behaviour - nhs england · kahneman and tversky’s influential book thinking, fast and slow,...
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BEHAVIOURWORKSHOP
Changing behaviour for good
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System 1 thinkingAutomatic Mind
System 2 thinkingReflective Mind
Slow
Deliberative
Conscious
Logical
DeductiveWithout
self awareness or control
Unconscious
E�ortless
Associative
Fast
A FRAMEWORK FOR CHANGING BEHAVIOUR
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Changing behaviour for good
What answer springs to mind when you read the following questions?1
1. A bat and a ball cost £1.10 in total. The bat costs £1.00 more than the ball. How much does the ball cost?
2. If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets?
3. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half of the lake?
Now reflect. Try again.*
Kahneman and Tversky’s influential book Thinking, Fast and Slow, illustrated that we have two very different ways of thinking: fast and instinctive, our ‘system 1’ versus rational and deliberative, our ‘system 2’.
The degree to which either system is engaged depends on a multitude of factors including the motivation and resources attached to each decision. This may sound counterintuitive – why would you ever want to be anything but rational? But when you think about the constant pressure and speed of human life, is it surprising that often we rely on cues from system 1, especially when it so often serves us well?
Hamell is a full service behaviour change agency with a clear focus on delivering evidence-based sustained change.
Hamell seek to get an in-depth understanding of where your audiences’ attention lies, and the
system of thinking they are likely to tap into. Hamell couple this understanding of behavioural drivers, with their knowledge about heuristics, to nudge your audiences in the right direction.
*Answers to questions:
1. Bat £1.05, ball £0.05 2. Five minutes (it takes each machine 5 minutes to make a
widget) 3. Work it backwards: if the pond is covered after 48 days, and they double
in size every day, then day 47 would be half covered. So the answer is 47 days.
1. Frederick, S. (2005). Cognitive Reflection and Decision
Making. Journal of Economic Perspectives, 19(4), 25-42.
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MINDSPACE is a behavioural economic framework developed by Dolan et al.2
MINDSPACE is a nine letter mnemonic (a ‘checklist’) for the different effects that drive behaviour.
MINDSPACE focuses on influencing the System 1 thinking: the ‘Automatic’ mind.
2. Dolan, P., Hallsworth, M., Halpern, D., King, D., & Vlaev, I. (2010).
MINDSPACE: influencing behaviour through public policy. Cabinet
Office and Institute for Government. London: Cabinet Office.
System 1 thinking
MESSENGER We are heavily influenced by who communicates information
Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses
We are strongly influenced by what others do - particularly people like us
We tend to ‘go with the flow’ of pre–set options
Our attention is drawn to what is novel and seems relevant to us
Our acts are often influenced by subconscious cues
Our emotional associations can powerfully shape our actions
We seek to be consistent with our public promises, and reciprocate acts
We act in ways that make us feel better toward ourselves
INCENTIVES
NORMS
DEFAULTS
SALIENCE
PRIMING
AFFECT
EGO
COMMITMENTS
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Changing behaviour for good
Hamell through their 360* approach also capture individual behavioural drivers, which influence System 2 thinking: the ‘Reflective’ mind.
System 2 thinking
The degree to which we believe that we will be able to successfully engage in a behaviour
We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns
We need a sense of control over behaviour in order to engage in it
Our personalities mean that we are motivated by di�erent desires and goals
Some of our known prejudices and beliefs make us resistant to behaviour change
SELF–EFFICACY
NECESSITY vs CONCERN
CONTROL
RESISTANCE
MOTIVATION
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YOUR COMPANY NAME
MESSENGER We are heavily influenced by who communicates information
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Changing behaviour for good
INCENTIVES Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses
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YOUR COMPANY NAME
NORMS We are strongly influenced by what others do - particularly people like us
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Changing behaviour for good
DEFAULTS We tend to ‘go with the flow’ of pre–set options
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SALIENCE Our attention is drawn to what is novel and seems relevant to us
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Changing behaviour for good
PRIMING Our acts are often influenced by subconscious cues
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AFFECT Our emotional associations can powerfully shape our actions
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Changing behaviour for good
COMMITMENTS We seek to be consistent with our public promises, and reciprocate acts
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YOUR COMPANY NAME
EGO We act in ways that make us feel better toward ourselves
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Changing behaviour for good
SELF–EFFICACY The degree to which we believe that we will be able to successfully engage in a behaviour
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We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns
NECESSITY vs CONCERN
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Changing behaviour for good
CONTROL We need a sense of control over behaviour in order to engage in it
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Our personalities mean that we are motivated by different desires and goalsMOTIVATION
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Changing behaviour for good
RESISTANCE Some of our known prejudices and beliefs make us resistant to behaviour change
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If you want to know more about how to initiate behaviour
change that lasts and generate campaigns that reasonate,
contact Fiona Hammond or Linda Cowie on
0207 978 5206, or email
[email protected], [email protected]
Changing behaviour for good
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