On August 1 2005, representatives of 148 Bangladesh ‘We Can’ ally organisations came together at a significant national-level meeting to assess the progress of the campaign and plan for the future. A set of ‘process indicators’ were formulated to measure the effectiveness of the campaign – the recognition of the campaign logo; reach of ‘We Can’ messages; its receptiveness among members of the community and their willingness to be part of it. Participants have also agreed to a six-monthly review of the campaign.

They were keen to critically review changes in attitudes and practices among Change Makers since the inception of the campaign. (The Change Makers who had earlier assembled at a Sign Up event in June had discussed at length the changes in their lives since the campaign.)

Priority was given to the discussion because changing long-held beliefs is extremely difficult and guiding the process of attitudinal change even more so. To begin with, Change Makers first need to change their own lives. They need to understand the history of their group to gain insights on how to approach the process of change. It is important to win the trust and confidence of people in their community; let people know why the change is necessary and beneficial; how they fit into the change; and the plan for the change.

It is also essential to address the psychological, social, and physical impact the change will have and also involve the people in the process of change. Change Makers must also be prepared for resistance and be equipped to handle it.

Participants grappled with these issues and discussed them at length as there are no set or uniform guidelines to change mindsets.