![Define the Behavioral Problem
By helping sedentary white-collar workers to start going to the gym,
we will cause them to have less joint pain (<50% incidences of PT & doctors visits).
By helping [actor] [start / stop] doing [describe action], we will cause [outcome].
24](https://image.slidesharecdn.com/wendelsfluxv2sw-200723024458/75/A-Blueprint-for-Behavioral-Design-24-2048.jpg)
Uploaded byStephen Wendel
A Blueprint for Behavioral Design
The document discusses a blueprint for applying behavioral science to design interventions that help bridge the gap between intentions and actions. It outlines the steps involved in defining problems, exploring contexts, crafting interventions, and evaluating impacts, while emphasizing ethical considerations in behavioral design. Additionally, it presents survey results from behavioral teams across various countries and suggests methods to ensure ethical practices in behavioral science.
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A Blueprint for Behavioral Design
- 1. ©2020 Morningstar, Inc.All rights reserved. A Blueprint for Behavioral Design Steve Wendel Head of Behavioral Science at Morningstar Author of Designing for Behavior Change @sawendel
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- 4. 1. BeSci ComplementsDesign 2. DECIDE: A Blueprint 3. How Do We Stay Ethical? 4. Q&A Where we’re going 4
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- 7. People often facea gap, between their intentions and their actions
- 8. Our users facethat gap with our products as well 8
- 9. An understanding ofhow people decide & act What is behavioral science? Tools to potentially help people do better Rigorous testing to find results 9
- 10. Behavioral teams aroundthe world Results from the Behavioral Teams Survey: www.behavioralteams.com United States 41.3% United Kingdom 14.6% Netherlands 5.7% Australia 4.6% Canada 3.4% India 3.4% France 2.1% … … Armenia 0.2% Macedonia 0.2% Cambodia 0.2% Monaco 0.2%
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- 14. Example from Mexico: Company (Withmention of IMEC)
- 16. 1. BeSci ComplementsDesign 2. DECIDE: A Blueprint 3. How do we stay ethical? 4. Q&A What’s Next 16
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- 19. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps DECIDE: A Blueprint for Applied Behavioral Science 19
- 20. A Behavioral Brief Hypothesesfor behavior change A behavioral plan of micro-behaviors A framework to diagnose obstacles (CREATE) A set of experimentally field tested interventions to start or stop a behavior Ethical guidelines and techniques to remove self-deception Randomized Control Trials to rigorously measure impact Decision-making tools to avoid the obvious Define the Problem Explore the Context Craft the Intervention Implement the Solution Determine the Impact Evaluate Next Steps Behavioral science informs the tools we use along the way 20
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- 23. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps First up: Define the Problem DECIDE: A Blueprint for applied behavioral science 23
- 24. Define the BehavioralProblem By helping sedentary white-collar workers to start going to the gym, we will cause them to have less joint pain (<50% incidences of PT & doctors visits). By helping [actor] [start / stop] doing [describe action], we will cause [outcome]. 24
- 25. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps Next Up: Explore the Context DECIDE: A Blueprint for applied behavioral science 25
- 26. A Behavioral plan Doqual & quant research to map out the status quo & the micro-behaviors from there to action. And see if your users can take action at each step. 26
- 27. What happens between sittingat home and going to the gym? 27
- 28. The diagnosis Where alongthe plan, and why, wouldn’t people take action? 28
- 29. What’s required forsomeone to take action? 29
- 30. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps Next Up: Craft the Intervention DECIDE: A Blueprint for applied behavioral science 30
- 31. The intervention should matchthe problem
- 32. Cue What would cueyour users to think about taking action, in a specific moment? 32
- 33. When should youcommunicate with people? 10:30am Saturday 5:00pm Saturday 10:30am Sunday 5:00pm Sunday 11:00am Thursday 10:30am Thursday 10:30am Friday 8:00am Friday 33
- 34. 10:30am Saturday 5:00pmSaturday 10:30am Sunday 5:00pm Sunday 11:00am Thursday 10:30am Thursday 10:30am Friday 8:00am Friday 6.4% clicked 7.2% clicked4.7% clicked 5.7% clicked 4.1% clicked 5% clicked4.5% clicked 5.9% clicked When they have time and attention to spare. 34
- 35. Reaction What emotional reactiondo they have, in that moment? 35
- 36. Make It NormalWith Peer Comparisons or Social Proof See Allcott (2011); Wendel and Balz (2015) 36
- 37. Evaluation What’s their evaluationof the costs and benefits? Does it seem worthwhile to do? 37
- 39. Original System 1: “Yeah,this is something I can safely ignore” 39
- 40. New Version Change theform to encourage people to make a deliverable choice Allow them to select the materials that they value, giving them control 40
- 41. Ability Do they thinkthey’ll succeed? Timing Is it urgent right now? Experience Have they had negative experiences in the past?41
- 42. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps And now you’re ready to build... DECIDE: A Blueprint for applied behavioral science 42
- 43. 1. BeSci ComplementsDesign 2. DECIDE: A Blueprint 3. How Do We Stay Ethical? 4. Q&A What’s Next 43
- 44. And we’ve earnedit. See: darkpatterns.org By Harry Brignull 44
- 45. A reckoning iscoming. According to the Norwegian watchdog, Google “tricks” people into sharing their location with the company, in ways that mean it does not really have their informed consent. The Consumer Council highlighted techniques including “hidden default settings,” “misleading information” about how collected data is used, repeated “nudging” to turn on the Location History feature, and users being forced to turn on location tracking if they want to use the Google Assistant.
- 47. We’re not thefirst to face these issues Based on Milton Glaser essay for designers: The Road to Hell
- 48. What Can BehavioralScience Add? Ethical behavior is contextual, just like everything else. 48
- 49. We can changeour ethical context. We can: • remove ambiguity (fudge factor) • institute independent review • setup clear feedback loops • set community norms and standards • make social commitments • …apply behavioral science to ourselves It’s not about a checklist or rules about what’s correct. The problem is our own intention-action gap: Good, well intentioned people, who fall into self-deception.
- 50. 1. BeSci ComplementsDesign 2. DECIDE: A Blueprint 3. How Do We Stay Ethical? 4. Q&A What’s Next 50
- 51. People often facea gap, between their intentions and their actions
- 52. Behavioral teams aroundthe world Results from the Behavioral Teams Survey: www.behavioralteams.com United States 41.3% United Kingdom 14.6% Netherlands 5.7% Australia 4.6% Canada 3.4% India 3.4% France 2.1% … … Armenia 0.2% Macedonia 0.2% Cambodia 0.2% Monaco 0.2%
- 53. Define the Problem Explore the Context Craftthe Intervention Implement the Solution Determine the Impact Evaluate Next Steps DECIDE: A Blueprint for Applied Behavioral Science 53
- 54. A range ofinterventions to address common problems
- 55. What Can BehavioralScience Add? Ethical behavior is contextual, just like everything else. 55
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