Data and Behavior Change: Is Seeing Believing, and is That Enough?
•
0 likes•284 views
How do we drive behavior change by enabling easy digestion of one's consumption behavior, or the context of one's social circles? What hard evidence do we have that 'recently liberated,' easily accessible data in energy use, water use, nutrition, and life/work satisfaction is changing behavior? What have we learned about user/consumer reactions to different types of data visualization and what advice do respective solution providers have for brands entering their own data transparency journeys aiming to attract or change customers, employees and other stakeholders?
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Data and Behavior Change: Is Seeing Believing, and is That Enough?
Similar to Data and Behavior Change: Is Seeing Believing, and is That Enough? (20)
More from Sustainable Brands
More from Sustainable Brands (20)
Recently uploaded
Recently uploaded (20)
Data and Behavior Change: Is Seeing Believing, and is That Enough?
- 1. Data and Behavior Change: Is Seeing Believing, and is That Enough? John Havens, The H(app)athon Project Michael Murray, Lucid Design Group Arthur Woods, Imperative !
- 3. •! !"#$%&'&!()*& •! +,-*./,& •! 0123.(4*5.16& •! 78*9:,-&7433:;& •! <32943&+..(6& •! 7.(,3:2.3&=&>&<& •! <4(8,1*,&=&>&<&
- 5. Measure what Matters Arthur Woods Sustainable Brands 2013
- 6. To achieve impact… WE FOUND A NEED TO RE-IMAGINE AND RE-DESIGN MEASUREMENT AT EVERY STAGE OF THE PROCESS imperative : !
- 7. Dig deeper in what we measure imperative : !
- 8. Design for people in the process imperative : !
- 9. Leverage 21st Century resources imperative : !
- 10. Make the results beautiful and clear imperative : !
- 11. Spark an open dialogue to improve imperative : !
- 13. Needs Outcomes 1. Vision Research Frameworks Benchmarks 2. Partner Iterate User-centric 3. Design Blended collection Synthesis 4. Measure Beautiful results Transparency Collaboration 5. Share Our Process imperative : !
- 14. At Etsy imperative : !
- 15. At Elance imperative : !
- 16. What We’ve Learned imperative : !
- 17. We can only start to manage what we start to measure. imperative : !
- 18. TOTALE L E C T R I C I TY USAGE PERPERSO N E L E C T R I C ITYUSAGE 2,613,926 k W H 7643 k W H 1024.7 M E T R I C T O N S O F C O 2 E 3 M E T R I C T O N S O F C O 2 E OCT2011 FEB2011 FEB2012 JUN2011 JUN2012 NOV2010 NOV2011 MAR2011 MAR2012 JUL2011 JUL2012 DEC2010 DEC2011 APR2011 APR2012 AUG2011 AUG2012 JAN2011 JAN2012 MAY2011 MAY2012 SEPT2011 B A S E L I N E C O O L I N G 3 0 0 2 5 0 2 0 0 1 5 0 1 0 0 5 0 0 imperative : !
- 19. The measurement process is delicate... imperative : !
- 20. …and can easily be compromised. 1. Missing the mark on what we measure 2. Alienating the user in the data collection 3. Not presenting results in a compelling, understandable way 4. Failing to contextualize the results 5. Not acting on what we’ve learned imperative : !
- 21. Creating a remarkable user experience is crucial to engaging people in the process. imperative : !
- 22. Data is only actionable when put in context. imperative : !
- 23. P E R M AE N G A G E M E N T R E L A T I O N S H I P M E A N I N G A C H I E V E M E N TP O S I T I V E E M O T I O N +0.68 +0.35 +0.93 +0.62 +0.25 6.56 7.45 6.77 6.96 7.14 7.24 M E A N P E R M A S C O R E P O I N T S P O I N T S P O I N T S P O I N T S P O I N T S M E A N P E R M A S C O R E M E A N P E R M A S C O R E M E A N P E R M A S C O R E M E A N P E R M A S C O R E B E N C H M A R K M E A N P E R M A S C O R E B E N C H M A R K M E A N P E R M A S C O R E B E N C H M A R K M E A N P E R M A S C O R E B E N C H M A R K M E A N P E R M A S C O R E B E N C H M A R K M E A N P E R M A S C O R E 7.80 7.70 7.58 7.39 E M P L O Y E E PERMA SCORE imperative : !
