you safe
Rather than people being anchored on images of crowded trains and buses overseas, highlight what’s going well here in New Zealand, and focus on the positive framing of messages. People are also strongly influenced by social norms. Demonstrating how others are adhering to the necessary rules will encourage others to as well.
HOW THIS COULD WORK
Highlight vacant services. Providing footage of relatively empty services during the transition phase and longer-term.
Celebrate your workforce
We feel compelled to act and respond to others in a similar way to how they act towards us; that is, humans, show a tendency to reciprocate. We can use reciprocity to help gain trust and empathy from customers, by describing the necessity of PT for servicing essential workers and vulnerable individuals.
Highlighting how PT staff are essential workers committing to Auckland during a crisis can help create a sense of altruism between customer and staff. We unconsciously assess trust based on perceived capability, credibility and likability. We’re all in this together, so exhibit empathy with customers and indicate that you understand what they have been through.
HOW THIS COULD WORK
‘The faces of AT’. People don’t want to engage with a faceless company, they want to connect with real people. We see examples of this when people reject chatbots and want to engage with other humans instead. Provide regular updates from selected employees that can be the trusted
‘faces of AT’. This can help to create interest and engagement along with rapport and trust.
Public relations. This is a two-way engagement between AT and the customer. Listen to what the public are saying and connect with them on their level. This will help to build mutually beneficial relationships between AT and your customers. Leverage the power of storytelling
The human brain developed to remember stories, so storytelling is a useful and powerful tool to encourage engagement with messaging, and is often more likely to be remembered than facts or figures. Sharing personal stories, especially those that the target audience can relate to, will help achieve cut-through.
One area of opportunity is how AT communicates the important role it plays in Auckland’s economic stimulus, growth and employment. With many major projects going ahead, AT will be contributing to the local economy during a time of real difficulty. There could be value in utilising storytelling to bring this contribution to life.
When considering economic contribution messaging, it will be important to understand customer perceptions and testing messaging before going live. As it’s a sensitive time, through COVID-19, it will be more crucial than ever to get tone and nuance right. Therefore, understanding the audience’s current perceptions of AT’s economic contribution, and then testing draft content with a panel, can help prepare against any misinterpretations. There’s also value in investigating different messengers, as an external messenger could be more credible with this message.
HOW THIS COULD WORK
Visual storytelling. Using visuals to tell a story can make the message easier to understand, and as a result, they will be more compelling and impactful. Highlighting stories of AT’s frontline staff that have been dedicated to maintaining essential services during the pandemic will not only raise empathy with customers but can also provide useful information in a memorable way.
Connect via social media. Sharing positive posts, stories or short videos via social media or online can help improve relationships and build rapport with customers. Similar examples include the ‘Thought of the Day’ shared by Transport for London to add a personal touch to PT and gained over 20,000 followers on Twitter.
Message testing of economic contribution messaging and messengers. Testing messaging and messengers about the important role AT plays in Auckland’s economic stimulus.
TACKLING THE CHALLENGE Protecting community groups across Auckland
HOP registration trial to support contact tracing
Contact tracing is an essential part of slowing the spread of COVID-19. It helps identify and get in touch with those who have been in close contact with a carrier. AT could fill a critical gap in the contact tracing process, as the public relies on PT to move within the city. Currently, AT can trace individuals who are registered users of HOP; however, we’ve seen a higher proportion of unregistered HOP card users since COVID-19 (Figure 1) that may be in part due to the ban on cash. The figure below highlights the number of unregistered users being 26% of users, compared to 14% pre-COVID-19.
Implementing a trial to encourage HOP registration could help to close this gap. It may also fulfil other organisational goals, as HOP registrations affect AT’s ability to understand its customers through analytics. Using a behavioural science trial methodology, we can test a range of techniques to encourage HOP registration.
HOW THIS COULD WORK
encourage people to register their HOP cards when they first receive them. app to encourage registration. Connecting with the community
AT is committed to being part of, and connecting with the communities it operates in. When identifying opportunities to connect with the community, you could leverage AT’s CSR activities encouraging employee COVID-19 volunteering virtually in the community. As well as providing support to those who need it most, this can also benefit staff - there is substantial evidence that volunteering improves life satisfaction and mental health by increasing self-efficacy and a sense of purpose.
HOW THIS COULD WORK
AT employees volunteer in the community using platforms such as HelpTank 11 to offer support such as phone calls to those who are isolated.
Communicate the benefits AT provides for those who need it most such as free transport or additional services for essential workers and
Nudge techniques can be applied to
Make HOP registration mandatory before use.
Send notifications via the AT mobile vulnerable individuals during the lockdown.
