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© 2010 Proprietary & Confidential 11© 2010 Proprietary & Confidential
Get Motivated!
Hands-on Techniques to
Understand Consumers and What
Motivates Them to Change
Behaviors for the Better
Janna Kimel and Gretchen Anderson
© 2010 Proprietary
2© 2010 Proprietary & Confidential 2
What Motivates Us?
Measurable difference in
savings when:
Bank accounts are named, not
numbered
A child’s photo is put on an
envelope of savings (nearly
doubled the savings rate of
every low income parent)
Amounts are earmarked for specific
events
© 2010 Proprietary
3
Obama’s election raises IQs
IQ tests given
immediately
following Obama’s
election eliminated
a racial gap in
performance.
Possibility
motivated a
change.
© 2010 Proprietary
4© 2010 Proprietary & Confidential 4
What Motivates Us?
There are very powerful forces that
motivate us to do things (for better
and for worse) that seem almost
transparent to us.
By being aware of these forces, you can
use them to design products, services
and experiences that have a positive
impact on people’s lives.
© 2010 Proprietary
5© 2010 Proprietary & Confidential 5
What we’re covering today…
• An Intro to Motivational Theory: What makes us
tick?
• Design Principles: Making theory tangible
• Recap & Review
• Interactive Exercise: Develop a Research plan to
help product developers motivate the audience,
for the better
• Conclusion and Wrap-up
© 2010 Proprietary
6© 2010 Proprietary & Confidential 6
About Us
Janna Kimel
Design researcher,
Portland, OR
@third_brain/
thirdbrainstudio.com
Gretchen Anderson
Product designer, SF,
CA
@gretared /
punchcut.com
Inspiration: Motivating
Wellbeing
© 2010 Proprietary & Confidential 7
About Motivational Theory
© 2010 Proprietary
8© 2010 Proprietary & Confidential 8
Harnessing the Power of Motivational Theory
Psychology and cognitive science have a
body of knowledge we can build on
 research-based, elemental
Motivational forces are quite powerful as it
turns out
 but also unpredictable, irrational
 requires discipline around techniques and
intent
© 2010 Proprietary
9© 2010 Proprietary & Confidential 9
With great power, comes great responsibility
Our products are
becoming more
ambitious, as technology
and interaction design
have enabled more,
richer experiences.
We must produce
positive feedback
loops.
© 2010 Proprietary
10© 2010 Proprietary & Confidential 10
External Motivators
Coercion or payment
are two familiar
methods of external
motivation.
External motivators
are very powerful for
motivating rapid
completion of routine,
rote tasks, but…
© 2010 Proprietary
11© 2010 Proprietary & Confidential 11
External Motivators and Creativity
The Candle Problem…
An offer of money actually
worsened performance in
solving this puzzle.
© 2010 Proprietary
12
External Motivators are used…
There’s a
question about
how sustainable
external
motivators are.
Who’s going
to pay for your
rewards?
© 2010 Proprietary
13© 2010 Proprietary & Confidential 13
Internal Motivators and the Positive Feedback loop
Internal motivators
are highly
effective, and
self-reinforcing.
Making positive
choices is a
“creative” act,
requiring reflection,
so external
motivators won’t be
as effective.
© 2010 Proprietary
14© 2010 Proprietary & Confidential 14
Maternalism & Paternalism
Motivation can fall into two traps:
Maternalism: someone “takes over” for the subject;
a “smart glucose meter makes a dumb patient”
Paternalism: where an authority figure gives strong
guidance
Paternalistic Libertarianism: Thaler &
Sunstein
Some “nudge” can’t be avoided, so we strive to
preserve the “freedom of contract.”
© 2010 Proprietary
15© 2010 Proprietary & Confidential 15
Different Theories
Glasser
Choice Theory
Deci & Ryan
Self Determination
Goleman
Emotional Intelligence
Maslow
Hierarchy of Needs
Survival Physiology & Safety
Freedom Autonomy Ready to act on
opportunities
Fun
Belonging Relatedness Committing to goals of
a group
Belonging
Power Competence Drive to achieve
excellence;
Persistence
Esteem & Self-
Actualization
© 2010 Proprietary
16
The Pillars
Survival & Safety
Autonomy
Fun
Belonging
Mastery
© 2010 Proprietary
17© 2010 Proprietary & Confidential 17
Autonomy
The ability to control one’s own destiny is
motivating.
 Habitat for Humanity requires owners to put
a certain amount of their own labor into their
house.
