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Kimel anderson getmotivated_final

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Presentation given at QRCA in Philadelphia on October 2010. The topic is how motivational theory can be translated to design strategies to build devices that help individuals change behavior...hopefully for the better!

Kimel anderson getmotivated_final

  1. 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. 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. 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. 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. 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. 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. 7. © 2010 Proprietary & Confidential 7 About Motivational Theory
  8. 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. 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. 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. 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. 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. 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. 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. 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. 16. © 2010 Proprietary 16 The Pillars Survival & Safety Autonomy Fun Belonging Mastery
  17. 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. 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. 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. 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. 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. 22. © 2010 Proprietary & Confidential 22 Design Strategies
  23. 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. 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. 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. 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. 27. © 2010 Proprietary 28© 2010 Proprietary & Confidential 28 Enable Personalization
  28. 28. © 2010 Proprietary 29© 2010 Proprietary & Confidential 29 Enable Goal Setting Give tools to set meaningful, personal goals Connect choices with the outcome
  29. 29. © 2010 Proprietary 30© 2010 Proprietary & Confidential 30 Enable Goal Setting
  30. 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. 31. © 2010 Proprietary 32© 2010 Proprietary & Confidential 32 Enable Reflection
  32. 32. © 2010 Proprietary 33© 2010 Proprietary & Confidential 33 Cultivate Belonging
  33. 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. 34. © 2010 Proprietary 35© 2010 Proprietary & Confidential 35 Enable Competition and Comparison
  35. 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. 36. © 2010 Proprietary 37© 2010 Proprietary & Confidential 37 Scaffold Success/Manage Failure
  37. 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. 38. © 2010 Proprietary 39© 2010 Proprietary & Confidential 39 Understand Context
  39. 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. 40. © 2010 Proprietary 41© 2010 Proprietary & Confidential 41 Play Against Loss
  41. 41. © 2010 Proprietary & Confidential 42 Recap
  42. 42. © 2010 Proprietary 43 The Pillars Survival & Safety Autonomy Fun Belonging Mastery
  43. 43. © 2010 Proprietary 44 The Design Strategies
  44. 44. © 2010 Proprietary & Confidential 45 Interactive Exercises
  45. 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. 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. 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. 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

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