Full PowerPoint Download Link (slide deck contains notes with full references): https://1drv.ms/p/s!Algw2-ojrLE8y30Denn8p68m2FaQ
Association of Change Management Professionals (ACMP) Pacific Northwest Chapter - 29th November 2017 public session.
We know that there is often a huge disparity between what people intend to do and what they actually do.
Standard economic theory assumes that people are rational, act based on full information, and always maximize utility, yet why then do most people struggle to save for their futures, exercise more, or pursue healthier diets? Research shows that in fact humans are actually irrational beings, that are heavily influenced by their peers, and make decisions based on heuristics due to increasing limitations on their time and attention.
Based on the disciplines of psychology, data analytics, cognitive science, behavioral economics, and anthropology, behavioral insights can be applied to successful change management interventions and more importantly, using methods drawn from experimental psychology, neuromarketing, and healthcare randomized control trials, can measure and provide real evidence of success or failure of those interventions.
This partnering of neuroscience and change management, in effect NeuroChange, presents new and exciting ways to engage audiences, reduce resistance, realize benefits, and ultimately increase return on investment. This session will use real examples from industry and Microsoft customers, and show you how nudges can be used to change user behavior. It will also include pointers to follow up reading and additional webinars for additional professional development in this area.
A talk about how to design products and communications that help change user behavior (for good). It's based on the 2nd edition of Designing for Behavior Change, and covers the common approach that many applied behavioral scientists roughly follow, under a variety of names. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
A talk I first gave for the Data Science Milan group, on how to combine lessons from behavioral science with data science. It's based on the 2nd edition of Designing for Behavior Change. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
An Introduction to Applied Behavioral Science, for Project ManagersStephen Wendel
A talk I gave for the Future of Work group, on how to apply behavioral science to project management and product development. It's based on the 2nd edition of Designing for Behavior Change. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
Is it enough to design for a great patient experience, improved health outcomes, and overall cost reductions in health care? While incentives may soon change, the idea of data-driven solutions to improve health care is not a new one. Yet why have technological solutions so frequently fail on all three of the triple aims? We need to be able to ask deeper questions, and experiment with more humanistic approaches.
Looking at specific interaction examples from incumbents and startups in health tech, I will contrast the current approaches for data-driven solution development, and how they fall short at the moment of interaction. Incumbents deploy top down approaches that comply with regulation, and meet the needs of payers and providers, but famously fail to deliver engaging patient and practitioner experiences. New entrants want to disrupt the entire system, but often struggle to understand deep unmet patient needs, and how to demonstrate evidence-based outcomes.
For each solution born onto the health tech scene, can we ask: Are patient’s lives enhanced by the addition of data? Do doctors become more wise? Do nurses feel more empowered? Do spouses know how to effectively intervene? Do adult children of aging parents get more time in their overly stretched days? And do these collective interactions actually result in improved population health?
This talk will outline an approach to design for a higher aim and enhance the lives of everyone who seeks care from the health care system.
You are the ultimate data wrangler. The polyglot master of python and R. You know all about the differences of linear versus logistic regression. You know when to use a dimensionality reduction algorithm and when to use a neural net. You have petabytes of data taking structural-form at your command, and you have the R-squared score to prove it!
But all of your data wrangling and number crunching won't matter if the decision makers ignore your data.
The tools to communicate the message in your data are simple, yet they can be a hard to learn. So, let’s talk about the five critical communication tools you need to master "The Art of Speaking Data."
A talk about how to design products and communications that help change user behavior (for good). It's based on the 2nd edition of Designing for Behavior Change, and covers the common approach that many applied behavioral scientists roughly follow, under a variety of names. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
A talk I first gave for the Data Science Milan group, on how to combine lessons from behavioral science with data science. It's based on the 2nd edition of Designing for Behavior Change. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
An Introduction to Applied Behavioral Science, for Project ManagersStephen Wendel
A talk I gave for the Future of Work group, on how to apply behavioral science to project management and product development. It's based on the 2nd edition of Designing for Behavior Change. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
Is it enough to design for a great patient experience, improved health outcomes, and overall cost reductions in health care? While incentives may soon change, the idea of data-driven solutions to improve health care is not a new one. Yet why have technological solutions so frequently fail on all three of the triple aims? We need to be able to ask deeper questions, and experiment with more humanistic approaches.
