Multidimensional Model for Change (MMC)

"MMC combines the insights of participatory communication research and planning with the comprehensive overview and assessment allowed by the contextual framework of the socio-ecological model. This helps to break out from the rigid unilinear approaches of the past." - Paolo Mefalopulos
Social norms, interdisciplinary overview, infrastructure strengths, and institutional capacities are some of the elements that need to be considered when planning for behaviour change. The Multidimensional Model for Change (MMC) intends to present an agile yet comprehensive, multi-dimensional, and cross-sectorial approach to make sure that all key components of a certain situation are taken into consideration and assessed before designing social and/or behaviour change strategies.
A literature review of international experiences plus lessons learned and documented failures about trying to eradicate open daefecation in India were instrumental in helping to refine this model. Its main rationale is to ensure that all dimensions and related components that can promote and facilitate change would be considered when developing a communication for development (C4D) strategy. Open defeacation usually falls under the domain of the water and sanitation sector but affects a number of other sectors, such as health, nutrition, and education. Hence, adopting a strict sectorial approach would not bear the intended results, while the intersectorial and integrated focus of the MMC can be of value.
To explain in more detail: To successfully eliminate open defaecation, the key behaviour to be adopted is systematic use of latrines. Communication campaigns have often been devised and implemented with an information-bias approach - that is, focusing on the message to be given to people regardless of other factors of relevance to audiences/stakeholders. Among these are latrine-friendly policies requiring toilets in public places; number of and access of latrines available; number and qualifications of line workers at community level promoting the building, maintenance, and proper use of latrines; and the presence of social norms, cultural beliefs, and customs that support the use of latrines, as peer pressure could be a crucial factor in accepting or rejecting the adoption of a new behaviour. When such "side factors" are underestimated or disregarded in the design and implementation of behaviour change campaigns related to latrine use, they may fail.
The MMC comprises four dimensions, three of which define the enabling socioeconomic environment conducive to change, and the fourth of which entails the components to be addressed at the individual level for promoting the adoption of the required new behaviour (see the Source document below for more detail and examples):

• Political: budget (financial and human resources at disposal), infrastructure (availability and quality), and public policies (laws facilitating or impeding change).
• Organisational: strengths and weaknesses of organised groups and institutions (belonging to the state, public, civic society, or private sector) that are linked to the intended change.
• Sociocultural: norms, media, and networks of reference.
• Individual: the basic components needed to embrace the new behaviour:
  • perceived benefits, meant to verify if all stakeholders know about the benefits of the new behaviour and if the perceptions of the benefits are consistent among different groups;
  • the inner circle, which is composed of persons, either family or friends, who are very close to the individual and, thus, have a profound influence in affecting the decision whether to adopt the new behaviour; they can be addressed and engaged in cases where other media are not so effective or with individuals who resist to engage in communication with external sources; and
  • AKAP (Awareness, Knowledge, Attitude, and Practice) - constituting the ladder to achieve and sustain new behaviours.
  In the open defaecation example, the C4D strategy should start to focus on the behaviour change element only at this point, while the components of previous dimensions were preparing the ground. In the first dimension, C4D can be used to advocate for ensuring adequate infrastructure, enabling policies and enough resources needed to facilitate the intended change. In the second dimension, C4D can advocate to have relevant institutions and organisations supporting the actions needed to promote the change. Moreover, C4D experts should strengthen capacities of these organisations/institutions to effectively use communication and participatory approaches to promote and engage people in the reasons and the need for the change. Finally, they should assist in devising C4D strategies conducive to the adoption of the new behaviours.

The MMC comprises three basic steps or phases:

1. "Ideal mapping": Carrying out an assessment of the components needed to have the ideal situation (e.g., a polio-free country), following the four dimensions. This can be achieved reviewing the available literature, complemented by interviews and/or brainstorming with experts and other key stakeholders.
2. "Factual mapping": Addressing and investigating the situation as it in reality. That is, rather than defining the ideal elements needed, the focus here is on the hard evidence available to give an accurate picture of the current situation.
3. Comparing and contrasting the findings of the ideal mapping and the factual mapping, which provides the basis for planning. This phase is intended to give a clear understanding of what is missing and should be addressed in order to achieve the intended change.

C4D methods and tools are part of the investigation and assessment process of the MMC in that dialogue is used to engage stakeholders and empower them in the decision-making process. Arguably, when the C4D strategy is closely aligned to the overall strategy, there is an increased chance it will succeed.