COURSE TITLE: BEHAVIOUR CHANGE COMMUNICATION

COURSE CODE: CHE 213

Concept of Community
The word “community” derives from the Latin “communitas”
mean “shared in common”. The word "community" is derived
from Latin and has been used in the English language since the
14th century. It refers to both the development of a social
grouping and also the nature of the relationship among the
members. The term is most often associated with one or more
of the following characteristics:
· Common people, as distinguished from those of rank or
authority;
· A relatively small society
· The people of a district;
· The quality of holding something in common
· A sense of common identity and characteristics.
The concept of community was further developed in the 19th
century to contrast the dynamics and relationships of residents
within a local setting to that of larger and more complex industrial
societies. It is related to the terms commune (French), in terms
of denoting particular kind of relationships. Relationships within
a community were thought to be more direct, holistic and
significant than the more formal and abstract relationships with
the larger society.
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The term "community" is used extensively in almost all areas of
our lives. It is used in both our common, everyday language and
also by professionals, politicians and corporations. We frequently
hear about "community care", "community revitalization",
"community service" and many other references to community.
Yet, while everyone seems to have a fairly common
understanding of what is meant by "community" it eludes a clear
and comprehensive definition.
Definition: according to American Public Health Association
(APHA, 2001); community is defined as a group of people with
diverse characteristics who are linked by social ties, share
common perspectives and engaged in joint action in geographical
locations or settings.
Types of Community
Three main types of communities are usually identified:
i. Geographic communities share physical space, so
that residents come into contact with each other by virtue
of proximity, rather than intent. However, to be a "real"
community, residents must feel a sense of belonging and
hold at least some values and symbols in common. For
example, a feature of the natural landscape, such as a
river, that is important to many, or a local claim to fame;
such as an internationally known theatre company. In

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 geographic communities how power is distributed has a
significant impact on how the community develops.
ii. Communities of interest are sometimes referred to as
"communities within communities". Members of these
communities choose to associate with each on the basis
of a common interest (e.g. model railway club) or shared
concerns (e.g. poor air quality). Sometimes communities
are formed by self-identified members of a reference
group based on characteristics outside of their control,
e.g. a disability, ethnic group, or low income, which give
them a sense of common identity and shared concerns.
iii. Virtual communities are groups of people that
primarily interact via communication media rather than
face to face. If the mechanism is a computer network, it
is called an online community. Online communities are
"social aggregations that emerge from the Net when
people carry on those public discussions long enough,
with sufficient human feeling, to form webs of personal
relationships".
An individual can belong to several different communities at the
same time; e.g. a faith community, a business community and a
neighbourhood community.
Communities can be healthy or unhealthy, with most being
somewhere in the middle. In an unhealthy community there may

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be an environmental disaster, such as the contamination of the
water supply, a high level of poverty, or entrenched conflict over
a divisive community issue. The path to becoming a healthy
community starts with broad community engagement,
leadership, the development of a shared vision and community
goals, effective planning, local government commitment and
collaborative use of internal and external resources.
Organizational Structure of Community

· Murray G Ross in 1955 defined community organization as

a process by which community identifies its needs or
objectives, orders (or ranks), develops the confidence and
will to work at these needs or objectives, find the resources
(internal and external) to deal with these needs or
objectives takes action in respect to them and in so doing
extends and develops and practice in the community.
· Edward C Lindeman in 1921 defined community
organization as “that phase of social organization on which
constitutes a conscious effort on the part of a community to
control its affairs democratically and to secure the highest
services from its specialists, organizations, agencies and
institutions by means of recognized inter-relations.
· Walter W Pettit in 1925 said that “community organization
is perhaps best defined as assisting a group of people to

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 recognize their common needs and helping them to meet
these needs,

ORGANIZATION STRUCTURE

As organizational structure defines how activities such as task

allocation, coordination and supervision are directed toward the
achievement of organizational aims. Organization need to be
efficient, flexible, innovative and caring in order to achieve as
sustainable competitive advantage.

Organizational structure can also be consider as the viewing glass

or perspective through which individuals see their organization
and environment. An organization can be structure in many
different ways, depending on its objectives. The structure of an
organization will determine the modes in which it operates and
performs. Organizational structure allows the expressed
allocation of responsibilities for different functions and processes
to different entities such as the branch, department, workgroup
and individual organizational structure affect organization in two
ways.

1. It provide the function on which standard operating

procedures and routine rest.
2. It determine which individuals get to participate in which in
which decision making processes, and thus to what extend
their view shape the organizations actions.

