design for behavioral change (by david pas)

4.4 Design for behavioral change

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Template presentation Innovation Day 2016 CONFIDENTIAL

DESIGN FOR BEHAVIORAL CHANGE

David PasCoordinator [email protected]

TRACK 4: HUMAN TOUCH, YOUR TEAM & THE CUSTOMER


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DAVID PAS

A senior design manager with a strong focus on value driven design, to create remarkable offerings for strong brands.

I’m driven by design thinking to generate ideas for new products & services, but I do not like to end up with ideas that don't work.

“to be leading in innovation is also about changing expectations & perception of a concept. That's why I’m also looking for meaningful tweaks, and not only for technological leaps”

coordinator DESIGNLAB


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BEHAVIOR = f(P,E)

FOR THE RIGHT PERSON ?

TOYS FOR BOYS …..BUT DO BOYS USE PARK-ASSIST?”

KAREL

KAREL’S NEW CAR

PARK ASSIST


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EXAMPLES OF BEHAVIORAL CHANGE

UNINTENDED


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DEFINITION

DESIGN FOR BEHAVIORAL CHANGEUSING PERCEPTUAL AND COGNITIVE BIASES TO DESIGN ENVIRONMENTS THAT WILL INTENTIONALLY AFFECT SPECIFIC BEHAVIOR

FORMULALEWIN’S EQUATION

PERSONENVIRONMENT

BEHAVIOR = ƒ(P,E)


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INTENTIONALLY DESIGNED TO AFFECT BEHAVIOR


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INTENTIONALLY….


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NOT INTENTIONALLY BEHAVIOR


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DIFFERENT LEVELS

UNFAMILIAR

PERMANENTONE TIME

FAMILIAR


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STUDY LOGIC

DESIGN

RESEARCH

UNDERSTANDING

BEHAVIOR

DESIGN

FOR BEHAVIOR

INFLUENCING

BEHAVIOR

INTERACTION

DESIGN

ENABLING

BEHAVIOR

IMPACT


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INTENDED ≠ WANTED

BEHAVIOR = f(P,E)E for EMBARASSING ?


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WHYALTHOUGH IT’S NOT EASY


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TO CROSS THE CHASMMIND THE GAPS BETWEEN DIFFERENT TYPES OF BUYERS

Innovators

2,5 %

Early Adopters

13,5 %

Early Majority

34 %

Late Majority

34 %

Laggards

16 %

Gaps : each group differs significantly from the previous one

THE CHASM

(Geoffrey Moore)


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INCREASE CUSTOMER LIFE TIME VALUE

INCREASING THE RETENTION RATE

DECREASING RETENTION COST


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THE ‘RESISTANCE’ IS THE CHALLENGE

USAGE

RESISTANCE

NOT COMPATIBLE WITH EXISTING HABITS

RISK

RESISTANCE

FEELING OF UNCERTAINTY

VALUE

RESISTANCE

PRICE/PERFORMANCEIS DOUBTED

SOCIAL

RESISTANCE

PSYCHOLOGICAL OR INDIVIDUAL


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DEALING WITH MENTAL MODELS AND HABITS

Vegetarian meat replacers often looks the same as regular meat so that consumers can recognize it and feel confident with it

REAL MEAT

LOOK-ALIKE


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MORE EMOTIONAL ENGAGEMENT = THE ULTIMATE BRAND LOYALTY

NEW BEHAVIOR CAN ENABLE AN ‘EMOTIONAL LOCK-IN’

FROM A BUSINESS PERSPECTIVE

MORE EMOTIONAL ENGAGEMENT ENABLES YOUR ECOSYSTEM, AND MAKES IT SUSTAINABLE : NOT ONLY DEVICES BUT ALSO CONTEXT AND VICE VERSA….


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HOWTHE RECIPES TO CHANGE BEHAVIOR


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THE LAW OF BEHAVIORTHE VALUE OF ACTION


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SOME RULES

• ACTIONS WITH HIGHER VALUE ARE PREFERRED

• VALUES CHANGE OVER TIME AND CONTEXT

• IMMEDIATE REWARDS DOMINATE

THE LAW OF BEHAVIOR

VALUE of ACTION = (R-C)REWARDCOST

KAREL :

“I HAVE A FEELING OF DISCOMFORT.

