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Design for Behavior Change

           Think about:

What behaviors would you like to see
            changed?




       Julie Dirksen, Usable Learning
There’s a question I’ve been thinking
about most of my professional life…
Why do people do the wrong*
                    things?
                  It’s a simple question, but it has
                        a complicated answer.



*By wrong, I don’t mean morally wrong…
Why do people do the wrong*
                    things?
                 It’s a simple question, but it has
                 a      complicated answer .



*By wrong, I don’t mean morally wrong…
Answer 1: They don’t know any better

    I can’t buy printer
  paper from my brother-
          in-law?




                   It has to go
                                                   How do you figure
                     through
                                                    sales tax, again?
                   purchasing?    1800 Calories?
                                   Seriously???
Answer 1: They don’t know any better


                                    Fast Food                   Smoking
        Texting while
        driving




 People don’t still smoke because nobody happened to mention it was a bad
 idea, so why does it still happen?
I know, but…
                 “I know it’s a bad idea, and I never do it (except when
 Texting while   I do, and then I feel guilty).”
 driving

                 “I know it’s a bad idea, but I only do it once in a while,
                 and I’m very careful.”

                 “I know it’s a bad idea for other people, but I can do it
                 because I’m really good at it.”

                 “Huh? What’s the big deal?”

                 Except for the last, none of these are knowledge
                 problems, so adding more information probably
                 won’t change things.
So, why?
Answer 2: Logical decision-making isn’t
logical




From Jonathan Haidt’s The Happiness Hypothesis
The Rider
The Elephant
So, when there’s a
conflict…




Who do you think wins?
The Rider can hold out for a while…

   … but it gets tired quickly.




Shiv, B. and A. Fedorikhin. 1999
Answer 3: We learn from experience

  How many of you know that
  it’s bad to text while driving?

  How many of you learned
  this through personal
  experience?
What do we really mean
when we say “We learn from
experience?”

A friend of mine got two free personal training
session with her YMCA membership.

She thought she was getting oriented, but the
trainer put her through a monster workout.

She was so sore the next day she could barely
move.

So, what did she learn from that experience?
Here’s the thing..

  …the elephant isn’t stupid.   This sucks…I am
                                 not doing this
                                     again…
So let’s go back to our texting
example…


                                  What are each
                                  of these
                                  drivers
                                  learning from
                                  their
                                  experiences?
Answer 4: Urgency matters
We are creatures of urgency:




                       Maybe I should
                         consider
                        retirement
                        planning…
Which do you think works better:

   I guess I’ll
    be glad I
   know this
  someday…


                                I’m really
                              glad I know
                               this now…
And the future is sooooo far away…
Oooo, shiny!
Visceral Matters
  Remember the fruit salad vs cake?




 The effect was much more pronounced if people were looking at the cake and fruit salad
 when they made their choice.
We have trouble with this…




 We are also loss averse…
We make decisions differently for our
future selves




                                   Future self




                    Current self



Pronin et al 2008
Answer 5: Change is slow
We develop unconscious competence

   •   Familiarization
   •   Comprehension
   •   Conscious Effort
   •   Conscious Action
   •   Proficiency
   •   Unconscious Competence



Gloria Gery, Electronic Performance Support Systems
We develop unconscious competence




           Glucose Metabolic Rate after several weeks of Tetris Practice



Haier et al, 1992
Change is hard
      If you are used to this:   Then this feels bad:
The elephant is a creature of habit
Repeat after me:

   Change is a process, not
         an event.
Answer 6: Sometimes the changes are
downright fraught

  Characteristics of a fraught decision:

  • Benefits Now – Costs Later (or Costs
    Now – Benefits Later)
  • Degree of Difficulty
  • Frequency
  • Feedback
  • Knowing What You Like
Answer 7: We lack self-efficacy
                          How do your learners feel?
   Things just                                            I do
    happen to me

 no control                                                 in control



       fixed mindset                                   growth mindset




Mindset, by Carol Dweck
Answer 8: We don’t have enough
willpower




    Think heads or
                            Were you right?
        tales.
Willpower is not created equally




Greene and Paxton, 2009
Willpower is like a muscle:
Removing temptation helps
Distraction helps
What’s even more important than willpower…

   Resiliency
Answer 9: Social Matters
We pay more attention when people
are involved




Okita et al 2009
We use other people as cues for how to act
We listen to authority figures, but…
…you have to have the right authority figure.