Looking at specific interaction examples from incumbents and startups in health tech, I will contrast the current approaches for data-driven solution development, and how they fall short at the moment of interaction. Incumbents deploy top down approaches that comply with regulation, and meet the needs of payers and providers, but famously fail to deliver engaging patient and practitioner experiences. New entrants want to disrupt the entire system, but often struggle to understand deep unmet patient needs, and how to demonstrate evidence-based outcomes.
For each solution born onto the health tech scene, can we ask: Are patient’s lives enhanced by the addition of data? Do doctors become more wise? Do nurses feel more empowered? Do spouses know how to effectively intervene? Do adult children of aging parents get more time in their overly stretched days? And do these collective interactions actually result in improved population health?
This talk will outline an approach to design for a higher aim and enhance the lives of everyone who seeks care from the health care system.
You are the ultimate data wrangler. The polyglot master of python and R. You know all about the differences of linear versus logistic regression. You know when to use a dimensionality reduction algorithm and when to use a neural net. You have petabytes of data taking structural-form at your command, and you have the R-squared score to prove it!
But all of your data wrangling and number crunching won't matter if the decision makers ignore your data.
The tools to communicate the message in your data are simple, yet they can be a hard to learn. So, let’s talk about the five critical communication tools you need to master "The Art of Speaking Data."
COMPISSUES08 - Credibility of TechnologyMichael Heron
A presentation introducing students to the concept of credibility as a cornerstone of captology. Non-technical, and suitable for use in a 'soft skills' module.
We love Superheroes. But Dan Heath’s Upstream is about putting Superheroes out of business. It is about the mindset and efforts required to prevent problems; it’s about systems thinking and moving upstream - making interventions there - to attain massive long-term good.
Measuring Risk - What Doesn’t Work and What DoesJody Keyser
The topics for this webinar include:
The Problem – Why your method may be a “management placebo” and why that is the biggest risk you have Problems that many methods ignore – and problems some methods introduce What Does Work – Studies reveal some methods show consistent, measurable improvements on the forecasts and decisions of managers
Examples of Real Improvements
Overview of Applied Information Economics (AIE) Process Common Objections to quantitative methods and the misconceptions behind them
Questions & Answers
Algorithmic Fairness: A Brief IntroductionAnthonyMelson
A two-part guest lecture originally given at University of Missouri St. Louis. This brief introduction focuses on the origin and scope of recent research and debate in algorithmic fairness (a sub-set of AI Ethics) at a high level that does not require expertise in machine learning or programming.
Provides a basic overview automated decision systems and recent attempts to guarantee their allocations are fair. It then examines 4 key papers in the field that suggest that this cannot be guaranteed and offers a brief sketch of a different direction.
This is from a talk I gave at the Madison Health Tech Meetup on 5/17/12 about my experiences in the healthcare startup accelerator Blueprint Health and my top take aways from the mentors.
The Social Side of Behavioural EconomicsDavid Perrott
Understanding how deeply hardwired our brains are to be social gives us a better understand of how we make judgments and decisions, creating the right foundation for new forms of communication and design.
Behaviour change massey presentation v3Michael Field
This is a conference presentation I did on behavioural change for the Massey University Sustainability Conference. Worked on the conference paper and presented with Joanne Tunna. Looks at how we drive positive behavioural change, including the common mistakes, cognitive dissonance etc.
Communication For Change: A Short Guide to Social and Behavior Change (SBCC) ...CChangeProgram
Many theories and models have been used to guide health and development communication work . This PowerPoint presentation provides more detailed background on the theories and models leading to Social and Behavior Change Communication (SBCC).
