A new approach to change requires a new approach to sharing information, so this book will be only be available as downloadable chapters, approximately once a month, at www.ignitechanges.com.  The intent is to give you time to absorb and begin to integrate each step before moving forward.  This approach also makes it possible for people all over the world to easily access the information.

The first three chapters will be available at no charge.  This gives you an opportunity to assess whether social marketing is the right tool for your organization.  Chapters 4 through 12 will be available at $1.50 per chapter.  Chapter 13, which sums up the book with a real-life case study will be available at no charge, however, if you felt this book was of use, please consider making a donation to www.MaketheMinuteMatter.org, a 501(c)(3) not-for-profit organization dedicated to ending the global epidemic of drowning.

 

Chapter 1 - Drowning In Ignorance      

 Available now

The internet is gasoline hurled at the flames of social change.  It has given individuals a voice.  It has given organizations the unprecedented ability to organize, connect, and push for change on a global level.  While the desire for change is accelerating, techniques for creating positive, sustainable, and cost-effective social change are lagging.  The accelerated desire for change is being hobbled by out-dated tools for promoting and supporting change, leading to frustration and wasted resources. 

Chapter 1 paints the backdrop against which social change is occurring, examines the barriers to change, and explores the importance of behavior in initiating and sustaining change.  The concept of social marketing is introduced and presented as an effective tool for initiating and implementing sustainable and cost-effective social changes that benefit society.  

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Chapter 2 - No One Cares About Your Cause    

Organizations and social movements must make themselves relevant to succeed.  Appealing to a small and devoted following may feel good, but it doesn’t lead to change.  Having good intentions doesn’t lead to financially viable organizations that can foster and support change, much less compete effectively against the better organized and funded entities that are promoting damaging behaviors.

Chapter 2 breaks down the characteristics needed to make issues relevant.  The components of optimal organizational structure and focus are identified and easy-to-follow methods for self-assessment are outlined so that organizations can identify their strengths and weaknesses.  Techniques for targeting both the desired behaviors and the competition for the desired behavior are introduced.  Building on the individual components, we look at how to utilize the current assets of an organization to strategically initiate and implement the desired behavior change.  

Chapter 3 - Identify the Puzzle Pieces     

Every cause or social issue is a complex jigsaw puzzle.  Each piece is necessary to create a cohesive whole.  Missing pieces weaken the structure of the puzzle, leaving a glaring empty space and an incomplete solution.  Social issues are the same.  Complex, nuanced, composed of many variables - each of which is needed to form a lasting and sustainable solution.  

In Chapter 3, we will look at how to identify all the puzzle pieces and put them together to create real and lasting change while maximizing the impact of each individual puzzle piece.  We’ll explore how to identify all the players, factors, and competition, and divide them into top-down and bottom-up influencers with a goal of developing collaborative partnerships and incapacitating the competition using a three-pronged approach of emotion, research, and action.

Chapter 4 - data is the key

Data helps us simplify and manage the complexity of our world.  Thanks to technology, we have an unprecedented ability to capture and manipulate huge amounts of data.  Data can help us create more effective programs, measure the results, and identify unintended outcomes.  The flip side of the story is that data is imperfect because to make sense of the data we need human intervention.  Data is subject to personal, political, and policy considerations.  Collecting accurate data can be confounded both intentionally and unintentionally.   People may not understand what needs to be measured or don’t like what is being measured.  There may be no mechanisms in place for gathering and reporting the measurements.  Cultural, geographic, or societal norms may hinder accurate collection of data.  Manipulation and interpretation of data is subject to individual bias.  Our current obsession with data can obscure it’s weaknesses.  Despite the difficulties and weaknesses, data can provide clarity in developing powerful arguments for change and should form the foundation for developing strategies for change.

Chapter 4 looks at the importance of data to put change on the agenda; the weaknesses in data; what to do when data is insufficient or not available; how to gather data, both individually and as a movement; and what to do with the data.  We will also look at how the current focus on data may be causing inadvertent discrimination against the causes and groups that most need funding and recognition.  

Chapter 5 - Real Change Requires Behavior Change

Data can tell us what needs to change.  Data can break down the value of change in human and financial terms.  Data can tell us what unintended outcomes are occurring when change occurs.  Data has value but data is also limited, data alone does not make people change.  To change behavior you need to make someone want to change.  You must make the change desirable, even compelling, and you must make the change sustainable without constant outside prodding.