© 2010 Proprietary
18
A sense of
accomplishment is
rewarding.
 Gladwell:10,000 hours
of practice = an expert.
 10,000 hours = a lot of
love for a skills, game,
instrument.
© 2010 Proprietary & Confidential 18
Mastery
© 2010 Proprietary
19© 2010 Proprietary & Confidential 19
Belonging
Being part of a bigger
group helps us
perform amazing
feats.
 Reassurance and
support of others
 Refusal to let others
down
© 2010 Proprietary
20© 2010 Proprietary & Confidential 20
Fun
The more something is
enjoyable, the more
people stick with it.
 People are pulled in
initially, and stay
engaged.
 Keeping engagement
allows the positive
feedback loop to occur.
© 2010 Proprietary
21© 2010 Proprietary & Confidential 21
Choice Architecture
Richard Thaler On Choice Architecture:
“There is no alternative to choice
architecture. It’s not possible to design
neutral choice architecture any more than
it is to design neutral architecture.”
This means that our decisions when
making products, services and
experiences have an impact, but
not necessarily a positive one.
© 2010 Proprietary & Confidential 22
Design Strategies
© 2010 Proprietary
23© 2010 Proprietary & Confidential 23
Design Strategies
Create products & services that motivate
positive behaviors
Assist with creating internal motivation
– create the desire for people to “do the right
thing”
Tangible actions and tips for designers and
developers informed by thoughtful
research
Using Design Strategies
© 2010 Proprietary
24© 2010 Proprietary & Confidential 24
Harness Inertia
Take advantage of choice
architecture to make
some smart “default”
choices for people and let
them alter or opt out as
applicable.
© 2010 Proprietary
26
Design Strategies
Enable Personalization
Enable Goal Setting
Enable Reflection
Cultivate Belonging
Enable Competition and Comparison
Scaffold Success/Manage Failure
Understand Context
Play Against Loss
© 2010 Proprietary
27© 2010 Proprietary & Confidential 27
Enable Personalization
People expect to
have control over
their experience
Generic
experiences
don’t give
people a sense
of autonomy or
belonging.
© 2010 Proprietary
28© 2010 Proprietary & Confidential 28
Enable Personalization
© 2010 Proprietary
29© 2010 Proprietary & Confidential 29
Enable Goal Setting
Give tools to set
meaningful, personal
goals
Connect choices
with the outcome
© 2010 Proprietary
30© 2010 Proprietary & Confidential 30
Enable Goal Setting
© 2010 Proprietary
31© 2010 Proprietary & Confidential 31
Enable Reflection
Give people rich,
visual feedback of
their actions
correlated to
outcomes
Help them
understand
actions and
how they affect
the goal
© 2010 Proprietary
32© 2010 Proprietary & Confidential 32
Enable Reflection
© 2010 Proprietary
33© 2010 Proprietary & Confidential 33
Cultivate Belonging
© 2010 Proprietary
34© 2010 Proprietary & Confidential 34
Enable Competition and Comparison
People understand
their level of
mastery in relation
to others
People belong to a
community or
group and need
visibility into that
group
Competition is
sticky.
www.delmarva.com
© 2010 Proprietary
35© 2010 Proprietary & Confidential 35
Enable Competition and Comparison
© 2010 Proprietary
36© 2010 Proprietary & Confidential 36
Scaffold Success/Manage Failure
To support mastery,
people need an
environment that
“grows with
them”
Enable mid-process
“wins” when
working towards a
final goal
Avoid dispiriting
failures.
© 2010 Proprietary
37© 2010 Proprietary & Confidential 37
Scaffold Success/Manage Failure
© 2010 Proprietary
38© 2010 Proprietary & Confidential 38
Understand Context
Take into account time and
location
 Context Aware Medication
Prompting project
 Consider the best
time/place for a reminder
 Enable GPS and
accelerometer to determine
place and “busyness”
© 2010 Proprietary
39© 2010 Proprietary & Confidential 39
Understand Context
© 2010 Proprietary
40© 2010 Proprietary & Confidential 40
Play Against Loss
People are motivated
to avoid loss more
than the promise of
gaining more
Loss of health –
imminent, not 40
years down the road
Give a consequence
for failure
© 2010 Proprietary
41© 2010 Proprietary & Confidential 41
Play Against Loss
© 2010 Proprietary & Confidential 42
Recap
© 2010 Proprietary
43
The Pillars
Survival & Safety
Autonomy
Fun
Belonging
Mastery
© 2010 Proprietary
44
The Design Strategies
© 2010 Proprietary & Confidential 45
Interactive Exercises
© 2010 Proprietary
46
Exercise: Group 1
The Client
1. How can you motivate positive change?
2. What key data would be needed to affect behavior?
3. Develop a research plan using the design guidelines: what
would the team need to learn?
