SN 3 EP 11: Harnessing Behavioral Science for Better Research Communication with Monica Akinyi Kay of Busara

In this episode, we sit down with Monica Akinyi Kay, Project Associate at the Busara Center for Behavioral Economics, to explore how behavioral science can transform research communication in African contexts.

Monica shares insights from her work with civil society organizations across East and Southern Africa, highlighting the Low-Cost Message Testing Guide (LCMT), a practical approach that helps organizations test and refine messages even with limited resources. We discuss the real-worldbarriers to engagement, from community mistrust to information overload, and examine why co-creation, local context, and strategic partnerships are essential for communication that works.

This conversation offers practical strategies for researchers, policymakers, and communicators to move beyond assumptions and design messages that resonate, motivate, and lead to lasting change.

Connect with Monica Akinyi Kay through: ⁠https://www.linkedin.com/in/monicaakinyikay/  ⁠

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Transcript

EPISODE TRANSCRIPT 

Intro: 

Welcome to Mazungumzo – African scholarly conversations, a podcast that highlights the perspectives of various stakeholders in academia, and research fields across Africa through open dialogue or mazungumzo on scholarly communication in Africa. 

Joy Owango: 

Welcome to Mazungumzo - African Scholarly Conversations, where we are joined by an expansive list of African policymakers, science communication specialists, innovators, and tertiary institution leads who contribute to this realm of science communication. 

I’m your host Joy Owango, the Executive Director of the Training Centre in Communication (TCC Africa), a capacity-building trust based at the University of Nairobi, Faculty of  Science and  Technology in Nairobi, Kenya. 

Today, we’re diving into how behavioral science can strengthen behavior change communication especially when it comes to engaging communities, policymakers, and other stakeholders more effectively. We will also discuss a few strategies for behaviour change communication. 

To help us unpack this, I’m joined by Monica Akinyi Kay, a Project Associate at Busara Kenya, where she supports Civil Society Organisation behavior change communication efforts by leading capacity strengthening initiatives across East Africa. 

Monica has worked closely with grassroots civil society organizations, private and public institutions in Kenya, Uganda, Tanzania, Nigeria and Lesotho, helping them apply behavioral insights to improve their messaging. She’s been instrumental in rolling out the Low-Cost Message Testing Guide, a practical tool that empowers partners to test what messages actually resonate with their audiences based on evidence. 

Monica, welcome to Mazungumzo, we’re thrilled to have you! 

Monica Kay: 

Thank you so much joy. I'm happy to be here. 

Joy Owango: 

So, can you explain what behavioral science is and why it is important in research communication, particularly in African contexts? 

Monica Kay: 

Thank you. That's a very important question. So behavioral science, we consider to be the study of how people make decisions and how people actually act in the real world. So it draws from psychology, economics, and other fields in sociology, and basically it is to help us to understand the patterns behind human behavior, especially the irrational or unconscious choices people make. And maybe to just break it down a little, when we think about traditional economics, it tells us that human beings are rational and that we make the most optimum decisions. However, when you look at behavioral science, it tells us that assuming people make decisions based on logic or when they have, for example, information, there are a number of things that affect the kind of decisions that people make, for example, the emotions, the social, day to day habits, or even the kind of environment that they're in. So, behavioral science is just to understand how people make decisions and how that leads them to act in the real world. And then to your second question on why behavioral science is actually important, especially in an African context. So to begin with, in behavioral science, we center on research first understanding human behavior. So this is particularly important to adapt to cultural context. Of course, we understand that the African context is very dynamic. Cultures vary significantly, and it's quite rapid. So behavioral science really helps us to put into perspective. 

