1. B/CKC Advies - Johan de Veer – 2008 Johan de Veer Psychologist Consultant Researcher CKC Centre for Knowledge & Communication NTCA Netherlands Tax & Customs Administration
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3. B/CKC Advies - Johan de Veer – 2008 TAX COMPLIANCE HUMAN BEHAVIOR
5. Belastingdienst - Johan de Veer – 2010 PUBLIC SECTOR SERVICE VALUE CHAIN CITIZEN TRUST public institutions EMPLOYEE WORK satisfaction CITIZEN SERVICE satisfaction DRIVERS: Outcome Fairness Knowledge Timeliness Courtesy Extra ‘Mile’ DRIVERS: Autonomy Communications Workload Career Development Fair Pay/Benefits Work Environment Leadership/Management Heintzman& Marson 2003 Brian Marson 2007 Treasury board of Canada
6. Belastingdienst - Johan de Veer – 2010 HUMAN BEHAVIOR COMPLEX BIO LOGICAL UNCONSCIOUS IR RATIONAL ABNORMAL EMOTIONAL SITUATIONAL PREDICTABLE
17. B/CKC Advies - Johan de Veer – 2008 Horizontal monitoringTrustCooperationTransparency ServiceUnderstandingCommunication
18. Belastingdienst - Johan de Veer – 2010 TRUST Means “Taking a Risk” Is a ‘Way of thinking’ Is a ‘Proces’ Is more than ‘Self interest’ Can grow through ‘Conflicts’ You can trust ‘People, Business, Society’
19. Belastingdienst - Johan de Veer – 2010 TRUST Crucial for society Fundamental in a Human’s live Essential for survival Biologically based Important character trait Basis of wellbeing & prosperity
20. Belastingdienst - Johan de Veer – 2010 POSITIVE FACTS BELIEF NEGATIVE STADIA VAN VERTROUWEN TRUST Still … TRUST Until … SUSPICIOUS Until … SUSPICIOUS Still …
24. Belastingdienst - Johan de Veer – 2010 PYGMALION EFFECT We have Expections of others Which we communicate by many signals ‘Others’ react (behavior/results) Our “Expectation” is met (“I knew it”) “That’s How We Like It” ?!
34. B/CKC Advies - Johan de Veer – 2008 ARE WE REALLY: Rational? Selfinterested? Attaining goals at minimum cost? We prefer avoiding losses to acquiring gains We donate money to good causes and do community work for free We choose an expensive article because we get a ‘free gift’ We can’t decide between ‘small’ short-term goals and ‘big’ long-term goals We pay taxes (we don’t love it, but we do)
35. B/CKC Advies - Johan de Veer – 2008 BEHAVIORAL ECONOMIC MAN
41. Belastingdienst - Johan de Veer – 2010 http://www.unconsciouslab.com/ http://mind333.wordpress.com/ http://www.gladwell.com/blink/
42. B/CKC Advies - Johan de Veer – 2008 Priming “everyday sights, smells and sounds can selectively activate goals or motives that people already have ”
45. Belastingdienst - Johan de Veer – 2010 The feel of it Students who held a cup of iced coffee rated a hypothetical person they later read about as being much colder, less social and more selfish than did their fellow students, who had held a cup of hot java.
46. Belastingdienst - Johan de Veer – 2010 The smell of it People tidy up more thoroughly when there’s a faint scent of lemon in the air
47. Belastingdienst - Johan de Veer – 2010 It’s what you see People become more conforming when they watch foto’s of accountants
48. Belastingdienst - Johan de Veer – 2010 It’s what you see People become more competitive if there’s a briefcase in sight
49. Belastingdienst - Johan de Veer – 2010 What’s in a word? People are more cooperative if they glimpse words like “dependable” and “support”. People become more rude when reading words like “impatience”, “fight” and “agression”.
50. Belastingdienst - Johan de Veer – 2010 Solomon Asch, Conformity experiments, 1951 Control 3%, Experiment 36%, 75% <1
51. Belastingdienst - Johan de Veer – 2010 It’s where and what you eat "exposure to fast food and related symbols reinforces an emphasis on impatience and instant gratification and that fast food can have a far broader impact on individuals' behaviors and choices than previously thought.“
56. “Each urinal at the Amsterdam airport has the black outline of a fly etched into the porcelain-”This improves the man’s aim,” says Aad Kieboom, an economist. His staff conducted fly-in-urinal trials and found that etchings reduce spillage by 80 per cent. The Dutch will transfer the technology to New York. “It gives a guy something to think about,” says Jan Jansen, the new Dutch general manager in New York. “It’s a perfect example of process control.”
61. Belastingdienst - Johan de Veer – 2010 Monitoring Style DISTRUST Control & Sanctions TRUST Information & Education BEHAVIOR TRUSTWORTHY Good Intentions NOT TO BE TRUSTED Bad Intentions Too Hard Too Soft
68. Belastingdienst - Johan de Veer – 2010 Monitoring Style DISTRUST Control & Sanctions TRUST Information/Education 10 % 90 % 9% 81% TRUSTWORTHY Good Intentions 90% Too Hard Behavioral Style 9% 1% NOT TO BE TRUSTED Bad Intentions 10% Too Soft 100% +18% 90% 0% 10% 0%
69. Belastingdienst - Johan de Veer – 2010 Gametip 1-5 ‘Until’ … Start with Trust Know the ‘Baserate’ Collect and use ‘Intelligence’ Use your ‘intuition’ Stay smart! Don’t get fooled! Information Knowledge & Experience
70. Belastingdienst - Johan de Veer – 2010 Be Nice, Positive, Appreciative Use the ‘others’ (Conformity / Norm) Make it Fun Use rewards more and first Use punishment less and at last