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LEADERSHIP
Leadership is both a research area and a practical skill
encompassing the ability of an individual or organization to lead
or guide other individuals, teams, or entire organizations.
TYPES OF LEADERSHIP

According to research by ASA center, leadership style is the way

a person uses power to lead other people. Research has
identified a variety of leadership styles based on the number of
followers. The most appropriate leadership style depends on the
function of the leader, the followers and situation.

Some leaders cannot work comfortable with a high degree of

followers’ participation in decision making. Some employers lack
the ability or desire to assume responsibility.

Furthermore, the specific situation helps determine the most

effective style of interactions, sometimes leader must handle
problems that require immediate solutions without consulting
followers.

Leadership styles

1. Autocratic leadership style: - is centred on the boss. In

this leadership the leader hold all authority and
responsibility. In this leadership, leaders make decisions on
their own without consulting subordinates. They reach
decisions, communicate them to subordinates and expect
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 prompt implementation. Autocratic work environment does
normally little or no flexibility. Statistically, there are very
few situations that can actually support autocratic
leadership.
2. Democratic leadership style: - subordinates are
involved in making decisions. Unlike autocratic, this
leadership is concerned on subordinate contributions, the
democratic leader hold final responsibilities, but he/she is
known to delegate authority to other people, who determine
work projects. The most unique feature of this leadership is
that communication is active upward and downward. With
respect to statistics, democratic leadership is one of the
most following fairness, competence, creativity, courage,
intelligence and honesty.
3. Strategic leadership style: is that involves a leader who
is essentially the head of an organization. The strategic
leader is not limited to those at the top of the organization.
It is geared to wider audience at all levels who want to
create a high performance life, team or organization. The
strategic leader fills the gap between the need for new
possibility and the need for practicality by providing a
prescriptive set of habits. An effective strategic leadership
delivers the goods in terms of what an organization

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 naturally expects from its leadership in times of change.
55% of this leadership normally involves strategic thinking.
4. Transformational leadership style: - unlike other
leadership styles, transformational leadership is all about
initiating change in organizations, group, oneself and
others. Transformational leaders motivate others to do
more than they originally intended and often even more
than they thought possible. The set more challenging
expectations and typically achieve higher performance.
Statistically, transformational leadership tends to have
committed and satisfied followers. This is mainly so because
transformational leaders empower followers.
5. Team leadership: - involves the creation of a vivid picture
of its future, where it is heading and what it will stand for.
The vision inspired and provides a strong sense of purpose
and direction. Team leadership is about working with the
heart and minds of all those involved. It also recognizes that
teamwork may not always involve trusting cooperative
relationship. The most challenging aspect of this leadership
is whether or not it will succeed. According to Harvard
business review, team leadership may fail because of poor
leadership qualities.
6. Cross-cultural leadership: - this form of leadership
normally exists where there are various cultures in the

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 society. This leadership has also industrialized as a way to
recognize front runners who work in the contemporary
globalized market. Organization, particularly international
ones require leaders who can effectively adjust their
leadership to work in different environs. Most of the
leaderships observed in the United States are cross-cultural
because of different cultures that live and work there.
7. Facilitative Leadership: - Is too dependent on
measurements and outcomes – not a skill, although it takes
much skill to master. The effectiveness at a group is high
functioning, the facilitative leader uses a light hand on the
process. On the other hand, if the group is low functioning,
the facilitative leader will be more directives in helping the
group run its process. An effective facilitative leader
involves monitoring of group dynamics, offering process
suggestions and intervention to help the group stay on
track.
8. Laissez – faire leadership: - gives authority to
employees. According to AZ central, departments or
subordinates are allowed to work as they choose with
minimal or no interference.According to research, this kind
of leadership has been consistently found to be the least
satisfying and least effective management style.

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 9. Charismatic leadership: - in this leadership the
charismatic leader manifests his or her revolutionary power.
Charisma does not means sheer behavioural change. It
actually involves a transformation of followers’ values and
beliefs. Therefore, this distinguish a charismatic leader from
a simple populist leader who may affect attitudes towards
specific object, but who is not prepared as the charismatic
leader is to transform the underlying normative orientation
that structures specific attitudes.
10. Visionary Leadership: - this form of leadership
involves leaders who recognize that the methods, steps and
process of leadership are all obtained with and through
people. Most great and successful leaders have the aspects
of vision in them. However, those who are highly visionary
are the ones considered to be exhibiting visionary
leadership. Outstanding leaders will always transform their
visions into realities.