- 24. OVERALL E M P L O Y E E 7.87 7.54 7.67 7.63 7.65 9.81 10.0 10.0 10.0 3.31 2.17 3.50 2.25 COMPOSITE MEAN SCORE OF ORG VIRTUE COMPOSITE MEAN SCORE OF ETSY VALUES COMPOSITE MEAN SCORE OF SOCIAL CAPITAL C O M P O S I T E M E A N S C O R E O F WELLBEING C O M P O S I T E M E A N S C O R E O F GROSS HAPPINESS INDEX H I G H E S T S C O R E L O W E S T S C O R E H I G H E S T S C O R E L O W E S T S C O R E H I G H E S T S C O R E L O W E S T S C O R E H I G H E S T S C O R E L O W E S T S C O R E L E G E N D O V E R A L L W E L L B E I N G V I R T U E V A L U E S S O C A P
- 25. ! " # " $ " ! %& " ’()&*+,,- . ’%" ’ /%* " #$*0(#&*1%’(. ’ 2, " #3&%*.(#3&*4565 ! " # $ " %& ’% ( " $ % ) ’ * + ! , " % - ’ . " ( / . + %& ’ 0 , + 1 / 2% 3 ’ 4 5 $ / 2% 4 ’ 7 8 1 9 -::" , /*; " 3<. / #*=%" $(#>* ! /? 2, " #3&* ! ,(&#’*.(#3&*4565 8&%I( " 2#>(#&&%(#> 2, " #3&%*.(#3&*455J 0%" #3& K1*@&I*0 " 3’ /%L 2, " #3&* ! ,(&#’*.(#3&*455A M/%N "L OB* " ’*2, " #3& +#$( " @%(’&% 2, " #3&%*.(#3&*455P ; " Q " (3 " @%(’&% 2, " #3&%*.(#3&*4564 1%>&#’(# " E%" FG(3*H&.(>#&% 2, " #3&%*.(#3&*4566 7 8 1 O($&/*1#(Q " ’ /%* 2, " #3&%*.(#3&*4566 6 / 2 2 / " $ % 7 ’% + 4 1 + & " $ %1’ ! " $ / + 2%& ’ B -&%’ /*R(3/ @%(’&%* 2, " #3&%*.(#3&*455S ! / . ’ " *R(3 " ! / . ’ " *R(3 " #*1$)&#’-%& 2, " #3&* ! ,(&#’*.(#3&*455S 4 " 8 " ) % 8 ’ 8 / 9 ) " 8 ! %& ’ ! " # " $ " @&I .(’&*H&.(>#* 2, " #3&%*.(#3&*; " #*455A 1 / . 5 8 % . ’ T&#L" 8 / :’N " %&*H&)&, / F&% 2, " #3&%*.(#3&*4565 * / 5 4 % $ ’ imperative : !
- 26. Transparency and openness are key to raising the bar imperative : !
- 27. FIRST PLACE LAST PLACE FIRST PLACE LAST PLACE 7. 9 3 7. 6 6 8 . 1 3 6 . 4 9 7. 6 7 7. 5 3 7. 4 9 6 . 8 5 8 . 0 9 7. 4 5 7. 8 3 8 . 1 5 7. 5 6 7. 5 7 7. 3 4 7. 9 4 8 . 1 4 7. 4 6 7. 5 6 7. 9 5 T E A M 1 7 T E A M 8 T E A M 1 2 T E A M 8 FIRST PLACE LAST PLACE T E A M 9 T E A M 4 FIRST PLACE LAST PLACE T E A M 1 2 T E A M 8 FIRST PLACE LAST PLACE T E A M 3 T E A M 8 TEAM E M P L O Y E E T E A M 1 T E A M 2 T E A M 3 T E A M 4 T E A M 5 T E A M 6 T E A M 7 T E A M 8 T E A M 9 T E A M 1 0 T E A M 1 1 T E A M 1 2 T E A M 1 3 T E A M 1 4 T E A M 1 5 T E A M 1 6 T E A M 1 7 T E A M 1 8 T E A M 1 9 T E A M 2 0 7. 7 2 7. 2 9 7. 8 0 6 . 7 5 7. 1 6 7. 2 0 7. 4 8 8 . 1 4 7. 9 3 7. 5 8 7. 1 3 7. 8 6 7. 5 0 7. 4 1 6 . 5 2 7. 8 4 8 . 5 1 7. 0 1 7. 3 9 7. 7 3 8 . 1 4 8 . 1 5 8 . 4 9 6 . 2 8 7. 4 7 7. 3 9 7. 8 8 6 . 7 7 8 . 5 6 7. 8 8 8 . 4 0 8 . 2 5 7. 7 8 8 . 2 5 7. 9 1 8 . 1 4 8 . 1 0 8 . 0 3 7. 7 8 7. 9 7 7. 8 3 7. 9 7 7. 9 0 6 . 3 8 7. 9 6 7. 5 0 7. 6 4 6 . 2 9 8 . 2 4 6 . 7 9 8 . 2 2 8 . 5 0 7. 6 3 7. 4 2 7. 4 8 7. 9 4 7. 7 5 7. 5 1 7. 2 8 8 . 0 6 8 . 0 3 7. 2 5 8 . 3 3 6 . 5 4 8 . 1 0 8 . 0 2 6 . 9 6 6 . 2 1 7. 6 4 7. 5 6 7. 5 8 7. 9 8 7. 3 5 7. 1 9 7. 4 7 7. 8 6 8 . 2 1 7. 3 0 7. 7 8 8 . 0 3 WELLBEING OVERALL MEANTEAM SOCIAL CAP VIRTUE VALUES L E G E N D O V E R A L L W E L L B E I N G V I R T U E V A L U E S S O C A P
- 28. imperative : !
- 30. !"#$%&'"%()*+(
- 31. !"#$%&'%()*!(
- 32. Thank You.
- 33. Why is feedback important?! Courtesy Ecos (2011), data from EIA Energy Outlook 2008!
- 34. Social norms!
- 35. Objective: Situate consumption in socially comparative context!
- 43. Other methods!
- 44. michael@luciddg.com! Michael E. Murray, LEED AP! Founder and CEO! 304 12th Street, Suite 3C! Oakland, California 94607! www.luciddesigngroup.com!