Maybe things like the local norms, the languages, the differences in people's lived experiences, and all of these are to help us in terms of intervention design, just so that our interventions end up becoming contextually relevant where I'm in Nairobi, but the behavioral interventions I design, it cannot be a one size fits all, but rather contextualized to the local context, depending on the area I'm targeting. And then the other thing is, behavioral science is really important in helping organizations and institutions. Us to overcome the behavioral barriers for meaningful engagement. When we look at day to day, how people you know live their lives experiences on a day to day basis, we affected by a number of things, either, for example, lack of access to information, but at the same time, sometimes when the information is too much, where we call it information overload, it also affects the kind of decision that we make, other things like low literacy levels, for example, all these are barriers to meaningful engagement with a product, a policy or a service, and so when we put behavioral science at the center of it all, it really helps us to create interventions, whether it's messaging or even when you're thinking about product design, just ensuring that all this is clear, it's even motivating for people, for people to engage, engage with and also maybe some of even our recommendations are actionable, helping people to really process Information and remove some of the barriers that can exist, affecting meaningful engagement, 

Joy Owango: 

Interesting. Busara has developed the low-cost message testing guide, also known as LCMT. Would you tell us about this tool and how it helps institutions improve their messaging. 

Monica Kay: 

Yeah, sure. So to begin with, Busara is a research and advisory firm, and the core of our work is the application of behavioral science to improve the uptake of a program or a policy or even a service. And to do this, we work with researchers and organizations to advance and apply behavioral science. Now, when we look at the context of the work that CSOs do, they do amazing work all over the world. However, in most cases, CSO ability to develop and scale effective messaging is affected by a number of things, the first one being that, especially in the context where we live in now, reduction in funding, the shifting donor system, organizations really work with limited budgets. So this limits the even the kind of communication engagements that they have, it means they're going to allocate either no resources or very little resources for message testing. And so in our work, especially as behavioral scientists, we've really been able to and also the work that we've done over the years, with CSOs in the region, we've been able to identify what the gaps to effective CSO behavior change communication is, and now bridging on our own experience and expertise in behavioral science, we developed a low cost message testing guide as the learning and reference toolkit on just the process of effective messaging to help eliminate some of these gaps that organizations face. So for example, if a grassroots organization somewhere in Murang'a, for example, they want to run a communication campaign, but they don't have the technical capacity to figure out how do we test this campaign before we scale? 

They are able now to use the local message testing guide as a learning tool on first, just the overall process of developing a communication campaign, but most importantly, the methods, the tools and even some of the processes that they can put in place to ensure that their behavior change communication messages are tested effectively, and they can identify some of the barriers to that messaging just so that they can make it more effective before scaling so essentially, using the low cost message testing guide, we want to eliminate the barriers that CSOs face in terms of understanding research, unpacking qualitative, some of the qualitative methods that they can use to test their messages, but also unpacking, once they have insights, how do they translate those insights into action by either major iterations or minor iterations to their messages before scaling just to eliminate the opportunity costs of poor message. 

Joy Owango: 

So, with what you have produced with the low-cost message testing guide, what have been the lessons learned? What have been the challenges that you have gone through when you're with the implementation of this LCMT? 

Monica Kay: 

So maybe, to put it into context, we've initially launched the low cost message testing guide in 20, in 2020 there about 2020, 2021, and over the years we've been able to use it as a tool in our behavior change communication efforts, specifically building the capacity of civil society organizations  in Kenya, Uganda, Tanzania and Lesotho, and with your question, in terms of some of the challenges that we have seen, indeed, our primary assumptions is, even as we develop the guide, the fact that organizations, they do a lot of messaging, either online or offline. But going that extra step to test is a big barrier to effective CSO communications. Most organizations develop messaging they can do an element of internal testing where, for example, we develop a bunch of behavior change messages just do interdepartmental testing and then scale. But the essence of the low-cost message testing guide is that internal testing is important, but that's just one aspect of effective communication important to contextualize these messages engage with a few people of representing the people that you actually target with your messaging. So for example, if we are designing a message campaign and we are targeting middle aged women in urban areas. It means, when we are actually testing, we need to engage a few middle-aged women in urban areas, just so that we can see, is the language Correct? Do people understand it? Are we even saying the right things? Is it contextually relevant and things like that. So the biggest gap that we've noticed so far is the fact that testing is still not part of an ingrained organization or culture among CSOs, mostly because of the technical component of even message design or even the aspect of testing, it's quite technical to start thinking about research, to start thinking about the methods, or even how you would roll out testing in of. so that's the biggest gap that we are seeing so far. However, especially from the work that we've done in Lesotho, we've been able to see this a big appetite on behavior, effective behavior change, communication, SBCC is really becoming an important component of the work that organizations, even governments, do, because, for example, the work that we did in Lesotho was commissioned by the government of Lesotho, where we collaborated with Renuka, a movement and a movement on natural resource management. And so we have a number of stakeholders, both in the public sector and in the private sector, really coming together to learn so that appetite to learn on when you're talking about water pollution and trying to dissuade people from water pollution. How do we make our messages effective? 