HOUSEHOLD STRUCTURE (POWER AND DECISION

MAKING)

The family as a consuming and decision-making unit has been

identified as fundamental and significant phenomena in
marketing and consumer behaviour (Solomon, 2011 and Beatty
2002: Assael, 1998). As a major buying and consumption unit,

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the family is believed to have the largest influence and it is a
prime target for most marketing organizations in recent years
(Chiffman and Kanuk, 2000). Thus in Nigeria, like many other
developing countries, and average household includes a father,
a mother and often quite a large number of children. Extended
families that consist of various nuclear families are also prevent,
which is a salient culture configuration of the African system.
(Beugre and Affodile, 2000, Gbadamosi, 2012)

It is not secret that a few decades ago, parents controlled their

children with sticks (canes) and expected obedience and
discipline was a common practice in Nigeria.

Also, in older generations, children were educated under strict

and hard autonomous rules at the parents i.e. autocratic parental
guidance was the order of the day, which by implication inhibits
the extent to which children can participate in their families,
buying decision-making process (Kagiteibasi, 1996, Siannand
1988, Gbadamosi 2012). Again in the past, children had no
voices, they just obeyed what was being said, what was given
and ate what was cooked (Munroe and Munroe, 1972). Children
has to sit on their chairs until they finished their food and could
not be involved in parents’ conversation during eating
(Suwardinate, 2011).

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At a changing times most families spend “quality time” in
supermarkets, fast food, restaurants, and exhibitions. They are
watching the latest movies and sport event together (Maikori,
1997). It is recognition of this fact that (Delta, 2008) observed
that irrespective of income group today’s parents are breaking
the limits to meet the demands of their children; they are
providing to their kids whatever they want. Even those they
didn’t have when they were kids themselves.

BUYING ROLES IN FAMILY DECISION MAKING

In the process of family buying decision-making several family

members are involved. They play a variety of roles in the buying
process; each member of the family may take more than one role
or no role at all.

A family buying decision is composed of a sequence of decisions,

different family members may play different role at different
stages (Miniand and Engel 2006; Lackman and Lanasa 1993,
Wasson 1973).

In general, the roles are likely to vary between families in relation

with demographic variables, different product types, time and
even individual decisions (Verma and Kapoor, 2003). Again,
children roles may not be permanent or mutually exclusive.

There are five roles as identified by Belch (1984), these are

initiator, influencer, decider, buyer and user.
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1. The initiator: - is the family member who proposes a
suggestion or an idea related to purchases for the family.
2. The influencer: - they establishes the decision criteria by
making comparison and tries to persuade other family
members during the process of decision-making. The
influencer might or might not be the same person as the
initiator.
3. The decision maker (decider): - this refers to the family
member with the power to unilaterally or jointly determine
whether to purchase a specific brand, product or service or
not.
4. The purchasing agent (buyer): - he/she carried out the
decision by purchasing the product for the family. The
purchasing agent might or might not be the same person
as the decision maker.
5. The final consumer (User): - he/she is the one who use
the product and evaluates it, giving some feedback to other
family members regarding the satisfaction with the chosen
brand and desirability to purchase the same brand or
product again.

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ORGANIZATIONAL STRUCTURE (MODERN AND
TRADITIONAL)

What is a traditional organizational structure?

An organizational structure defines how work gets delegated

throughout an organization. A traditional organizational structure
follows a system in which power flows upward through the
organization, and all employees follow a chain of command.

The traditional organizational chart may look like a pyramid. The

chief executive officer would sit at the top, and the layer
underneath would consist of department managers who report
to the CEO and oversee the overall operations of their
department. Next would be first-line managers, or supervisors,
who manage the daily operations of their department or teams
and below are the non-management employees who report to
them.

Examples of traditional organizational structures include:

Functional organizational structure: The organization

divides its employees into groups based on their roles or
specialties. For example, an organization using this structure may
have a finance department, marketing department and research
and development department, with each department having
specialty groups within them who report to the department
manager.
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Divisional organizational structure: Larger organizations
benefit from this type of structure, which divides employees into
teams based on specific products, projects or locations. For
example, a bank might have a retail banking division, an
investment banking division and a private banking division.

What is a modern organizational structure?

A modern organizational structure does not have a hierarchical,

top-down power arrangement. Also referred to as a
contemporary organizational structure, it removes the
departmental boundaries between employees and has them
work on projects together in pursuit of the business' goals.
Employees working on projects receive requirements and
productivity goals but have the power to determine for
themselves the best way to complete the project. Typically, this
structure promotes sharing skills and resources across the
organization to reach its goals.