AND IT’S RISKY TOO, SO THAT’S WHY I TRY THIS ONLY DURING LUNCH AT THE VERHAERT PARKING LOT…”


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REWARDS

RECOGNITION

PLEASURE

COMFORT

GOOD EMOTIONS

THE LAW OF BEHAVIOR

COSTS

EFFORT

PAIN

DISCOMFORT

BAD EMOTIONS

EMBARRASSMENT

VALUE of ACTION = (R-C)

FOR KAREL :

TO TRY THE PARKASSIST FOR THE FIRST TIME IN A FAMILIAR ENVIRONMENT MAKES THE ACTION LESS EMBARRASSING


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WHAT DRIVES BEHAVIOR

MOTIVATIONABILITYTRIGGER

BEHAVIOR = ƒ(MAT)

FOR KAREL :

IT’S EASY TO DO, BUT THE MOTIVATION IS LOW BECAUSE OF FEELINGS OF DISCOMFORT.

CURIOSITY AND GROUP PRESSURE TRIGGERS HIM TO GO TO ACTION

KAREL TAKES ACTION

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

ACTION LINE

TRIGGERS succeed here

TRIGGERS fail here

BEHAVIOR MODEL (B.J. Fogg)


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DESIGN TO INCREASE REWARD

DESIGN TO CHANGE BEHAVIOR

DESIGN TO DECREASE COSTS

MORE RECOGNITION

MORE PLEASURE

MORE COMFORT

BETTER EMOTIONS

LESS EFFORT

LESS PAIN

LESS DISCOMFORT

BAD EMOTIONS

LESS EMBARRASSMENT

∆VALUE of ACTION =∆(R-C)


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1. THE MOTIVATION


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INCREASING MOTIVATION


BEHAVIOR = ƒ(MAT)

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

ACTION LINE


TRIGGERS fail here



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MOTIVATORS #1 : HIERARCHY IN NEEDS

PHYSIOLOGICAL NEEDSHUNGER, THIRST, SLEEP, ENERGY, WARMTH, REFRESHMENT, FULFILLED, …

SAFETY NEEDSHEALTH, STABILITY, CERTAINTY, NO SURPRISES, …

BELONGING NEEDS SOCIAL CONTACT, COMMUNITY-FEELING, FRIENDSHIP, AFFECTION….

ESTEEM NEEDS STATUS, DOMINANCE, SELF-RESPECT, RECOGNITION, ADMIRATION…

SELF - ACTUALIZATIONSELF-DEVELOPMENT, SELF-IMPROVING, CURIOSITY…

Maslow


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THE PYRAMID IS NOT STRAIGHT FORWARD

AGE AND SOCIAL CLASS

REGION/CULTURE


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MOTIVATORS #2 : THE COMPASS OF MOTIVATIONS

ENJOYMENTdesiretomaximizethepleasureIgetoutoflife

CONVIVIALITYdesiretoconnectwithothers

BELONGINGdesiretofeelacceptedandsupportedbylovedones

SECURITYdesiretofeelprotected,safe,secureandcaredfor

VITALITYdesiretobealiveandkicking

andfullofenergy

POWERdesireforstatusandrespect

andtofeelimportant

RECOGNITIONdesiretostandoutfromthe

crowd

CONTROLdesiretocontrolemotionsandfeelings,tobecooland

calm


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MOTIVATION IN FUNCTION OF THE DURATION

Classified - Confidential

PERMANENTONE TIME

SPECIFIC DURATION

OCCASIONALY DAILY


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2. THE ABILITY


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INCREASING ABILITY


BEHAVIOR = ƒ(MAT)

PRINCIPLE

INCREASE SIMPLICITY

DECREASE LEARNING CURVE

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

ACTION LINE


TRIGGERS fail here



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ABILITY

BASICALLY

TRAIN PEOPLE VERSUS SIMPLICITY

KEY INSIGHTSIMPLICITY IS A FUNCTION OF YOUR SCARCEST RESOURCE AT THAT MOMENT.