So there's that appetite, though, the reality on the ground is that there's still a big challenge with regards to the extent to how organization can actually take testing in order to test one skill, but also have a culture of continuous testing and learning from the insights that you get throughout the time that your campaign is live. 

Joy Owango: 

So could you share with us specific case studies where behavioral insights and tools like the LCMT have significantly improved research uptake in African contexts. 

Monica Kay: 

I can still talk about the Renuka program that we are part of in Lesotho. And so in this program, we have collaborated with Renuka, an integrated catchment movement to strengthen the capacity of specific government and private sector actors. So all these are actors focused on economic resilience or natural resource management, water pollution, bridge lands, wetlands and whatnot. And essentially, the aim of all this is to provide stakeholders with the skills the tools now, especially when we talk about tools here, we are referencing to the low cost message testing guide and also knowledge from behavioral science in terms of, how can they meaningfully engage with the communities that they serve and the communities that they target, but most especially, how can They design and scale effective behavior change communication interventions. So in this engagement, we've had multiple capacity strengthening sessions, mostly focused on behavioral science, but a huge aspect of it is also message testing, where beyond just providing them with hand. On experience, on how do you actually, for example, design a survey when you're trying to think about testing your messages, but also thinking about what research methods are relevant, or which ones can you use? How can you ensure that you're still able to test but still being mindful of the realities of a limited budget. So how do you still go ahead and test but using low-cost message techniques, all which are covered in the low cost message testing guidebook? So moreover, in the guidebook, we're really unpacking past the process of developing a message campaign. But beyond that, what qualitative and quantitative methods can you think about using to test your message campaign? And then the other component is, what budget considerations do you need to keep in mind? Because especially when you're talking about grassroots organizations, these are maybe they're just starting out. They don't have a donor. So when we come in and start telling them to test the reality, they're going to ask with what money? So how can we think about testing using either already existing resources, whether it's on staff time, on office space, on even the nature of questions that they can ask? So especially when we think about the qualitative or quantitative methods of testing messages, that's a critical component in terms of helping to advance research among CSOs, both grassroots and even established organizations, just helping them to unpack okay, if we want to Our message to be effective. How can we test which methods, for example, can we use? And in the guidebook, we're not just, highlighting these methods. We're sort of like on a journey with organizations, if you're thinking of discussion, for example, this is the process. So it's a step by step based process right from the beginning to the very end, where we now unpack. These are the insights that you've gotten. What does this mean for your messaging? And then the final bit is also now incorporating the aspect of behavioral science, the fact that we already have evidence from the run of message testing that we've done. How then can we think about incorporating different behavioral science principles to make our messaging more relevant, more effective and even more interesting for uptick. 

Joy Owango: 

Okay. So with that said, How can researchers and universities use behavioral science to effectively identify and engage different stakeholders, such as policy makers, communities and students? 

