While the work that Accadian does is not confined to stabilisation, peace-building and countering conflict or radicalisation, it is significantly informed by this experience. It has taught us much about what drives attitudes and behaviours, how to influence them and how to gauge success.

We apply and build on this experience to promote positive change in every context that we work in, from nationwide education reform in South Asia to social enterprise in Africa and the Middle East


Conducting media communications around the world has never been more complex. Fast paced social and political change plays out amidst a media and information environment where power and influence is in flux, increasingly shifting away from governments and media owners towards individuals, coalitions of interest and rapidly coalescing public opinion. Old models of communication no longer apply.

In this context narratives and interests are constantly competing and few can comprehensively dominate the media agenda or the public opinion it partially reflects. But the contest for influence continues, and any organisation seeking to influence people must actively compete, using media platforms and models that reach and connect with the right audiences.

Accadian employs innovative ways of campaigning to achieve strategic goals in international development, conflict resolution, counter-radicalisation and the promotion of democratic governance and participation. We catalyse civil society, build grassroots networks, lobby political networks, mobilise target audiences and lead evidence-based advocacy.

Our general approach in conducting communications for social and behavioural change recognises some essential truths:

  • Successful communication is a two way process and media usage increasingly reflects this the world over
  • ‘Show, don’t tell’ – intended effects should not be treated as messages or ‘asks’ when developing communications content
  • Narratives matter, and resonant narratives are those that chime with people’s experience
  • Identity is central to individual motivation – it is continually constructed and negotiated as people interact and search for things with which they can identify
  • Real examples of coalition-building, dialogue and common purpose need to be created and amplified when encouraging people to participate in change
  • Achieving change with communications takes time and is a cumulative effect
  • Best results are achieved through sustained and multi-level activity that allows people to absorb complementary themes and ideas from multiple sources and voices