If you are talking to kids about drug and alcohol use, who is the real authority figure?




http://www.projectalert.com
Answer 10: Environment Matters
Design changes behavior




Johnson and Goldstein, 2003
Make it easy for people to succeed




Don Norman, The Design of Everyday Things
Create an
environment that
supports them




                   The Freedom Trail, Boston
So what do we do about it?
Make things immediate

 • How can we create a sense of urgency?
Create opportunities to practice
Meet people where they are
  Pre-contemplation

       Contemplation

           Planning

                Action

                     Maintenance

Prochaska & DiClemente
Have people learn
from experience
 •   Role plays
 •   Simulations
 •   Trials
 •   Observations
Avoid cycles of failure
Design for the elephant
Opinion Leaders, Testimonials, Success
Stories
Use good models - TAM

               Technology Acceptance Model



  Perceived               Perceived          Technology
  Usefulness             Ease of Use         Acceptance
Use good models – Diffusion of
Innovation

   •   Relative Advantage
   •   Compatibility
   •   Complexity
   •   Trialability
   •   Observability



Everett Rogers , Diffusion of Innovations
Help them make less fraught decisions
(but don’t decide for them)




               The benefits of
                paper are…
Fix the environment
Now you try
 •   Make it immediate
 •   Create opportunities to practice
 •   Meet people where they are
 •   Have people learn from experience
 •   Avoid cycles of failure
 •   Design for the elephant
 •   Opinion leaders, testimonials, success stories
 •   Use good models
 •   Fix the environment

     How can you use some or all to address the behavior you
                       want to change?
Questions?




Julie Dirksen
julie@usablelearning.com
Twitter: usablelearning

Design For How People Learn
References
 •   Shiv, B. and A. Fedorikhin. 1999. Heart and Mind in Conflict: Interplay of Affect and Cognition in Consumer
     Decision Making. Journal of Consumer Research 26 (December): 278–282.
 •   Haidt, Jonathan, The Happiness Hypothesis (book)
 •   Gery, Gloria, Electronic Performance Support Systems (book)
 •   Haier, R.J., B.V. Siegel Jr., A. MacLachlan, E. Soderling, S. Lottenberg, and M.S. Buchsbaum. 1992 Regional
     glucose metabolic changes after learning a complex visuospatial/motor task: a positron emission
     tomographic study. Brain Research 570: 134–14.
 •   Thaler, Richard and Sustein, Cass. Nudge (book)
 •   Okita, S.Y., J. Bailenson, and D.L. Schwartz. 2008. Mere Belief of Social Action Improves Complex Learning.
     Proceedings of the 8th International Conference for the Learning Sciences.
 •   Johnson, Eric J. and Goldstein, Daniel G., Do Defaults Save Lives? (Nov 21, 2003). Science, Vol. 302, pp.
     1338-1339, 2003. Available at SSRN: http://ssrn.com/abstract=1324774
 •   Norman, Donald, The Design of Everyday Things (book)
 •   Greene and Paxton, Patterns of Neural Activity Associated with Honest and Dishonest Moral Decisions,
     PNAS 106:12506-12511 (July 28, 2009).
 •   Prochaska, JO; Norcross, JC; DiClemente, CC. Changing for good: the revolutionary program that explains
     the six stages of change and teaches you how to free yourself from bad habits. New York: W. Morrow;
     1994
 •   Rogers, Everett Diffusion of Innovations (book)
 •   Pronin E, Olivola CY, & Kennedy KA. (2008) Doing unto future selves as you would do unto others:
     psychological distance and decision making. Personality and social psychology bulletin, 34(2), 224-36.

