An introduction to social norms
In this section you will find information on key social norms theory.
What is a social norm?
It is not always easy to differentiate social norms from rumours, myths, superstitions, religious norms,… But it is really important to do so, as you can only successfully address social norms barriers by approaching them in a very different way from all these other influences. Social norms are also not always barriers – sometimes, you can leverage a positive social norm to help our work. You can learn all about these approaches in the section on designing social norms activities.
If you’re not sure if the barrier you’re dealing with is a social norm or not, you can use the tool below to check!
How Social Norms Change Works
This section provides a theoretical framework to keep in mind while we think about activities that address social norms.
How does social norm change actually happen?
There are 4 phases:
Phase 1: Change social expectations
A successful social norms intervention shifts both individual attitudes and social expectations. In this phase, the programme aims to leverage individual-level opportunities and take them up to the community level – remember the socio-ecological influence model. It is in this phase that some individuals will start acting according to our desired behaviour, either despite or because of how it was presented in relation to the relevant social norm.
Triggering change: before you can create a core group within the community that can drive further behaviour change, you need to trigger a need for change or to open conversations.
When designing activities to do this, here are some key considerations:
- Initiate dialogue, either with individuals or in groups – get people talking
- Dispel misconceptions or inaccurate beliefs relating to the harmful behaviour
- Avoid reinforcing and normalising the negative behaviour by insisting on its high prevalence
- Do not criticise people’s cultures or beliefs. Rather, demonstrate that the new behaviour is in line with community values, e.g., delaying childbirth is safer for mother and child
Broadening the scope: fundamentally, norms shift at group level. Involving a wider community is key. Some considerations:
- Think about your target audiences: go back to your reference group analysis and consider including different activities for multiple groups
- Identify influencers and agents of change from within the community to lead the programme
- Create safe spaces for critical reflection among community members: Enable reflection, deliberation and debate among key individuals and groups
- Seek change at the whole-community level, to ensure new behaviours are widely accepted
- Be aware of power imbalances relating to gender and age (for example, young people’s agency is often a lot more limited in speaking up about these topics)
FAQ: Can talking about a negative norm, risk reinforcing it?
Yes, it definitely could. The rule of thumb is: if most people are against it, let everyone know. If not, campaign to start changing individual attitudes, but don’t focus on how widespread the behaviour is – rather on promising alternatives. If the negative norm is based on perceptions, not reality, then showing that the majority do not actually adhere to the norm. A good example of this was PSI’s “Chill” project in Kenya, targeting 10-14 year-olds. There was a perception that kids their age were all having sex and that by not being sexually active, you were uncool. But in fact, very few kids were having sex at that age and by using likeable characters to reinforce it and language that made it “cool” to abstain (“ what’s the rush? I’m chilling”) they shifted the perception around this.
Phase 2: Publicise the change
Once you start seeing change, it is time to shout it from the roof tops.
Who should be spreading the word?
- Coordinate the shift among people ready to change, in a visible manner: amplify, give a platform to champions/role models and the benefits of new behaviours
- Develop a diffusion strategy to build knowledge of the change in similar and neighbouring communities
- Use trendsetters, first movers, influential small groups or popular media to amplify the buzz
- Don’t work with everyone and anyone, but the key stakeholders necessary to make a difference: the positive deviants and role models to put forward; the influencers which will help you be heard; the powerholders to reassure and partner with; the existing organised groups to start the local dynamic with; the leaders to steer the process; the young and marginalised community members to empower.
Phase 3: Build a supportive environment
To ensure the norm change is sustainable, we should take care that the messages we spread through our activities, can be embedded in the community fabric.
- Provide opportunities for the new behaviour to be carried out by people beyond the original reference network
- Help create new rewards and sanctions and ensure they are monitored and carried out by relevant members of the community
- Form guardian coalitions with influential actors that will advocate for the new norm in and outside of the community
Phase 4: Evaluate, improve and evolve
For more details on this, please refer to the dedicated Monitoring & Evaluation page.
- Evaluate programme success and scale-up opportunities – see measuring social norms page
- To change norms at scale, embed the programme into national systems, supported by social movements and coalitions of partners. But the initial tactic might be to create a proof of concept in pilot areas. Make your interventions scalable from the start, try them out, and if they work, sell them to the right people at the top.