Examples of modern organizational structures include:

Matrix organizational structure: When following this

structure, the organization still has departments but creates
project groups that include employees from different
departments. Employees working in this structure may have two
supervisors—a project manager and a functional or department
manager. An organization launching a new product, for example,

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may create a project team that combines members of the
research and development, marketing and finance departments.

Flat organizational structure: The organization removes the

layers of middle management between employees and
executives, so this structure suits smaller companies or early-
stage start-ups. Here, employees receive little supervision and
have the power to form teams and choose which projects to work
on based on their interests or skills.

Differences between traditional and modern

organization structures

The following list demonstrates how traditional and modern

organizational structures differ from one another:

Decision-making

In a traditional organizational structure, the decision-making

power is highest at the top and reduces as it moves down the
chart. The CEO has the most decision-making power and may
delegate some decisions to their department heads, who may
then turn some decisions over to their team supervisors. In this
structure, employees have little decision-making power and
instead receive instructions from their supervisors. Having power
centralized amongst a few members of the organization can be
beneficial because it provides clear organization-wide messages

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about goals and expectations, eliminating the potential for
confusion.

A modern organizational structure, however, does not use that

system of centralized power. Instead, non-management
employees often can determine what projects they want to work
on and the methods they use to complete them. In some
situations, managerial staff may even collaborate with employees
or take their feedback on decisions made at the company. This
method helps empower employees by making their voices and
ideas heard at the company. Because employees have more
decision-making power in a modern organizational structure,
they can also proactively determine when and how to help other
teams on projects rather than waiting for instructions from their
supervisor to do so.

Communication

Due to the hierarchical nature of a traditional organization

structure, the individuals at the highest level of management
may have little communication with employees who are not their
direct subordinates. For example, information from upper
management may get disseminated through emails, newsletters
or department heads.

A modern organizational structure has fewer departmental

boundaries, which enables faster and easier communication

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methods. They may employ the use of instant messaging apps
or software that allows everyone in the organization to
communicate with one another. And in a flat organizational
structure, for example, there is no middle management, so
employees have more opportunities to speak directly to higher-
level managers.

Teamwork

Businesses that follow the traditional organizational structure

divide their employees into departments or divisions depending
on their roles. As a result, employees from different departments
may have few chances to work with one another. The focus on
their specific role also enables them to gain significant knowledge
and experience, potentially making them experts in their field.
However, because they only perform their particular job and
work with colleagues performing similar tasks, it may limit their
opportunities to stretch their abilities and learn more about other
aspects of the business.

Businesses with modern organizational structures promote the

ideas of teamwork and collaboration, enabling employees from
different areas to work together. Pulling in resources can help
solve problems or reach goals more quickly. These teams often
have more autonomy than those in traditional structures, who
must wait for instructions from their supervisor on how to

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complete tasks or projects. This system can help build
relationships throughout the company, as employees realize they
need to rely on one another, no matter what line of business they
are in, to reach company goals.

Flexibility

Employees in traditional organizational structures have set roles

and responsibilities that they fulfill. Organizations in stable
business environments benefit from this structure because
employees know how to complete their job and meet the typical
challenges associated with it. If the nature of the organization's
business rarely changes, then these set roles can make work
more productive and efficient. Due to the more rigid nature of
these organizations, it may be difficult for them to adapt to
dynamic environments, or they may be slower to meet
unexpected challenges.

Employees in modern organizational structures have more

flexibility in their responsibilities, which benefits organizations in
more dynamic environments. Having that flexibility enables
employees to easily collaborate across departments to solve
challenges. These employees also gain the opportunity to learn
new things by working on projects or teams of their choosing.

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Traditions and cultures that influence health behaviours

Some harmful cultural practices and disease conditions in Nigeria

include; during circumcision of the children, it is common practice
to use cow-dung to clear the umbilical cord, this may results in
tetanus infection caused by a bacterium called “clostridium
tetani”.

In a typical Nigerian rural society, there are cultural beliefs that

children are usually not given foods like egg, meat etc. for fear
that they will become thieves, witches/wizards, this leads to a
condition of kwashiorkor which is as a result of lack of protein in
the system. Female and male circumcision is practiced not only
in Nigeria but also in at least 26 countries of Africa (Myers, 1997).
Scarification and tribal marks are practiced commonly all over
Nigeria but. Unhealthy and early marriage practices especially in
Northern Nigeria cause vesico-vaginal fistula (VVF).