Monica Kay: 

That's a really good question, because science in it's a very powerful tool, and it's actually a practical tool for researchers and universities, especially when we talk about stakeholders, and you've mentioned some of them. For example, when you talk about communities or policy makers, I think the first bit can start from us identifying the different stakeholders that either we are targeting or that we want to engage in our research or in our programming. So there's something we call behavioral mapping, where, basically it's mapping out stakeholders to under not just outlining, for example, women and men and children, but unpacking their behaviors. So through behavioral mapping, you're able to identify these are the these are the stakeholders of interest. These are the kind of decisions that they make on a day to day basis. These are their motivations. So for example, if you're talking about civic engagement, you are then able to understand what makes maybe the youth in urban areas to be more civically engaged compared to maybe youth in rural areas, right? Behavioral mapping. For example, you're able to unpack what kind of information do stakeholders have depending on the nature of the program. Because all this ultimately, is to help you to not just understand who these people are, but to go a bit in depth, a bit in depth, into understanding the behaviors their knowledge, the knowledge that they already have, and even the gaps that exist in knowledge. You had mentioned policy makers, and yes, this is an important an important group to target, especially when you're trying to think about, how do we as researchers? How do we get policy makers to, one understand our research? How do we ensure that they're able to develop policies or enact laws and policies based on the some of the recommendations that we that that. Have made from our research. And so through behavioral science, first, you're able to unpack understand what are some of the barriers that policy makers face, especially when it relates to engaging with academic research. So for example, the fact that they often have the pressure to act quickly, which can create that gap or, policy without necessarily having adequate evidence or any evidence at all, and also other realities, like, for example, competing priorities, just maybe in part, out of the pressure to act quickly, especially in when something happens. So here we can think about using behavioral science, especially in simplification. The reality is that in most cases, research is very academic. The reality, especially here in Kenya, is that not all our policy makers, not all policy makers have PhDs, not all have degrees. Varying levels of education, that has to count for something. And so even when we think about, how do we engage our policy makers, behavioral science can help us to simplify our key messages. So this can either be instead of a very long and technical policy brief, how about maybe we create visuals. We create maybe a one pager summarizing our research and obtaining the key takeaways in a manner that is actionable, just so that we remove all the different levels of friction that can prevent them from engaging with our research. The other thing is also, when it comes to components of social proof, this is maybe using, not necessarily testimonials, but showcasing. Maybe what other institutions, maybe what other governments. It doesn't even have to be in Kenya. It can even be, for example, what did Lesotho? Maybe a ministry in Lesotho do to counter a challenge in women's access to women's access to education, just so that they have a reference point on. So if an institution elsewhere was able to these are the things they were able to do that is also a mechanism of either creating engagement just helping them to see if these interventions worked elsewhere, they can also work context that we serve. And then finally, I think you touched on using behavioral science in maybe engaging communities, we can definitely be happy. Part of behavioral science is co creation with co creation with the communities. So especially in the context, when we think about research, it's not just a matter of going to people and collecting insights. But how can we also engage them as part of the solution? Of course, especially earlier on, are talking about context, the local people who have knowledge over what will work what will not work. They have the best knowledge on what has been done previously in a local context, to that the best place to advise on even if something can work or it cannot work. So basically, just trying to co create with the local context. And then the other thing is also using local communities as or members of the local communities as local influences within the local communities, there are people who can be instrumental, for example, in research dissemination. So how do we ensure that we are able to meaningfully engage and relate with them to help scale findings from our research? 

Joy Owango: 

Okay, with the various target audiences that you've shared with us. What do you see are the unique challenges that you observe in African research communication context, and how can behavioral science approaches help address them? 