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Design for Behavior Change

  • 1. Design for Behavior Change Think about: What behaviors would you like to see changed? Julie Dirksen, Usable Learning
  • 2. There’s a question I’ve been thinking about most of my professional life…
  • 3. Why do people do the wrong* things? It’s a simple question, but it has a complicated answer. *By wrong, I don’t mean morally wrong…
  • 4. Why do people do the wrong* things? It’s a simple question, but it has a complicated answer . *By wrong, I don’t mean morally wrong…
  • 5. Answer 1: They don’t know any better I can’t buy printer paper from my brother- in-law? It has to go How do you figure through sales tax, again? purchasing? 1800 Calories? Seriously???
  • 6. Answer 1: They don’t know any better Fast Food Smoking Texting while driving People don’t still smoke because nobody happened to mention it was a bad idea, so why does it still happen?
  • 7. I know, but… “I know it’s a bad idea, and I never do it (except when Texting while I do, and then I feel guilty).” driving “I know it’s a bad idea, but I only do it once in a while, and I’m very careful.” “I know it’s a bad idea for other people, but I can do it because I’m really good at it.” “Huh? What’s the big deal?” Except for the last, none of these are knowledge problems, so adding more information probably won’t change things.
  • 9. Answer 2: Logical decision-making isn’t logical From Jonathan Haidt’s The Happiness Hypothesis
  • 12. So, when there’s a conflict… Who do you think wins?
  • 13. The Rider can hold out for a while… … but it gets tired quickly. Shiv, B. and A. Fedorikhin. 1999
  • 14. Answer 3: We learn from experience How many of you know that it’s bad to text while driving? How many of you learned this through personal experience?
  • 15. What do we really mean when we say “We learn from experience?” A friend of mine got two free personal training session with her YMCA membership. She thought she was getting oriented, but the trainer put her through a monster workout. She was so sore the next day she could barely move. So, what did she learn from that experience?
  • 16. Here’s the thing.. …the elephant isn’t stupid. This sucks…I am not doing this again…
  • 17. So let’s go back to our texting example… What are each of these drivers learning from their experiences?
  • 18. Answer 4: Urgency matters We are creatures of urgency: Maybe I should consider retirement planning…
  • 19. Which do you think works better: I guess I’ll be glad I know this someday… I’m really glad I know this now…
  • 20. And the future is sooooo far away…
  • 22. Visceral Matters Remember the fruit salad vs cake? The effect was much more pronounced if people were looking at the cake and fruit salad when they made their choice.
  • 23. We have trouble with this… We are also loss averse…
  • 24. We make decisions differently for our future selves Future self Current self Pronin et al 2008
  • 25. Answer 5: Change is slow
  • 26. We develop unconscious competence • Familiarization • Comprehension • Conscious Effort • Conscious Action • Proficiency • Unconscious Competence Gloria Gery, Electronic Performance Support Systems
  • 27. We develop unconscious competence Glucose Metabolic Rate after several weeks of Tetris Practice Haier et al, 1992
  • 28. Change is hard If you are used to this: Then this feels bad:
  • 29. The elephant is a creature of habit
  • 30. Repeat after me: Change is a process, not an event.
  • 31. Answer 6: Sometimes the changes are downright fraught Characteristics of a fraught decision: • Benefits Now – Costs Later (or Costs Now – Benefits Later) • Degree of Difficulty • Frequency • Feedback • Knowing What You Like
  • 32. Answer 7: We lack self-efficacy How do your learners feel? Things just I do happen to me no control in control fixed mindset growth mindset Mindset, by Carol Dweck
  • 33. Answer 8: We don’t have enough willpower Think heads or Were you right? tales.
  • 34. Willpower is not created equally Greene and Paxton, 2009
  • 35. Willpower is like a muscle:
  • 38. What’s even more important than willpower… Resiliency
  • 39. Answer 9: Social Matters
  • 40. We pay more attention when people are involved Okita et al 2009
  • 41. We use other people as cues for how to act
  • 42. We listen to authority figures, but… …you have to have the right authority figure. If you are talking to kids about drug and alcohol use, who is the real authority figure? http://www.projectalert.com
  • 44. Design changes behavior Johnson and Goldstein, 2003
  • 45. Make it easy for people to succeed Don Norman, The Design of Everyday Things
  • 46. Create an environment that supports them The Freedom Trail, Boston
  • 47. So what do we do about it?
  • 48. Make things immediate • How can we create a sense of urgency?
  • 50. Meet people where they are Pre-contemplation Contemplation Planning Action Maintenance Prochaska & DiClemente
  • 51. Have people learn from experience • Role plays • Simulations • Trials • Observations
  • 52. Avoid cycles of failure
  • 53. Design for the elephant
  • 55. Use good models - TAM Technology Acceptance Model Perceived Perceived Technology Usefulness Ease of Use Acceptance
  • 56. Use good models – Diffusion of Innovation • Relative Advantage • Compatibility • Complexity • Trialability • Observability Everett Rogers , Diffusion of Innovations
  • 57. Help them make less fraught decisions (but don’t decide for them) The benefits of paper are…
  • 59. Now you try • Make it immediate • Create opportunities to practice • Meet people where they are • Have people learn from experience • Avoid cycles of failure • Design for the elephant • Opinion leaders, testimonials, success stories • Use good models • Fix the environment How can you use some or all to address the behavior you want to change?
  • 61. References • Shiv, B. and A. Fedorikhin. 1999. Heart and Mind in Conflict: Interplay of Affect and Cognition in Consumer Decision Making. Journal of Consumer Research 26 (December): 278–282. • Haidt, Jonathan, The Happiness Hypothesis (book) • Gery, Gloria, Electronic Performance Support Systems (book) • Haier, R.J., B.V. Siegel Jr., A. MacLachlan, E. Soderling, S. Lottenberg, and M.S. Buchsbaum. 1992 Regional glucose metabolic changes after learning a complex visuospatial/motor task: a positron emission tomographic study. Brain Research 570: 134–14. • Thaler, Richard and Sustein, Cass. Nudge (book) • Okita, S.Y., J. Bailenson, and D.L. Schwartz. 2008. Mere Belief of Social Action Improves Complex Learning. Proceedings of the 8th International Conference for the Learning Sciences. • Johnson, Eric J. and Goldstein, Daniel G., Do Defaults Save Lives? (Nov 21, 2003). Science, Vol. 302, pp. 1338-1339, 2003. Available at SSRN: http://ssrn.com/abstract=1324774 • Norman, Donald, The Design of Everyday Things (book) • Greene and Paxton, Patterns of Neural Activity Associated with Honest and Dishonest Moral Decisions, PNAS 106:12506-12511 (July 28, 2009). • Prochaska, JO; Norcross, JC; DiClemente, CC. Changing for good: the revolutionary program that explains the six stages of change and teaches you how to free yourself from bad habits. New York: W. Morrow; 1994 • Rogers, Everett Diffusion of Innovations (book) • Pronin E, Olivola CY, & Kennedy KA. (2008) Doing unto future selves as you would do unto others: psychological distance and decision making. Personality and social psychology bulletin, 34(2), 224-36.