Ways to overcome negative traditions and cultures

- Health education and re-orientation of the people: In many

parts of the country, people embark on certain practices
because they are ignorant of the basic information about
the better way of doing things. The masses should be well
informed and educated.
- A multi-disciplinary approach at national and international
level of advocacy and re-conscientization should be

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 employed to expose the dangers of these cultural (negative)
practices and the need to adopt orthodox practices.
- Researches should be made on identifying those practices
that promote health in our communities and encourage
them and discourage those that are harmful to human
existence.
- Female education: The importance of female education
cannot be over-emphasized. Not only will an educated
woman refuse to be a victim of a harmful practice that does
not promote health, she will also keep her home and
propagate the information to her generation.
- Finally, before health policies are formulated in Nigeria, the
cultural and ethnic diversity of the people should be put into
consideration to ensure that there are no resistances to its
implementation and that its purpose is achieved.

Traditions and Cultures That Favourably Influence

Health Behaviours

Some of the positive cultural practices that promote health

amongst women in Nigeria, it is a common practice for mothers
to breastfeed their children for a long time. This is a good
practice as breast milk is far better than any other food a child
can receive within the first six (6) months to one (1) year and
this acts as family planning to the mother. It is common practice

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for women who just delivered to be placed on special diets. This
they believe helps the woman to regain lost nutrients during
pregnancy and delivery and this really does. Sexual abstinence
during lactation is also widely practiced because of the belief that
a woman is not fully pure at this time. This practice helps in child-
spacing and family planning. Also among the Igbos of South -
East, the Binis of Edo State, the Ijaws in South South Nigeria,
and several other ethnic groups in the Southern Nigeria, it is a
common practice for people to embark on wrestling combat
when it is not farming season; this promotes physical activity and
health (Idehen, 2007). Environmental Sanitation: This is
practiced virtually in every Nigerian society. Early morning
sweeping of the house and compound by both men and women
is encouraged to promote health.

DEFINITION OF BEHAVIOUR CHANGE COMMUNICATION

Behaviour change communication is a research-based

consultative process for addressing knowledge, attitudes and
practices. It provide relevant information and motivation through
well-defined strategies, using a mix of media channels and
participatory methods. Behaviour change strategies focus on the
individual as a locus of change.

The World Health Organization defines behaviour change

communication as an interactive process of any intervention with

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individuals, group or community to develop communication
strategies to promote positive behaviours which are appropriate
to their settings and thereby solving the world’s most pressing
health problems.

Difference between Health Education and Health

Promotion

Definition of health promotion:

Health promotion entails aspects including education, a

consideration of psychological, political, and social factors, with
the aim of improving a person’s health. Health promotion can
also help prevent disease by encouraging healthy choices and
instituting policies and programs that help the general
population.

History of health promotion:

The first formal conference on health promotion was convened

in Ottawa in 1986 and involved the World Health Organization,
which still holds conferences often. The WHO also started
establishing guidelines for health promotion to be used by the
global community.

People involved in health promotion:

Government agencies such as the WHO, and CDC, as well as

community leaders and non-government organizations are all

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directly involved in promoting health. People in agencies such as
the CDC promote health via education but also via disease
surveillance, gathering statistics, conducting research, and
helping contain disease outbreaks and epidemics. Health
educators indirectly contribute to promotion of health by
informing individuals about healthy choices they can make.

Examples of health promotion:

Health promotion includes developing policies for improving

health of the populace, and making people aware of what they
can do to prevent disease and improve their health. This can be
done via government programs and policies. It is easy to confuse
health promotion with education; however, education is only one
small part of health promotion. Health promotion also includes a
broad range of factors including cultural factors and social
aspects.

Definition of Health Education

Health education is specifically concerned with educating and

informing people about health issues. Education is one aspect of
promoting a healthy lifestyle and is related to health promotion
in this regard.

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History of health education:

The idea of health education first came about in the 19th century
but only was formally introduced in the form of public health
schools in the US sometime between the years 1914 to 1939; the
first endowed school of public health was Johns Hopkins
University School of Hygiene and Public Health in the United
States.

People involved in health education:

People who work in health probably the first people a child learns
from when it comes to health issues; for instance, parents teach
young children about basic hygiene that helps to prevent disease.

Examples of health education:

Professionals often develop courses, lectures, seminars,

webinars, and pamphlets as part of health education. Schools
and colleges may offer health classes and courses in nutrition,
for instance. Health education can be confused with health
promotion because through informing people, one assumes it
would help them make healthier and better decisions. However,
health promotion also includes government policy development
for the population.