Behavioural economics (and beyond: a presentation to Which? magazineJames Caig
A presentation to Which? magazine covering the main ideas behind Behavioural Economics and the way advertisers are using it. The deck also touches on how the theory fits with current government thinking, and how technology is helping brands apply nudge theory even more easily
COMPISSUES08 - Credibility of TechnologyMichael Heron
A presentation introducing students to the concept of credibility as a cornerstone of captology. Non-technical, and suitable for use in a 'soft skills' module.
We love Superheroes. But Dan Heath’s Upstream is about putting Superheroes out of business. It is about the mindset and efforts required to prevent problems; it’s about systems thinking and moving upstream - making interventions there - to attain massive long-term good.
Measuring Risk - What Doesn’t Work and What DoesJody Keyser
The topics for this webinar include:
The Problem – Why your method may be a “management placebo” and why that is the biggest risk you have Problems that many methods ignore – and problems some methods introduce What Does Work – Studies reveal some methods show consistent, measurable improvements on the forecasts and decisions of managers
Examples of Real Improvements
Overview of Applied Information Economics (AIE) Process Common Objections to quantitative methods and the misconceptions behind them
Questions & Answers
Algorithmic Fairness: A Brief IntroductionAnthonyMelson
A two-part guest lecture originally given at University of Missouri St. Louis. This brief introduction focuses on the origin and scope of recent research and debate in algorithmic fairness (a sub-set of AI Ethics) at a high level that does not require expertise in machine learning or programming.
Provides a basic overview automated decision systems and recent attempts to guarantee their allocations are fair. It then examines 4 key papers in the field that suggest that this cannot be guaranteed and offers a brief sketch of a different direction.
This is from a talk I gave at the Madison Health Tech Meetup on 5/17/12 about my experiences in the healthcare startup accelerator Blueprint Health and my top take aways from the mentors.
The Social Side of Behavioural EconomicsDavid Perrott
Understanding how deeply hardwired our brains are to be social gives us a better understand of how we make judgments and decisions, creating the right foundation for new forms of communication and design.
Behaviour change massey presentation v3Michael Field
This is a conference presentation I did on behavioural change for the Massey University Sustainability Conference. Worked on the conference paper and presented with Joanne Tunna. Looks at how we drive positive behavioural change, including the common mistakes, cognitive dissonance etc.
Communication For Change: A Short Guide to Social and Behavior Change (SBCC) ...CChangeProgram
Many theories and models have been used to guide health and development communication work . This PowerPoint presentation provides more detailed background on the theories and models leading to Social and Behavior Change Communication (SBCC).
Behavioural economics (and beyond: a presentation to Which? magazineJames Caig
A presentation to Which? magazine covering the main ideas behind Behavioural Economics and the way advertisers are using it. The deck also touches on how the theory fits with current government thinking, and how technology is helping brands apply nudge theory even more easily
HAS 22 Day 2: Healthcare Analytics’ Biggest Party Wraps UpHealth Catalyst
Day 1 of HAS 22 may have looked like a hard act to follow, but Day 2 did not disappoint! From early risers for the fun run/walk to a full day of keynotes, featured speakers, breakout sessions, and more, summit attendees learned new ways to look at data and analytics, how we relate to information and each other, and new perspectives for making the healthcare ecosystem–and world at large–a better place.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
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This discussion, covened by the Dubai Future Foundation, focusses on identifying the significance of the concept of well-being for social-science and policy; and the opportunities to measure it at scale.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
17. In an experiment, US business students were asked
if they would pay the last 2 digits of their social
security numbers for each of several items (e.g. 34
= $34).
Next, each bid the maximum amount they would
be willing to pay for each item.
Did the initial anchor amount influence each
student’s ultimate bids?
18. “Although students were reminded that the social
security number is a random quantity conveying no
information, those who happened to have high social
security numbers were willing to pay much more for
the products.”
Ariely, D. (MIT), Lowenstein, G. (Carnegie Mellon), & Prelec, D. (MIT), 2006, Tom Sawyer and the construction
of value. Journal of Economic Behavior & Organization, 1-10.
