%0 Book %1 Culture2008 %A Knott, David %A Muers, Stephen %A Aldridge, Stephen %D 2008 %I London: Cabinet Office Strategy Unit %K strategy prj-sustainability %T Achieving Culture Change: A Policy Framework %U http://www.cabinetoffice.gov.uk/strategy/work_areas/achieving_culture_change.aspx %X Cultural capital – our attitudes, values, aspirations and sense of self-efficiency – has an important influence on the actions and behaviour we choose. While governments have traditionally used incentives, legislation or regulation to encourage behaviour change, this paper sets out the state of knowledge on culture change, offering practical tools for policymaking. The paper argues that policymakers should take a greater account of the social and cultural interactions individuals pass through in reaching decisions. There are a range of tools that have been shown tohelp support and encourage people into the behaviour required to reach the long-term outcomes they want – whether in relation to education, healthy living, or environmental sustainability. These approaches include: Supporting people through the most immediate influences to them, such as interventions that promote parenting, peers, and role models. Supporting people through wider social influences, such as the role of national dialogue or government leading by example. Enabling people through providing capacity and alternatives for different choices alongside support, guidance and advice. Encouraging people through incentives, recognition of success, or use of legislation and regulation. Packages of support should be personalised to different populations. Finally, culture change is not about seeking short term results, but rather investing in securing big change, secured over the long term.

@book{Culture2008, abstract = {Cultural capital – our attitudes, values, aspirations and sense of self-efficiency – has an important influence on the actions and behaviour we choose. While governments have traditionally used incentives, legislation or regulation to encourage behaviour change, this paper sets out the state of knowledge on culture change, offering practical tools for policymaking. The paper argues that policymakers should take a greater account of the social and cultural interactions individuals pass through in reaching decisions. There are a range of tools that have been shown tohelp support and encourage people into the behaviour required to reach the long-term outcomes they want – whether in relation to education, healthy living, or environmental sustainability. These approaches include: Supporting people through the most immediate influences to them, such as interventions that promote parenting, peers, and role models. Supporting people through wider social influences, such as the role of national dialogue or government leading by example. Enabling people through providing capacity and alternatives for different choices alongside support, guidance and advice. Encouraging people through incentives, recognition of success, or use of legislation and regulation. Packages of support should be personalised to different populations. Finally, culture change is not about seeking short term results, but rather investing in securing big change, secured over the long term.}, added-at = {2010-08-10T21:32:30.000+0200}, author = {Knott, David and Muers, Stephen and Aldridge, Stephen}, biburl = {https://www.bibsonomy.org/bibtex/2c6877407f6534d5c940543aec3fca92b/nicoj}, interhash = {54bd145ba34e3ad0cb0246222947910e}, intrahash = {c6877407f6534d5c940543aec3fca92b}, keywords = {strategy prj-sustainability}, publisher = {London: Cabinet Office Strategy Unit}, timestamp = {2012-08-06T22:08:36.000+0200}, title = {Achieving Culture Change: A Policy Framework}, url = {http://www.cabinetoffice.gov.uk/strategy/work_areas/achieving_culture_change.aspx}, year = 2008 }