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PRINCIPLES OF HEALTH PROMOTION

Empowerment – a way of working to enable people to gain

greater control over decisions and actions affecting their health.

Participative – where people take an active part in decision

making.

Holistic – taking account of the separate influences on health

and the interaction of these dimensions.

Equitable – ensuring fairness of outcomes for service users.

Intersectoral – working in partnership with other relevant

agencies/organizations.

Sustainable – ensuring that the outcomes of health promotion

activities are sustainable in the long term.

Multi Strategy – working on a number of strategy areas such

as programmes, policy.

The World Health Organization took a leading role in action for

health promotion in the 1980’s with, the Ottawa Charter been
published in 1986. It suggested that health promotion happens
at five key levels.

1. Developing Personal Skills

2. Creating Supportive Environments
3. Strengthening Community Action
4. Developing Public Policy
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 5. Re- orienting the Health Services.

Communication
Communication can be regarded as a two-way process of
exchanging or shaping ideas, feelings and information. Broadly it
refers to the countless ways that human have of keeping in touch
with one another. Communication is more than mere exchange
of information. It is a process necessary to pave way for desired
changes of human behaviour and informed individual and
community participation to achieve predetermined goals.
Communication is part of our normal relationship with other
people. Our ability to influence others depends on our
communication skills e.g., writing, speaking, listening, reading
and reasoning. These skills are much needed in health education.
The developing countries are now beginning to exploit the
current communication revolution to put today’s health
information at the disposal of families to help people to achieve
health by their own actions and efforts. It is said that without
communication an individual could never become a human being,
without mass communication he could never become a part of
modern society.
Communication Process/Elements of communication
Communication which is the basis of human interaction is a
complex process. It has the following main components:

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(a) Sender----(source) (b) Receiver---(audience) (c)
Message----(content) (d) Channel----(Medium) €
Feedback----(effect)
A. The Sender/encoder: - the sender or communicator or
source is the originator of the message.
B. The receiver/decoder: - all communication must have an
audience, this may be single person or group of people.
Without the audience, communication is nothing more than
mere noise.
C. The message: - message is the information or technical
know-how which the communicator transmits to his
audience to receive, understand, accept and act upon. It
may be in the form of words, pictures or signs. Health
communication may fail in many cases, if its message is not
adequate. A good message must be:
i. In line with the objectives
ii. Meaningful
iii. Based on felt needs
iv. Clear and understandable
v. Specific and accurate
vi. Timely and adequate
vii. Fitting the audience
viii. Interesting
ix. Culturally and socially appropriate.

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 D. Channel of communication: - by channel is implied that
physical bridges or the media of communication between
the sender and the receiver. The total communication effort
is based on three media systems, these are interpersonal
communication, mass media and traditional or folk media.
E. Feedback: - this is the flow of information from the audience
to the sender. It is the reaction of the audience to the
message. If the message is not clear of otherwise not
acceptable, the audience may reject it outright. The
feedback thus provides an opportunity to the sender to
modify his message and render it acceptable. In
interpersonal communication the feedback is immediate. In
mass communication it takes some time to get feedback.
Feedback is generally obtained through opinion polls,
attitude surveys and interviews. It can rectify transmission
errors.

Sender Receiver
Messag Channel
Encoder Decoder

Feedback

Health Communication

The Center for Disease Control and Prevention defines health

communication “as the study and use of communication

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strategies to inform and influence decisions and actions to
improve health.” As a field of graduate study, health
communication is focused on global health patterns, disease
prevention efforts, and strategic marketing and communication
skills.

Importance of Health Communication

Health communication is important because the dissemination of

information to private and public entities must be transparent
and effective. Health communication is used in the health care
industry to market to and educate the public. Using informed
marketing tactics and sociological data to drive decision-making,
health communication is used to promote health campaigns
across the education field, the pharmaceutical industry, and both
government and nongovernment organizations. In another form,
it is used to manage risks and to influence and educate audiences
on health issues.

According to the Office of Disease Prevention and Health

Promotion (ODPHP), health communication is important to the
health care system as a whole for myriad reasons, including the
following:

- Improves the overall health literacy of a population

- Improves the quality of existing materials about health and
wellness available to the public

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 - Increases the number of prevention and risk messages to
prevent illness and increase life expectancy
- Changes social norms to be more health focused
- Increases the availability of hospitals and medical services
- Empowers positive change or health improvement for
individuals and groups.