19. Ariely, D. (MIT), Lowenstein, G. (Carnegie Mellon), & Prelec, D. (MIT), 2006, Tom Sawyer and the construction
of value. Journal of Economic Behavior & Organization, 1-10.
Experiment #1:
Business students were told their professor would be doing
a 15-minute poetry reading.
Half were asked if they would be willing to pay $2 to attend
and half were asked if they would be willing to attend if
they were paid $2.
After answering, students were then told that the poetry
reading would be free and were asked if they wanted to
attend.
Question:
Would the initial anchoring of the experience’s value affect
who would attend for free?
20.
21.
22. Ariely, D. (MIT), Lowenstein, G. (Carnegie Mellon), & Prelec, D. (MIT), 2006, Tom Sawyer and the construction
of value. Journal of Economic Behavior & Organization, 1-10.
Experiment #2:
Now the professor first read poetry for 1 minute so that
students actually experienced it.
Then one group was asked if they would be willing to pay to
attend, the other group if they would be willing to attend if
paid.
Question:
Would the anchoring effect go away when people were
allowed to sample the experience first?
26. System 1
Fast thinking / Automatic
intuitive, effortless
2x2
Taking your daily commute
System 2
Slow thinking / Reflective
deliberate, analytic, effortful
24x17
Planning a trip overseas
“It turns out that the environmental effects on behavior are
a lot stronger than most people expect”
Daniel Kahneman, Nobel Laureate
We need to think differently about behaviour
We tend to
design things
here that assume
rational behavior
Behavior when
people have
imperfect
information, time
pressure, stress, or
information
overload
29. Behavioral Insights are empirical findings about human behavior that can be
used to make something more effective.
People can be unpredictable, so we are interested in insights
that have been tested and shown to be effective
We do not focus on what changes
attitudes or beliefs Insights should be useful and practical
40. 10%
15%
18%
27%
Control + Claimant
Name
+ Advisor
Name
+ Reciprocity
Highest performing text
(‘+Reciprocity’)
% of job seekers turning up to the Jobcentre
Total number of SMS sent =
42. How do we find out what works?
We don’t need to find out: we’re
experts and we already know the
answer
Results can be surprising, and even if we’re
right about the direction, what is the effect
size?
Interviews, surveys and focus
groups
Are participants telling the truth? Do they
really know what they want, and how their
behaviour will change in a new situation?
Apply the intervention and
measure before and after
How do we know other factors didn’t play a
part? What if an improvement would have
happened anyway?
How do we know that the groups aren’t
also different in other important ways?
Compare different individuals,
groups or areas
50. Do Change Managers really need to run trials?
Intuitive…
… but worse than useless
A review of 7 Randomized Control Trials found:
After Scared Straight = 34% go on to commit crime
Control group = 27%
…do not over-emphasize the prevalence of
undesirable behavior
51. Timely: Encouraging charitable giving in wills
• UK Estate Planning (Will Writing) Service by Phone
• Customers randomly assigned to a will-writer
• 3 possible telephone scripts
5.0%
10.4%
15.4%
Control (No Ask) Just Ask Social Passion Ask
Average donation in
‘Social Passion Ask’
group is 2x ‘Control’
or ‘Just Ask’
“Would you like to leave
any money to charity in
your will?”
“Many of our customers
like to leave money to
charity in their will. Are
there any causes you’re
passionate about?”
53. EAST Framework
EASY
Make it Easy
•Harness the power of
defaults
•Reduce the “hassle
factor” of taking up a
service
•Simplify messages
ATTRACTIVE
Make it Attractive
•Attract attention
•Design rewards and
sanctions for maximum
effect
SOCIAL
Make it Social
•Show that most people
perform the desired
behavior
•Use the power of
networks
•Encourage people to
make a commitment to
others
TIMELY
Make it Timely
•Prompt people when
they are likely to be
most receptive
•Consider the immediate
costs and benefits
•Help people plan their
response to events
54. Use Agile Sprints
Define the
outcome
01
Understand
the context
02
Build your
intervention
03
Test, learn,
adapt
04
59. Predictably Irrational: The Hidden
Forces That Shape Our Decisions
(2008; Dan Ariely)
Nudge: Improving Decisions About
Health, Wealth, and Happiness (2008;
Richard H. Thaler and Cass R. Sunstein)
Inside the Nudge Unit: How small
changes can make a big difference
(2015; David Halpern)
EAST: Four Simple Ways to
Apply Behavioural Insights
(2014; The Behavioural Insights
Team)
Influence: The Psychology of
Persuasion (1984; Robert B.