A teleconferencing
company
Reduce travel and
increase
teleconferencing
Frequent fliers
ages 30-60
The TargetThe Goal
© 2010 Proprietary
47
Exercise: Group 2
The Client
1. How can you motivate positive change?
2. What key data would be needed to affect behavior?
3. Develop a research plan using the design guidelines:
what would the team need to learn?
Morgan Stanley
Smith Barney
Teach financial
responsibility,
increase savings
Recent college
grads
The TargetThe Goal
© 2010 Proprietary
48
Exercise: Group 3
The Client
1. How can you motivate positive change?
2. What key data would be needed to affect behavior?
3. Develop a research plan using the design guidelines:
what would the team need to learn?
Therapeutic
Associates
Help people maintain a
regimen and regain range
of motion by using a
program and equipment
Weekend warriors
age 30-50
The TargetThe Goal
© 2010 Proprietary
49
Thanks!
Gretchen Anderson
Design Director, Punchcut
@gretared // punchcut.com
Janna Kimel
Chief Experience Officer, third brain studio
@third_brain // thirdbrainstudio.com

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Kimel anderson getmotivated_final

  • 1. © 2010 Proprietary & Confidential 11© 2010 Proprietary & Confidential Get Motivated! Hands-on Techniques to Understand Consumers and What Motivates Them to Change Behaviors for the Better Janna Kimel and Gretchen Anderson
  • 2. © 2010 Proprietary 2© 2010 Proprietary & Confidential 2 What Motivates Us? Measurable difference in savings when: Bank accounts are named, not numbered A child’s photo is put on an envelope of savings (nearly doubled the savings rate of every low income parent) Amounts are earmarked for specific events
  • 3. © 2010 Proprietary 3 Obama’s election raises IQs IQ tests given immediately following Obama’s election eliminated a racial gap in performance. Possibility motivated a change.
  • 4. © 2010 Proprietary 4© 2010 Proprietary & Confidential 4 What Motivates Us? There are very powerful forces that motivate us to do things (for better and for worse) that seem almost transparent to us. By being aware of these forces, you can use them to design products, services and experiences that have a positive impact on people’s lives.
  • 5. © 2010 Proprietary 5© 2010 Proprietary & Confidential 5 What we’re covering today… • An Intro to Motivational Theory: What makes us tick? • Design Principles: Making theory tangible • Recap & Review • Interactive Exercise: Develop a Research plan to help product developers motivate the audience, for the better • Conclusion and Wrap-up
  • 6. © 2010 Proprietary 6© 2010 Proprietary & Confidential 6 About Us Janna Kimel Design researcher, Portland, OR @third_brain/ thirdbrainstudio.com Gretchen Anderson Product designer, SF, CA @gretared / punchcut.com Inspiration: Motivating Wellbeing
  • 7. © 2010 Proprietary & Confidential 7 About Motivational Theory
  • 8. © 2010 Proprietary 8© 2010 Proprietary & Confidential 8 Harnessing the Power of Motivational Theory Psychology and cognitive science have a body of knowledge we can build on  research-based, elemental Motivational forces are quite powerful as it turns out  but also unpredictable, irrational  requires discipline around techniques and intent
  • 9. © 2010 Proprietary 9© 2010 Proprietary & Confidential 9 With great power, comes great responsibility Our products are becoming more ambitious, as technology and interaction design have enabled more, richer experiences. We must produce positive feedback loops.
  • 10. © 2010 Proprietary 10© 2010 Proprietary & Confidential 10 External Motivators Coercion or payment are two familiar methods of external motivation. External motivators are very powerful for motivating rapid completion of routine, rote tasks, but…
  • 11. © 2010 Proprietary 11© 2010 Proprietary & Confidential 11 External Motivators and Creativity The Candle Problem… An offer of money actually worsened performance in solving this puzzle.
  • 12. © 2010 Proprietary 12 External Motivators are used… There’s a question about how sustainable external motivators are. Who’s going to pay for your rewards?
  • 13. © 2010 Proprietary 13© 2010 Proprietary & Confidential 13 Internal Motivators and the Positive Feedback loop Internal motivators are highly effective, and self-reinforcing. Making positive choices is a “creative” act, requiring reflection, so external motivators won’t be as effective.