Monica Kay: 

The biggest challenge I have seen, for example, is lack of trust. I think, especially when it comes to research in the country, especially in the development sector, a lot of research has been done over the years. You find, for example, if you go to some areas, you find the same people have been engaged in different form of research over the years, but they have not, they have not seen maybe any proof or anything come out of the research that they have participated in. So that's a big gap, especially when you look at research. In the local context, because community binding is affected. You want to maybe engage 500 people, but due to that low level of trust, you're only going maybe to get 20, of course. And that affects so many things that affect so many things. In the research. The other thing, I'd say, is also competing priorities, especially right now, with the local context, especially here in Kenya, if we want to engage people in research, these are the same people who still need to go to work, we still engage them for a number of hours in research. So that means, to some great extent, participation in research to either feel irrelevant or unimportant or even distant. Like, yeah, it's important, but I'm not. I'm not just going to miss out on two hours of pay, because I have to, I have to participate in research, I think also when we look at local communities. But this can also be a reality in in urban areas, the fact that in some contexts, decision making is quite hierarchical, the fact that some cities have a key person with its political leader or right research, not research, but even a religious leader who, if they say, Yeah, we have this thing happening. Come on, come all, you'll have everyone in the community show up. But if maybe you have someone not say anything about the program, about the engagement, you end up having very low participation. And I could go on and on, but when we try to think about using behavioral science to help mitigate some of these barriers, I think the biggest thing, especially when you're thinking about engagement, meaningful engagement with the communities, I think we it's time we move away from the raw fact as we know as researchers, and now turn to visuals and narrative instead of text and all these statistics. Yes, the text and statistics are important. But if you want meaningful engagement, it's also very important for us to use mechanisms that anyone and pretty much everyone can easily understand and remember, and from a behavioral science standpoint, is sometimes this long text. Either it can seem quite text heavy. Sometimes you engage with a report and it's just a lot of words, and that turns you away from engaging with it. But you can think about, for example, a story or a narrative. It's fun slides. I'm likely to remember it compared to 50 plus pages of a report. So I think just one way is maybe, let's try to use more visuals and narratives, or even just alternative methods of engagement compared to the typical, the typical text and statistics as we know, because not everyone has the capacity to engage or to remember. I think the other reality, based on just what I was saying, is when we share these insights, we want people to do something. So if I don't remember, or if nothing stands out for me, then follow up engagement is a barrier to follow up engagement. And so essentially, we really want to reduce all these barriers just so that people are able to one understand what we did, if it's a dissemination report, for example, understand what we did, but also understand then, what does this mean for you as an individual? What does this mean for your community, and how do you carry this forward? So I think if we can try to think about stories images, just to help take a break from the traditional mechanisms of dissemination. I think that can be a good way to ensure meaningful community engagement. And then other things can also be what I mentioned before, in terms of in some contexts, engagement is quite hierarchical, or a political figure, or maybe even a woman, a women's leader in the local community. So  it's important to be mindful of all these dynamics and by the local context, using behavioral science as researchers when we when we now want to meaningfully engage, we can ensure that we're able to collaborate and to even partner with the right people to deliver messages. Right this is just a mechanism to ensure that many. Messages are not just passed for the sake of but what is that element of continuity? What is that? Yeah, they came, they shared, they just said a bunch of things. But what is that key takeaway and but we can only do that effectively if we ensure that we engage the right people, which varies depending on the context. 

Joy Owango: 

So looking ahead, how is the field of behavioral science evolving in relation to research communication, and what practical steps should African universities take to improve their communication impact. 

Monica Kay: 