Cialdini)
Blink: The Power of Thinking
Without Thinking (2005;
Malcolm Gladwell)
Thinking, Fast and Slow
(2011; Daniel Kahneman)
The Ethics of Influence: Government in
the Age of Behavioral Science (2016;
Cass R. Sunstein)
60. ACMP Continued Professional Development
Leading NeuroChange – How
Microsoft Uses Brain Science to NOT
Talk About Technology
• Jo Grubb – August 2017 ACMP online webinar
• Sophie Velzian – November 2017 ACMP
Europe conference
Do the behavioral change
management interventions we make
actually make any difference, or is it
possible they might actually make
things worse?
• ACMP Global Conference (March 2018) –
Masterclass – Alistair Lowe-Norris and Donal
Higgins
61. Final Thoughts
• Behavioral Insights are empirical findings about human behavior that can
be used to make something more effective
• Human behavior is irrational so don’t just plan for rational behavior
• Irrational behavior can be nudged
• Nudge theory is based on Nobel Prize-winning work and many practical
trials
• There are frameworks you can use – BIT EAST is a good one to start with
• Run trials with a control
• Use Agile Sprints not Waterfall
https://www.linkedin.com/in/alistaln/
Formal acknowledgement that the first version of this presentation came from an internal delivery to Microsoft by Donal Higgins: https://www.linkedin.com/in/donalhiggins2016/
Formal acknowledgement to Dr. Russell James III, Texas Tech University for his Anchoring slides, I’m using here as examples of Neuromarketing: https://www.slideshare.net/rnja8c/anchoring-and-adjustment-in-behavioral-economics
We want to start with an idea that we’ll come back to right at the end. Our change management interventions can be a double-edged sword. How can you know for sure whether the intervention you’re making was the best one to make? How do you know that doing that intervention was better than having done nothing?
40 Boulevard des Canuts, Lyon, Auvergne-Rhône-Alpes (this is Mur des Canuts or Wall of the Canuts – where Canut was the nickname for a silk worker)
https://www.francetoday.com/travel/the-murals-of-lyon/
Gilbert Coudène is the mural artist and Director of Cité Création. Along with Berlin, Lyon is the European capital of mural paintings with over 60 murals, and is one of the top five cities in the world in terms of the amount of murals.
Behavioural insights help us understand how people make decisions in everyday life, and often this does not reflect the rational, self-interested decision makers described in standard economics textbooks.
In other words we’re human – we have limited attention, limited bandwidth, limited self-control, and are heavily influenced by what others do.
Formal acknowledgement to Dr. Russell James III, Texas Tech University for his Anchoring slides in this section, I’m using here as examples of Neuromarketing: https://www.slideshare.net/rnja8c/anchoring-and-adjustment-in-behavioral-economics
Perhaps students were just using price as an estimate of unknown quality?
If we have a greater awareness of these biases, then we can create behaviorally informed approaches to cater for both systems
What our brains are good and bad at. You can illustrate what our brains are good and bad at with a piece of paper. First, try crumpling it into a ball and throwing it to a colleague. Chances are, they will catch it easily. This is despite the fact that it’s an incredibly complex calculation. The thrower has to calibrate the motion perfectly for the weight and the distance, while the catcher has to manage the even more complex task of judging the speed, size, weight and distance of the object, and then calibrate raising their hand to exactly the right point in space and grasping the paper at exactly the right moment. But if you ask them how they did it, they’ll probably just shrug their shoulders and say ‘I just caught it’. It’s an everyday illustration of what our ‘fast’ or automatic brain can do, and though there’s not a machine on the planet that can yet replicate that casual throw and catch, we think nothing of it.