  • 14. © 2010 Proprietary 14© 2010 Proprietary & Confidential 14 Maternalism & Paternalism Motivation can fall into two traps: Maternalism: someone “takes over” for the subject; a “smart glucose meter makes a dumb patient” Paternalism: where an authority figure gives strong guidance Paternalistic Libertarianism: Thaler & Sunstein Some “nudge” can’t be avoided, so we strive to preserve the “freedom of contract.”
  • 15. © 2010 Proprietary 15© 2010 Proprietary & Confidential 15 Different Theories Glasser Choice Theory Deci & Ryan Self Determination Goleman Emotional Intelligence Maslow Hierarchy of Needs Survival Physiology & Safety Freedom Autonomy Ready to act on opportunities Fun Belonging Relatedness Committing to goals of a group Belonging Power Competence Drive to achieve excellence; Persistence Esteem & Self- Actualization
  • 16. © 2010 Proprietary 16 The Pillars Survival & Safety Autonomy Fun Belonging Mastery
  • 17. © 2010 Proprietary 17© 2010 Proprietary & Confidential 17 Autonomy The ability to control one’s own destiny is motivating.  Habitat for Humanity requires owners to put a certain amount of their own labor into their house.
  • 18. © 2010 Proprietary 18 A sense of accomplishment is rewarding.  Gladwell:10,000 hours of practice = an expert.  10,000 hours = a lot of love for a skills, game, instrument. © 2010 Proprietary & Confidential 18 Mastery
  • 19. © 2010 Proprietary 19© 2010 Proprietary & Confidential 19 Belonging Being part of a bigger group helps us perform amazing feats.  Reassurance and support of others  Refusal to let others down
  • 20. © 2010 Proprietary 20© 2010 Proprietary & Confidential 20 Fun The more something is enjoyable, the more people stick with it.  People are pulled in initially, and stay engaged.  Keeping engagement allows the positive feedback loop to occur.
  • 21. © 2010 Proprietary 21© 2010 Proprietary & Confidential 21 Choice Architecture Richard Thaler On Choice Architecture: “There is no alternative to choice architecture. It’s not possible to design neutral choice architecture any more than it is to design neutral architecture.” This means that our decisions when making products, services and experiences have an impact, but not necessarily a positive one.
  • 22. © 2010 Proprietary & Confidential 22 Design Strategies
  • 23. © 2010 Proprietary 23© 2010 Proprietary & Confidential 23 Design Strategies Create products & services that motivate positive behaviors Assist with creating internal motivation – create the desire for people to “do the right thing” Tangible actions and tips for designers and developers informed by thoughtful research Using Design Strategies
  • 24. © 2010 Proprietary 24© 2010 Proprietary & Confidential 24 Harness Inertia Take advantage of choice architecture to make some smart “default” choices for people and let them alter or opt out as applicable.
  • 25. © 2010 Proprietary 26 Design Strategies Enable Personalization Enable Goal Setting Enable Reflection Cultivate Belonging Enable Competition and Comparison Scaffold Success/Manage Failure Understand Context Play Against Loss
  • 26. © 2010 Proprietary 27© 2010 Proprietary & Confidential 27 Enable Personalization People expect to have control over their experience Generic experiences don’t give people a sense of autonomy or belonging.
  • 27. © 2010 Proprietary 28© 2010 Proprietary & Confidential 28 Enable Personalization
  • 28. © 2010 Proprietary 29© 2010 Proprietary & Confidential 29 Enable Goal Setting Give tools to set meaningful, personal goals Connect choices with the outcome
  • 29. © 2010 Proprietary 30© 2010 Proprietary & Confidential 30 Enable Goal Setting
  • 30. © 2010 Proprietary 31© 2010 Proprietary & Confidential 31 Enable Reflection Give people rich, visual feedback of their actions correlated to outcomes Help them understand actions and how they affect the goal
  • 31. © 2010 Proprietary 32© 2010 Proprietary & Confidential 32 Enable Reflection
  • 32. © 2010 Proprietary 33© 2010 Proprietary & Confidential 33 Cultivate Belonging
  • 33. © 2010 Proprietary 34© 2010 Proprietary & Confidential 34 Enable Competition and Comparison People understand their level of mastery in relation to others People belong to a community or group and need visibility into that group Competition is sticky. www.delmarva.com
  • 34. © 2010 Proprietary 35© 2010 Proprietary & Confidential 35 Enable Competition and Comparison
  • 35. © 2010 Proprietary 36© 2010 Proprietary & Confidential 36 Scaffold Success/Manage Failure To support mastery, people need an environment that “grows with them” Enable mid-process “wins” when working towards a final goal Avoid dispiriting failures.