Using data as the starting point, Chapter 5 shows how to identify, communicate, model, and measure the desired change.  We address how to test for unintended outcomes and how to continually assess whether the desired change is being achieved.

Chapter 6 - When Positive Messages Aren’t Enough

There is no quick fix.  Positive messaging followed up with modeling and reinforcement of the correct behavior does work, but it takes time and a commitment of resources and intent.  In many cases we need laws and negative consequences as looming reminders that the wrong action is less desirable that the right action.  

In Chapter 6, we will explore the options available when just using positive messaging is not enough.  We will look at the more structured and punitive options, including laws and negative consequences.  We will also look at non-traditional partnerships that can be formed to reinforce positive behavior.  Finally, we will explore situations where neither positive nor negative messages can make a difference because the solutions do not address the real problem.

Chapter 7 - Money Isn’t Bad

Money is the link between an idea having a present and a future.  Conflicted and inconsistent attitudes towards money are the single biggest barrier to positive change in the world.  We have elevated money to a position of much greater importance than just a transactional tool.  We have assigned emotions to money - money is good, money is evil.  But it is the marketing of the goods, services, and behaviors which has the true power, not the money which facilitates the exchange.

In Chapter 7, we will look at money and it’s role in our society.  We’ll explore whether underlying attitudes towards money and definitions of success are limiting factors for positive social change.  We will outline the process for identifying those who will benefit financially from change and those who will fight the change because they view it as a financial threat.  Finally, we will look at the talent divide between the not-for-profit and for-profit worlds and explain the importance of diversifying the talent pool by incorporating strong financial and business backgrounds.  

Chapter 8 - Leverage the Money

Running a financially solid operation is the only way sustainable change can occur.  Positive social change needs to become a viable business model with success measured by perceived value, quantified value, and changes in attitude and behavior.

Chapter 8 gets down to business with new ways of creating financial stability that are substantial and sustainable.  We look at maximizing economies of scale; explaining the cost and value of programs in simple but quantifiable terms; demonstrating the decreased costs and increased value of strategic partnerships; bundling services; and driving the competition out of business.  

Chapter 9 - Mobilize the Troops

Creating social change takes more than the efforts of one group.  It is easy to forget that a number of independent parts are needed and that a system failure in one area can endanger the entire program.  Each success in social change requires a coordinated team that builds and supports a social movement with each group working towards a common goal but with different tasks, different skills, and different materials.  

In Chapter 9 we learn how to create a social movement that is cohesive and lifts the profiles of all the players.  We’ll explore how to identify organizations and individuals with a common interest, while understanding that diversity in approaches can become a strength rather than a divisive factor.  The goal is to identify both true collaborators and true competitors and to move towards a stronger central movement. 

Chapter 10 - Lock In the Change

It is easy to get people to agree to change their behavior in the heat of the moment.  It is much harder to make behavior change stick even when no one is looking or prompting. 

In Chapter 10 we look at why it is necessary to support behavior change and different ways this can be accomplished, including leveraging economic arguments effectively.  Sometimes change occurs quickly or urgently, so we’ll look at planning for short-term emergency interventions and developing a plan for transforming short-term reactions into lasting managed change.  

Chapter 11 - Look Outside Your Cause

“For every action there is an equal and opposite reaction.”  Whenever change in behavior occurs, there is a ripple effect in other areas.  Change creates potential strategic partners in some fields and competition in other fields.  

In Chapter 11 we create a template for identifying the full impact of one change in behavior.  We look at how to develop a strategy for engaging with new strategic partners and effectively weakening or eliminating the competition on much broader levels than within the narrow definition of one behavioral change.

Chapter 12 - Barriers To Success

Change does not occur overnight and the road to change is filled with detours and roadblocks.  Change is never clean or easily embraced and is often filled with complexity and unexpected outcomes.  It can be easy to become discouraged or divert resources to deal with short-term setbacks instead of focusing on the long-term success of the change.

Chapter 12 summarizes the possible barriers to success and outlines specific strategies for overcoming those barriers.  We will summarize the barriers identified earlier in the book, identify other barriers that may arise, and show how those barriers can be addressed and overcome.

Chapter 13 - Build A  Water-Tight Plan

Chapter 13 puts all the lessons in the book together with a concrete and detailed action plan for a real-life issue, the hidden global epidemic of drowning.  The plan will demonstrate that using the techniques in this book, it is possible to break down and successfully address the most difficult of issues into concrete and manageable action steps.  The real-life case study makes the techniques accessible by providing the reader with a verbal and visual road-map for change that can be applied to any cause.