Methods of Communication in Passing Health Messages

People communicate with each other in a number of ways that

depend upon the message and its context in which it is being
sent. So, there are variety of types of communication.

Types of communication based on the communication channels

are used:

1. Verbal communication
2. Nonverbal communication
1. Verbal Communication

Verbal communication refers to the form of communication in

which message is transmitted verbally; communication is done
by word of mouth and piece of writing. Objective of every
communication is to have people understand what is trying to
convey. In verbal communication remember the acronym KISS
(keep it short and simple)

Verbal communication is further divided into:

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 · Oral communication: - in oral communication, spoken words
are used. It includes face-to-face conversations, speech,
telephonic conversation, video, radio, voice over internet.
In oral communication, communication is influence by pitch,
volume, speed and clarity of speaking.
· Written communication: - in written signs or symbols are
used to communicate. A written message may be printed or
hand written. In written communication message can be
transmitted via email, letter, report, memo etc.
2. Nonverbal Communication

Nonverbal communication is the sending or receiving wordless

messages. We can say that communication other than oral and
written, such as gesture, body language, posture or facial
expressions, is called nonverbal communication.

Multi-Channel Communications

Multi-channel communication simply means communicating with

customers via multiple channels such as print, SMS, e-mail, web
portals, and mobile applications. From an internal management
perspective, multi-channel communication involves sending out
material and information via multiple channels. There is often
little internal coordination or consistency in what is being sent.
For example, a piece of communication may look different in e-
mail than on paper (in terms of data, branding, and so on).

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Process of Health Communication

- Planning
- Development
- Implementation
- Evaluation

Guidelines for message development

Effective key messages are:

· Concise: - focus on three to key messages per topic; write

one to three sentences for each key messages; should be
read or spoken in 30 seconds or less.
· Strategic: - define, differentiate and address benefit.
· Relevant: - balance what you need to communicate with
what your audience needs to know.
· Compelling: - design meaningful information to stimulate
action.
· Simple: - use easy-to-understand language; avoid jargon
and acronyms.
· Memorable: - ensure that messages are easy to recall and
repeat; avoid long, run-on sentences.
· Real: - use active voice, mot passive; do not use
advertising slogans.
· Tailored: - communicate effectively with different target
audiences by adapting language and depth of information.

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Educational Technologies used in communication

Visual communication: - is a communication through a visual

aid and is described as the conveyance of idea and information
in forms that can be read or looked upon such as graphic design,
arts, photography etc.

Audio communication: - is any form of transmission that is

based on hearing. Audio communicative forms are found in such
platforms as television, telephone, soundtracks and music
records.

Audio-visual communication: - is a form of communication

possessing both a sound and a visual component, such as slide-
tape, presentations, films, television programs etc.

Factors that Facilitate Effective Health Communication

Communication is the exchange of ideas, feelings, opinions,

want, needs and actions verbally or non-verbally. Effective
communication is more than sending and receiving messages.
Effective communication entails sending accurate information
and receiving feedback that the message has been received
without distortion.

Effective communication can be enhance by the following

factors:

- Active listening

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 - Straight forwardness
- Feedback
- Speaking clearly/articulation
- Knowledge of the receiver/audience
- Speed and sequence of speech
- Relationship between the sender and the receiver
- Command of subject (mastery of subjects matter)
- Commanding attention

Barriers to effective communication

1. Physical Barriers: - this has to do with poor or outdated

equipment used during communications, background noise,
poor lightening, and temperatures that are too hot or too
cold.
2. Attitudes: - emotions like anger or sadness can taint
objectivity. Also being extremely nervous having a personal
agenda or “needing to be right no matter what” can make
communications less than effective. This is also known as
“Emotional Noise”.
3. Language:- this can seem like an easy one, but even
people speaking the same language can have difficulty
understanding each other if they are from different
generations or from different regions of the same country.

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 4. Physiological Barriers: - this includes; ill-health, poor
eyesight, or hearing difficulties.
5. Power failure: - electrically generated devices used in
communication are only useful tools if there is a steady
source of power, as such, any power failure may cause a
mechanical communication barrier.

COMMUNITY MOBILIZATION
Mobilization is the act of calling up people for active service. This
involves locating the individuals, explaining to them the need for
the program in which their participation is needed and motivating
them to take part in the activity or service.