  • 36. © 2010 Proprietary 37© 2010 Proprietary & Confidential 37 Scaffold Success/Manage Failure
  • 37. © 2010 Proprietary 38© 2010 Proprietary & Confidential 38 Understand Context Take into account time and location  Context Aware Medication Prompting project  Consider the best time/place for a reminder  Enable GPS and accelerometer to determine place and “busyness”
  • 38. © 2010 Proprietary 39© 2010 Proprietary & Confidential 39 Understand Context
  • 39. © 2010 Proprietary 40© 2010 Proprietary & Confidential 40 Play Against Loss People are motivated to avoid loss more than the promise of gaining more Loss of health – imminent, not 40 years down the road Give a consequence for failure
  • 40. © 2010 Proprietary 41© 2010 Proprietary & Confidential 41 Play Against Loss
  • 41. © 2010 Proprietary & Confidential 42 Recap
  • 42. © 2010 Proprietary 43 The Pillars Survival & Safety Autonomy Fun Belonging Mastery
  • 43. © 2010 Proprietary 44 The Design Strategies
  • 44. © 2010 Proprietary & Confidential 45 Interactive Exercises
  • 45. © 2010 Proprietary 46 Exercise: Group 1 The Client 1. How can you motivate positive change? 2. What key data would be needed to affect behavior? 3. Develop a research plan using the design guidelines: what would the team need to learn? A teleconferencing company Reduce travel and increase teleconferencing Frequent fliers ages 30-60 The TargetThe Goal
  • 46. © 2010 Proprietary 47 Exercise: Group 2 The Client 1. How can you motivate positive change? 2. What key data would be needed to affect behavior? 3. Develop a research plan using the design guidelines: what would the team need to learn? Morgan Stanley Smith Barney Teach financial responsibility, increase savings Recent college grads The TargetThe Goal
  • 47. © 2010 Proprietary 48 Exercise: Group 3 The Client 1. How can you motivate positive change? 2. What key data would be needed to affect behavior? 3. Develop a research plan using the design guidelines: what would the team need to learn? Therapeutic Associates Help people maintain a regimen and regain range of motion by using a program and equipment Weekend warriors age 30-50 The TargetThe Goal
  • 48. © 2010 Proprietary 49 Thanks! Gretchen Anderson Design Director, Punchcut @gretared // punchcut.com Janna Kimel Chief Experience Officer, third brain studio @third_brain // thirdbrainstudio.com

Editor's Notes

  1. Make this interesting – maybe a quick hand sketch or mock up of a screen shot of a bank site – then show images of how it might look with this idea implemented Cheema and Soman (2009) found that earmarking savings in From nudge blog
  2. Make this interesting – maybe a quick hand sketch or mock up of a screen shot of a bank site – then show images of how it might look with this idea implemented Cheema and Soman (2009) found that earmarking savings in From nudge blog
  3. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.
  4. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.
  5. Baumeister and Daniel Pink
  6. http://www.conorneill.com/2009/12/there-is-mismatch-between-what-science.html
  7. http://uchicagolaw.typepad.com/faculty/2007/01/libertarian_pat.html
  8. http://www.danpink.com/archives/2010/03/is-purpose-really-an-effective-motivator http://persweb.wabash.edu/facstaff/hortonr/articles%20for%20class/taylor%20and%20Brown.pdf