E.g. time as a resource : If you don’t have 10 minutes to spend, and the target behavior requires 10 minutes, then it’s not simple.

SIMPLICITY= ƒ(SCARCE RESOURCE)


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ABILITY


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COCA-COLA GLACIERNEW DELIVERY CONCEPT TRIGGERS NEW SHOPPING BEHAVIOR

DESIGN CHALLENGE

MAKING THE CONCEPT OF THE CHILLED BUFFER SELF-EXPLAINABLE BY THE COOL LED’S AND THE ‘JUKE-BOX’ LOOK-ALIKE DESIGN


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3. THE TRIGGERSCROSS THE ACTION LINE


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TRIGGERS : ACT NOW


BEHAVIOR = ƒ(MAT)

PRINCIPLE

A TRIGGER CAN BE EXTERNAL OR CAN COME FROM A ROUTINE

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

ACTION LINE


TRIGGERS fail here



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TRIGGERS LEAD TO A CHAIN OF BEHAVIORS

TYPESEXTERNAL : BY SURPRISE

ROUTINE : DAILY HABIT

• CALL TO ACTION• PROMPT• REQUEST• SOUND• LIGHT• TACTILE• OFFER• ALARM• ….

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

FACILITATORHigh motivation

Low ability

SPARKHigh ability

Low motivation

SIGNALHigh motivation

High ability


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TRIGGERS : DESIGN APPROACH

BEHAVIOR CHAIN - CHAIN OF TRIGGERSMap out the behavior chains you need -- the user flow you want to

happen. Then figure out how to get people to do the first behavior in

a chain. If people don’t naturally take the next step in the chain, then

figure out how to get the next step to happen. Step by step. Continue

this process, until the chain works.

SIMPLICITY CHANGES BEHAVIORMany designers make the mistake of asking people to perform a

complicated behavior. A corresponding mistake is packing too much

into a Trigger. Neither path works well.


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MYJINITHE APP TO CHANGE DRIVERS BEHAVIOR


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MYJINI


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IN PRACTICEYOU HAVE THIS GREAT IDEA !!


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THINK IN PERSONA’S

IMAGINE THEIR• Activities

• Concerns

• Goals

• Motivation

• Attributes

YOUR PERSONA IS LIKE

1. An innovator

2. An early Adopters.

3. The early Majority.

4. The late Majority. .

5. The laggards.


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CREATE CUSTOMER JOURNEY’S

FOR THE # PERSONA’S AND HIGHLIGHT :• The motivation(s)

• The ability

• Potential trigger(s)

• Potential drawback(s)


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IMAGINE USE SCENARIO’S

BRAINSTORM FOR A ‘CHAIN’ OF BEHAVIOR CHANGES Different levels : Behavior evolves over the time

• Change Duration : one-time, period or permanent

• Change Depth : Familiar or not-familiar


BEHAVIOR = ƒ(MAT)U NFAM ILIAR

PER M AN EN TO NE TIM E

FAM ILIAR ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

ACTION LINE


TRIGGERS fail here



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SPLIT UP AND VALIDATE

SPLIT UP # MOTIVATORS, # DRAWBACKS, # TRIGGERS….• Make a profound questionnaire with the adequate protocol

• Launch a rapid qualitative (online or face-to-face) survey

• Analyze the data and shortlist the most promising

GET OBJECTIVE DATA OUT OF SUBJECTIVE FEELINGS


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MAKE THE DESIGN BRIEF/ROADMAP

ABILITY

MOT

IVAT

ION

LOW HIGH

LOW

HIGH

FACILITATORHigh motivation

Low ability

SPARKHigh ability

Low motivation

SIGNALHigh motivation

High ability

PER M AN EN TO NE TIM E

SPEC IF IC D U R ATIO N

OC C ASION ALY D AILY


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AND WHAT HAPPENED WITH KAREL


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GUESS WHAT…..


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PEOPLE IGNORE DESIGN THAT IGNORES PEOPLE

FRANK CHIMERO


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THANK YOU


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