Evidence-Based Communication for Social and Behaviour Change
Introduction
Social and behavioural challenges are rarely solved by information alone. People may have access to information but still face social, economic, cultural, institutional, or practical barriers that influence their decisions and behaviour.
Evidence-based communication for social and behaviour change seeks to use credible evidence to understand these barriers, develop appropriate communication approaches, and support changes that can contribute to improved individual, community, and social outcomes.
The process can be represented as:
Evidence → Understanding → Communication → Engagement → Behaviour Change → Social Change
The objective is therefore not simply to communicate messages, but to develop communication that is relevant, credible, audience-centered, and connected to measurable change.
1. Understanding Social and Behaviour Change
Social and behaviour change involves changes in individual behaviours, social norms, community practices, relationships, and institutional environments.
Examples may include:
- improving access to health services;
- encouraging educational participation;
- promoting women's economic empowerment;
- reducing harmful practices;
- strengthening community participation;
- improving environmental behaviour;
- or encouraging greater use of social protection services.
Communication can contribute to these changes when it is integrated with broader social, institutional, and development interventions.
2. Why Evidence Matters
Communication strategies should be based on an understanding of the people and environments they seek to influence.
Evidence can help organizations understand:
- what people know;
- what they believe;
- how they behave;
- what barriers they face;
- which social norms influence decisions;
- what information they trust;
- and what factors may encourage or prevent change.
Without this understanding, communication campaigns risk delivering messages that are technically correct but disconnected from people's realities.
3. Understanding the Audience
Effective communication begins with the audience.
Different groups may have different:
- needs;
- experiences;
- priorities;
- levels of access to information;
- cultural contexts;
- social pressures;
- and barriers to change.
Audience analysis therefore helps organizations avoid a one-size-fits-all approach.
The key question is not simply:
“What message do we want to communicate?”
It is:
“What does this audience need, believe, experience, and require in order to consider changing?”
4. Identifying Barriers to Behaviour Change
Behaviour is influenced by many factors.
A person may understand the importance of a particular behaviour but still be unable to adopt it because of:
- economic constraints;
- limited access to services;
- social expectations;
- lack of institutional support;
- misinformation;
- geographic barriers;
- or lack of confidence and resources.
Communication can address some of these barriers, but it cannot solve all of them alone.
A credible strategy therefore combines communication with appropriate services, policies, community engagement, and institutional action.
5. Using Evidence to Develop Messages
Evidence should guide the development of communication messages.
Effective messages should be:
- clear;
- accurate;
- relevant;
- culturally appropriate;
- understandable;
- and connected to the concerns of the intended audience.
Communication should avoid exaggeration and should not present unsupported claims as facts.
Credibility is particularly important when organizations seek to influence attitudes and behaviours.
6. Choosing Appropriate Communication Channels
Different audiences use different communication channels.
Depending on the context, organizations may use:
- television;
- radio;
- newspapers;
- community meetings;
- social media;
- websites;
- mobile communication;
- educational materials;
- local organizations;
- and interpersonal communication.
The choice of channel should be based on evidence about where and how the intended audience receives information.
Digital communication can be powerful, but it should complement rather than automatically replace community-based and interpersonal approaches.
7. Community Engagement
Social change is more sustainable when communities participate in the process.
Community engagement can help organizations:
- understand local realities;
- identify trusted communication channels;
- test messages;
- identify misconceptions;
- gather feedback;
- and develop solutions with communities rather than simply for them.
This approach strengthens ownership and can improve the relevance of communication interventions.
8. Working With Trusted Actors
People often respond more positively to information when it comes from sources they trust.
Depending on the issue, trusted actors may include:
- community leaders;
- civil society organizations;
- educators;
- health professionals;
- local institutions;
- journalists;
- youth organizations;
- and community representatives.
Partnerships with trusted actors can strengthen the credibility and reach of evidence-based communication.
9. Communication and Social Norms
Individual behaviour is often influenced by perceptions of what other people do or expect.
For example, decisions concerning education, employment, family responsibilities, health, or women's participation may be influenced by social norms.
Communication strategies should therefore consider not only individual knowledge but also the broader social environment.
Where appropriate, interventions can encourage dialogue about harmful norms and promote positive practices that support greater inclusion and well-being.
10. Measuring Behaviour Change
Communication activities should be monitored and evaluated according to their intended results.
Indicators may examine:
- audience reach;
- knowledge;
- attitudes;
- perceptions;
- intentions;
- behaviours;
- participation;
- or changes in relevant social practices.
It is important to distinguish between communication outputs and behavioural outcomes.
For example:
Output: 100,000 people received a campaign message.
Outcome: a measurable proportion of the intended audience changed a relevant attitude or behaviour.
Reach is important, but reach alone does not demonstrate behaviour change.
11. Learning and Adapting Communication
Not every communication strategy produces the expected results.
Organizations should use monitoring and feedback to determine:
- which messages are understood;
- which channels are effective;
- which groups remain unreached;
- what misconceptions persist;
- and what changes are needed.
This creates an adaptive communication cycle:
Design → Communicate → Monitor → Learn → Adapt → Improve
Continuous learning helps organizations make communication more responsive and effective.
12. Ethics and Responsible Communication
Communication intended to influence behaviour carries important responsibilities.
Organizations should avoid:
- misinformation;
- manipulation;
- stigmatizing language;
- discriminatory messages;
- unsupported claims;
- and communication that could place vulnerable groups at greater risk.
Evidence-based communication should respect people's dignity, choices, privacy, and cultural context.
Responsible communication builds trust and strengthens the legitimacy of development interventions.
Conclusion
Evidence-based communication for social and behaviour change goes beyond simply providing information.
It begins with evidence about people's realities, identifies barriers and opportunities for change, develops appropriate messages, engages communities, uses relevant communication channels, and measures whether meaningful changes are occurring.
The complete process can be summarized as:
Research → Audience Understanding → Message Development → Engagement → Behaviour Change → Learning → Social Change
The ultimate objective is not to communicate more messages.
It is to communicate better, more credible, and more relevant messages that contribute to meaningful and sustainable change.
When evidence, communication, community participation, institutional support, and continuous learning are connected, communication can become a powerful component of inclusive and sustainable development.
Supervised by: Mohamed Chaieb
ATEP MED – Arabic Digital Center for Media & Development
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