  9. Radio Lab with Gladwell on genius.
  10. Especially important to dig into this. Not just about social networking and bulletin boards. People are motivated by the positive feelings generated by groups: Baumeister and Leary 1995: In-group rewards are higher, even when groups are created via lottery. Negative experiences bring people together (electric shock = tighter group), and the fact that we bond with our rivals shows a deep need for this. Divorce isn’t an end to a relationship, it’s a change. But also the need to have actions witnessed and validated by others: showing off and strengthening status in a group (The Alamo example from Leary Risking Life and Limb Also relates to both Mastery and Autonomy: Kids who are encouraged to learn something to teach others do better; medical school see one, do one, teach one method; being autonomous is in direct relation to being part of a group “Need to belong also can be understood on the basis of a fundamental interpersonal relations orientation, which suggests three basic needs underlie people's group-seeking behavior: inclusion, which pertains to the need to belong to or include others in a circle of acquaintances; affection, or the need to love or be loved by others; and control, which encompasses the need to exert power over others or give power over the self to others (Schutz 1966). Joining SNS can meet all three of these needs; specifically, people may join user-generated content sites such as Facebook to remain "in the loop" and maintain relationships with friends and others, irrespective of time and physical space.” http://jiad.org/article100 The Alamo: http://persweb.wabash.edu/facstaff/hortonr/articles%20for%20class/Leary%20risking%20life%20and%20limb.pdf  
  11. Helps lessen intensity in adverse conditions, keeps people going long enough to get the positive feedback loop Mihaly Chiksentmihaly and flow theory: got to get into a trance. You get there by not over thinking, often physical, but non-physical states (music) are often someone exploring for fun, sense of rhythm is important Exploit the desire for Order (or flipped, people love puszzles): http://architectures.danlockton.co.uk/2008/06/13/exploiting-desire-for-order/ The VW trash can/dancing keyboard thingy
  12. http://architectures.danlockton.co.uk/2008/07/17/richard-thaler-at-rsa/ For enabling reflection: http://www.danpink.com/archives/2010/04/stairway-to-motivational-heaven
  13. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.
  14. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.
  15. if your personal health care has an effect on someone else's health, are you more likely to take care of yourself? if every time you work out, a starving child in a third world country gets food, will you work out more? for the motive to realize one's full potential. In his view, it is the master motive—indeed, the only real motive a person has, all others being merely manifestations of it. However, the concept was brought to prominence in Abraham Maslow's hierarchy of needs theory as the final level of psychological development that can be achieved when all basic and mental needs are fulfilled and the "actualisation" of the full personal potential takes place. Pink has a good example of this too --
  16. I always think of these Nike shoes you can customize online – pulled a screen shot of wii fit yoga where it looks like you can customize which positions you do and in what order. Personalization can be simple or complex – but if I set up my yoga routine the way I like it, I’m more likely to actually do it. I decide the length of time, the difficulty etc. Of course, missing here is the belonging. Just because I set it up, doesn’t mean I’ll do it – I don’t have a class to attend – maybe invite a friend over to encourage discipline.
  17. I always think of these Nike shoes you can customize online – pulled a screen shot of wii fit yoga where it looks like you can customize which positions you do and in what order. Personalization can be simple or complex – but if I set up my yoga routine the way I like it, I’m more likely to actually do it. I decide the length of time, the difficulty etc. Of course, missing here is the belonging. Just because I set it up, doesn’t mean I’ll do it – I don’t have a class to attend – maybe invite a friend over to encourage discipline.
  18. Autonomy and goal setting – I set my own goals so I should be able to achieve them
  19. Autonomy and goal setting – I set my own goals so I should be able to achieve them
  20. This relates to a sense of mastery and improvement.
  21. This relates to a sense of mastery and improvement.
  22. Asymmetrical relationships Earned status Yelp Amazon Offer virtual support Babycenter.com Blog about a couple reducing their debt http://www.moneyrelationship.com/ Facebook training apps
  23. We set up a study to catch people when they were not in bed, on the phone, in the bathroom or with visitors. Reminder would go off based on series of rules – if not “busy”, unless it is close to the end of the effective window for taking pills.
  24. We set up a study to catch people when they were not in bed, on the phone, in the bathroom or with visitors. Reminder would go off based on series of rules – if not “busy”, unless it is close to the end of the effective window for taking pills.
  25. Get example from Nudge book http://peer.tamu.edu/curriculum_modules/properties/module_5/emphysema.htm Spoke with doctors in the UK about patient compliance. They said they have little/no luck regarding quitting smoking – patients don’t care about 40 years down the road, they care about the nicotine craving right now, show immediate negative effects i.e., loss of lung capacity, can’t play soccer with kids,etc.
  26. Get example from Nudge book http://peer.tamu.edu/curriculum_modules/properties/module_5/emphysema.htm Spoke with doctors in the UK about patient compliance. They said they have little/no luck regarding quitting smoking – patients don’t care about 40 years down the road, they care about the nicotine craving right now, show immediate negative effects i.e., loss of lung capacity, can’t play soccer with kids,etc.
  27. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.
  28. Design doesn’t have to be about a product, it can be a service, a package, a web site, or software or even an experience. The important thing is that the research informs whatever the “it” is – the following strategies can be put in place regardless of the size or shape of the deliverable.