Halpern, David. Inside the Nudge Unit: How small changes can make a big difference (Kindle Locations 462-469). Ebury Publishing. Kindle Edition.
If we purely look at the definition, behavioural insight/science comes down to systematically analysing and investigating behaviour. As you can already hear, this is a very broad definition and this is just a subset of all the subjects that come into play.
Microsoft has been doing systematic behavioural analysis in some major subject areas, and using various frameworks for building theories.
https://en.wikipedia.org/wiki/Richard_Thaler
http://justacarguy.blogspot.com/2014/10/dead-mans-curve-update-vintage-post.html
https://en.wikipedia.org/wiki/County_Road_492_(Marquette_County,_Michigan)
Deadman’s curve in 1917
Sylvan Goldman – Shopping Cart
https://en.wikipedia.org/wiki/Sylvan_Goldman
Within one year, they were operating twenty-one Sun Grocery markets throughout the state. Within three years, they had fifty-five stores.
https://en.wikipedia.org/wiki/Nudge_theory
One of the most frequently cited examples of a nudge is the etching of the image of a housefly into the men's room urinals at Amsterdam's Schiphol Airport, which is intended to "improve the aim“.
Prescribing errors affect an estimated 50% of admissions in hospitals using paper-based prescription charts (Lewis et al. 2009). There are concerns that such forms lead to medication errors by hindering clear communication between professionals. For example, it may be impossible to distinguish between milligrams and micrograms when written out by hand in a hurry.
A study by Imperial College London, funded by the Behavioural Insights Team, sought to reduce these errors by redesigning forms to make them clearer and simpler (King et al. 2013). As the chart below shows, the microgram/milligram problem was addressed by creating distinct options that simply had to be circled. In simulation testing, the new charts were found to significantly improve correct dose entries, supporting information, and provision of contact information. If adopted more widely, improvements like these are likely to lead to reduced medical errors and better patient outcomes for little cost.
Prescribing errors affect an estimated 50% of admissions in hospitals using paper-based prescription charts (Lewis et al. 2009). There are concerns that such forms lead to medication errors by hindering clear communication between professionals. For example, it may be impossible to distinguish between milligrams and micrograms when written out by hand in a hurry.
A study by Imperial College London, funded by the Behavioural Insights Team, sought to reduce these errors by redesigning forms to make them clearer and simpler (King et al. 2013). As the chart below shows, the microgram/milligram problem was addressed by creating distinct options that simply had to be circled. In simulation testing, the new charts were found to significantly improve correct dose entries, supporting information, and provision of contact information. If adopted more widely, improvements like these are likely to lead to reduced medical errors and better patient outcomes for little cost.
Expertise in an area does not necessarily make one good at predicting outcomes - See the work of Philip Tetlock and Dan Gardner on Superforecasting for this: https://en.wikipedia.org/wiki/Superforecasting
Interview and surveys – People’s responses in surveys are often at odds with their behavior – See Behavioral Insight Team’s counting calories report: http://www.behaviouralinsights.co.uk/health/counting-calories-a-new-report-from-bit-on-the-problems-with-official-statistics-on-calorie-intake-and-how-they-can-be-solved/
Before and after – Subject to the post-hoc fallacy (Post Hoc Ergo Propter Hoc), just because the result followed my intervention it must have been caused by it: https://en.wikipedia.org/wiki/Post_hoc_ergo_propter_hoc
Clearly there may be important differences between groups/areas. However, as we will see later, there are some methods that can overcome this problem.
When people renew their car tax online, they receive a message asking if they want to join the organ donor register. For one month, eight different messages were introduced to encourage sign up, and visitors were randomly allocated to each. Since over 1 million people visited the site during the month, this represented one of the largest randomized controlled trials in the public sector.
This trial was essentially an A/B test. This is a really nice example of an individually randomized experiment since we know that people independent of one another and are not going to have a repeated interaction with the website (they won’t be paying their road tax for another year).
The most successful variant asked "If you needed an organ transplant, would you have one? If so, please help others'", which has been estimated to add around 100,000 extra organ donors per year relative to the control.