I think looking at some of the things that we have talked about, I think research is significantly moving away from being one way but one patient to being two way in the sense that we just want people to listen to, okay, these are our findings, but we want them to engage right, fully and a bit with interventions that we that that we share. So this just means that as we move along, research communication is just going to be a bit more meaningful and thought out in terms of, it's no longer just for awareness, for example, talk about women, about HIV programming. We don't just want people to know grace or irresponsible sexual behavior. But what's next? And I think that's now the aspect that the two way communication comes in. So we are no longer just freezing awareness. We really want to meaningfully talk to people and engage with people, just so that then we are able to see some positive behavioral outcomes for our form our engagement. The second thing that I think is worth mentioning is, at the moment, for a lot of organizations, engagement with the different stakeholders is moving also a bit more from two week. It sort of touches on the two way communication I've mentioned, but the fact that audiences or stakeholders are not just passive listeners. They're not just receivers of information where now we conduct research and we engage people or these are the stats, these are the findings, but we bring them on board as collaborators, especially with co creation sessions and CO design sessions. When you think about locally informed interventions. So how do we ensure that these people, they just move from being passive listeners to active participants in the process, just so that whatever interventions we create, one, they're locally relevant, but also there's that element of local ownership, where now people are able to feel empowered. They feel motivated. Even now, when you come back to the community and launch a project, they're motivated to be part of that project because they feel that it represents their voice. It's relevant, and it speaks to their needs. But that can only come if you've been able to meaningfully engage people as CO creators, and then think the other thing is, with regards to some of the metrics, when some of the success metrics in programming and evidence based decision making and advocacy. Because I think previously, a lot of it was awareness within people. So how many people attended this workshop? How many people this poster? Right now, we are moving it's beyond the awareness component. It's We're now focusing on, 70 people saw it. But what are the behavioral outcomes? What? What has changed in the landscape? Are people washing their hands more now that we learn, for example, a watch campaign on radio, it's improved. Now that we are really talking about, we're talking a lot about the effects of chronic illnesses and things like that, so we're really moving beyond  people saw, people attended, but what has come out of it? And I think yes, that's a really important component with regards to driving behavioral science. And then to sorry you had you asked me a follow up question. Maybe, do you mind repeating? 

Joy Owango: 

No, just continue. You're just telling me what the future holds. 

Monica Kay: 

So I think, with regards to the future, those are two main things that we see as the future. But of course, again, back to what one thing I had mentioned, the fact that now we are actually co creating organizations, researchers, and even the government is now really trying to on CO creating solutions with, you know, with the local people, because that's where all the lived experience, that's where the knowledge lies, and that's a really important component in ensuring that our whatever interventions that we come up with, there's meaningful engagement and uptake. 

Joy Owango: 

Fantastic. Thank you so much. Monica, this has been quite insightful understanding the intersection between behavioral science and communication and the impact it actually makes on how we can improve communication with various communities. Thank you so much, Monica for your time. 

Monica Kay: 

Can I mention something? It's keep in mind. 

Joy Owango: 

Sure. 

Monica Kay: 

I think one of the questions that you had asked is, What are some of the things that African universities can actually do to improve the impact? I actually think establishing modules on behavioral science is really important, just out of the fact, as we continue with the kind of work that we do, it's really important to keep that behavior in mind, and there's no best place to start building that capacity than with institutions of higher learning. So this can be, for example, setting up a module on behavioral science or units on behavioral science, just so that we're able to start building that knowledge and understanding of behavioral design and determine behavioral design and even intervention design and testing. And I'm saying this particularly because right now we are seeing institutions of high learning. For example, University of Cape Town actually has a behavioral research lab for government and if in the local context, especially here in Kenya or in the region, if we could have more of that, I think it's  a good step in the right direction in ensuring that whatever programs, products or policies that we come up with, it's not just for the sake of but they formed by human behavior, and they actually target a specific behavioral gap. And then the final thing is also just thinking about building strategic partnerships with institutions, whether it could be, for example, media houses that are really incorporating behavior change communication strategies in their messaging, or even behavioral science institutions now, like Busara, because we're already in this landscape. We're really doing a lot of engagement. So there's that aspect of building strategic partnership that can just help to take behavioral sense to the next level in whatever context that we work in. 

Joy Owango: 

Thank you so much, and it's a nice way for you to wind up the podcast. This has been, as I said earlier, very insightful, and I like the intentional intersection between behavioral science and communication and the impact it makes on and guides us on how we can improve our communication strategies. Thank you so much, Monica, and it's amazing work that you're doing at Busara. 

Monica Kay: 

Thank you so much joy. Thank you for this platform. Thank you for the opportunity, but especially thank you for helping to you know to spread the word about behavioral science and how we can actually use it in research communication. 

Joy Owango: 

You are most welcome. Bye, for now. 

Monica Kay: 

Bye, thank you. 

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