Did you ever think about the gap betweeninformation and action in relation to ourmost important asset, or health?80% of the health-care budget is consumed by fivebehavioural issues: too much smoking, drinking,eating, and stress, and not enough exercise, butchanging these behaviours is something that peoplestruggle with every day.
Changing the behaviour of people isn’t just the biggestchallenge in health care. It’s the most important challengefor businesses trying to compete in a turbulent world, saysJohn Kotter, a Harvard Business School professor who hasstudied dozens of organisations in the midst of upheaval:‘The central issue is never strategy, structure, culture, orsystems. The core of the matter is always about changingthe behaviour of people.’
People can become disengaged when called upon to change.It’s challenging to respond to profound upheavals – the rise ofa new global competitor, say, or a shift from a regulated to aderegulated environment – or to a corporate reorganisation,merger, or a new cultural practice.And as individuals, we may want to change our own styles ofwork – how we mentor subordinates, for example, or how wereact to criticism. Yet more often than not, we can’t.
No matter how much information or how often we get it,we all find it difficult to change.
As antithetical as it may seem in a hyper-digital word,experience – how we interact in the physical world –is one of the most powerful and misunderstood leversto help change or impact behaviour.
Starcom recently created a Chief Experience Officerposition; SMG Global CEO Laura Desmond has calledthe experience the ‘future of advertising,’ and Starbucksis revitalising through a focus on moments of ‘humanconnection.’
Modern cognitive science helps us reveal how our brainsuse physical experiences to make sense of everything.But to use these keys we must become masters of theexperience code.
Jack Morton hasbeen exploringthis space forover 80 years.
We think Kotter has hit on a crucial insight. ‘Behaviourchange happens mostly by speaking to peoples’ feelings,’he says. ‘This is true even in organisations that are veryfocused on analysis and quantitative measurement, evenamong people who think of themselves as smart in anMBA sense. In highly successful change efforts, peoplefind ways to help others see the problems or solutions inways that influence emotions, not just thought.’
We utilise a number of the MIT Persuasive Technologylabs to pull the levers of behavioural change: Motivation,Ability and Triggers.
We create campaignable ideas and deliver robust,engaging and effective communications strategies.We also, and uniquely, build real, emotional, physicalexperiences that provide and emotional motivation,create the ability and prompt the behaviours that alloworganisations to create agreement and sustainable change.
THANK YOUHelen GraneySVP, Managing Director / Jack Morton Worldwide / Australia / Tel: +612 8231 4565 / Fax: + 612 8231 4555Helen.Graney@jackmorton.com.au / www.jackmorton.com