Community mobilization is a means of engaging, inspiring

and arousing the interest of people to make them become
actively involved in finding solutions to some of their own
problems leading to self-reliance and initiatives. It is a continuous
activity which starts just before a health program is set up in an
area and goes on to as long as the program is in existence, it
requires time, patience and understanding on the part of the
health workers.

RATIONALES FOR COMMUNITY MOBILIZATION

1. To make them become initiative and self-reliance

2. To use their local available resources to solve their own
problems

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 3. To identify their own health problems and related health
needs
4. To plan solution to their own identified problems.

ROLES OF COMMUNITY MOBILIZATION

1. It make community members aware about their health

problem
2. It allows individual, community members to become
involved in finding solutions to the identified health
problems
3. It encourages the use of local available resources to solve
their own health problems
4. It encourages community members to become aware about
their health problems
5. It builds confidence and reliability in community members
towards their health development

Importance of community participation and ownership in

health actions

Community participation in health offers various advantages in

health care and development among which are helping
communities to develop problem solving skills, making the to
take responsibility for their health and welfare, ensuring that the
need and problems of the community are adequately addressed,
ensuring that the strategies and methods used are culturally and

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socially appropriate or acceptable and finally it enhances
sustainability.

Methods of Community Mobilization for Health Action

Community mobilization aims to mobilize and engage community

members to address a particular cause. Engagement of
community mobilizers needs to happen early and individuals
need to be involved from the definition of the problem through
to the generation of adequate solutions. The level of engagement
of individuals may vary depending on their interest and
capabilities. They may just listen to some messages on the radio,
participate in meetings and events, or they can proactively
design, organize and implement activities. Below is a list of
activities that can be used to mobilize communities into action.
The list below provides some of the many ways to mobilize
community members however use your creativity to think of
other ways to mobilize community members.

- Community meetings to discuss an issue with community

leaders, which may include traditional, religious and local
political leaders, among others.
- Public debates in which community members question
leaders on a specific, predetermined topic. These debates
can be recorded on the radio and then broadcast.

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- Puppet shows and participatory theatre where
audiences are encouraged to participate by developing
alternative scenarios that would lead to better outcomes.
- Village literacy fairs where information about a
predetermined topic is shared.
- Dance and concerts conveying key messages. The events
can be recorded and screened through cinema units or
made to go viral on the Internet.
- Mobile cinema units screening short films addressing a
specific topic and followed by discussions and
questions/answer sessions. Sporting events and
competitions where messages are conveyed before and
after the games and at halftime.
- Listening groups to listen to and discuss a particular radio
program.
- Quiz competitions between teams addressing knowledge
of a specific topic.
- Print media such as leaflets and cartoon strips for
distribution in the community.
- Community coalitions made up of people who practice
desired behaviours, or who have survived the outbreak and
can act as positive role models and decrease stigma.
- Door-to-door sessions where mobilizers enter household
to discuss the outbreak and protective practices in privacy.

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 - Storytelling in which a narrator recounts a pertinent story
which may be real or fictional, to highlight key messages
and the importance of protective behaviours.

Various health committees at local/district, ward, health

facilities and village levels

Committee at local government level are:

1. Ward Development committee

2. District development committee
3. Facility development committee
4. Community/village development committee

Ward Development Committee

1. District head or autonomous clan head as chairman

2. All the village heads within the district or their
representatives
3. Secondary and primary school heads
4. The most senior agricultural extension worker in the district
5. Representatives of various groups

Community/village Development Committee

1. Village head or other respectable person to be appointed by

the committee members (as chairman)
2. Primary school head master
3. Representatives of religious groups/association

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 4. Representatives of women group/association
5. Representatives of occupational groups and professional
groups
6. Representatives of NGO
7. Representatives of youth groups/association
8. Any other as may be demand, fit for membership

Note: a very trusted member of the committee will serve as

treasurer and a literate member of the committee will serve as
secretary.

Health Facility Development Committee

1. Representatives of staff of the facility

2. Representatives of religious groups
3. Representatives of occupational groups
4. Representatives of nongovernmental organizations
5. Head of secondary school or higher school
6. Representative of formal leaders e.g. emir, oba, eze, chief.

Functions

1. To monitor and evaluate the impact of PHC services on the

health status of the community
2. To liaise with other officials living in the community to
participate in PHC delivery services
3. To plan for health and welfare of the community

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4. To monitor and evaluate activities of village health
development committee in terms of establishment and
selection of VVHWs/TBAs
5. To supervise PHC delivery services in the facility
6. To provide adequate support to VVHWs/TBAs
7. To forward facility health plan to district level/ward level

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