Most change managers believe that “people” would be the right answer. This goes to show that you can’t be sure, without testing (and testing against a control where you do nothing, or do a default choice), whether the intervention you’re going to make is more likely to be better than having done nothing in the first place.
1. Scared Straight: The Campbell Review
Young offenders visit inmates, observe first-hand prison life
Rolled out to 30 jurisdictions in the US then UK, Germany, Canada…
https://campbellcollaboration.org/library/juvenile-delinquency-scared-straight-etc-programmes.html
https://campbellcollaboration.org/media/k2/attachments/Scared_Straight_R.pdf
2. Border Control Officers who sold passports illegally were made an example of. Other officers wondered how much they could make selling passports…
3. For several decades, adults with severe head injury were treated using steroid injections. This made perfect sense in principle: steroids reduce swelling, and it was believed that swelling inside the skull killed people with head injuries, by crushing their brain. However, these assumptions were not subject to proper tests for some time. Then, a decade ago, this assumption was tested in a randomised trial. The study was controversial, and many opposed it, because they thought they already knew that steroids were effective. In fact, when the results were published in 2005, they showed that people receiving steroid injections were more likely to die: this routine treatment had been killing people, and in large numbers, because head injuries are so common.
These results were so extreme that the trial had to be stopped early, to avoid any additional harm being caused. This is a particularly dramatic example of why fair tests of new and existing interventions are important: without them, we can inflict harm unintentionally, without ever knowing it; and when new interventions become common practice without good evidence, then there can be resistance to testing them in the future.
N = 10,008 adults
6 months later – risk of death higher (26% by 22%); risk of death or severe disability (38% by 36%)
http://www.cochrane.org/CD000196/INJ_corticosteroids-to-treat-brain-injury
https://www.news-medical.net/news/2005/01/24/7457.aspx
https://en.wikipedia.org/wiki/Behavioural_Insights_Team
http://www.behaviouralinsights.co.uk/publications/east-four-simple-ways-to-apply-behavioural-insights/
Note the title refers to the need to not follow a long “waterfall” approach and instead try and move towards more “Agile” change management. The idea of Agile comes from software development and the use of smaller sprints rather than months-and-months of following a monolithic traditional change management process. There are lots of developments in this field you can review around agile. See here for a start: https://www.linkedin.com/pulse/agile-considerations-change-management-projects-alistair-lowe-norris/
Screenshot of Yammer – part of Microsoft’s Office 365 service – that provides an enterprise social networking service used for private communication within organizations.
https://products.office.com/en-us/yammer/yammer-overview
Example of use of EAST on a Microsoft engagement
Example of results of nudging behavior
Influence: The Psychology of Persuasion (1984; Robert B. Cialdini)
Blink: The Power of Thinking Without Thinking (2005; Malcolm Gladwell
Nudge: Improving Decisions About Health, Wealth, and Happiness (2008; Richard H. Thaler and Cass R. Sunstein)
Predictably Irrational: The Hidden Forces That Shape Our Decisions (2008; Dan Ariely)
Thinking, Fast and Slow (2011; Daniel Kahneman)
EAST: Four Simple Ways to Apply Behavioural Insights (2014; The Behavioural Insights Team)
Inside the Nudge Unit: How small changes can make a big difference (2015; David Halpern)
The Ethics of Influence: Government in the Age of Behavioral Science (2016; Cass R. Sunstein)
Additional public talks and sessions by Microsoft team members:
http://www.acmpglobal.org/page/member_webinars
http://www.acmpconference.com/europe/Program/Full-Program
http://www.acmpconference.com/cm2018/Program/Full-Program
Lots more to review here on your own if you’d like: https://en.wikipedia.org/wiki/Behavioural_change_theories
So back to the original thought of our interventions being a double-edged sword. How can you know for sure whether the intervention you’re making was the best one to make, and how do you know that doing that intervention was better than having done nothing. Now you have a framework to think that approach through together with Randomized Controlled Trials can really help your change management produce better results.
