How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.

1. Behavioural Principles for Learning
Principle Description Action to help learning
Messenger We are heavily influenced by who
communicates information
Create ways for their direct
colleague to share how the
activity helped them
Create ways for their
manager to communicate
the need
Incentives Our responses to incentives are
shaped by predictable mental
shortcuts such as strongly avoiding
losses
Show people how much
time and how many
resources each learning
activity will take
Norms We are strongly influenced by what
others do
Show how other people
have used the learning
Defaults We "go with the flow" of pre-set
options
Encourage other people to
share how they've used the
learning
Suggest specific
frameworks and methods
for people to develop their
behaviours
Salience Our attention is drawn to what is
novel and seems relevant to us
Use different ways to
communicate to different
learning styles
Priming Our acts are often influenced by
sub-conscious cues
Use language evoking the
behaviours
Create situational cues and
cultural probes to reinforce
learning
Affect Our emotional associations can
powerfully shape our actions
Commitments We seek to be consistent with our
public promises, and reciprocate
acts
Get people to share their
commitment publicly
through Yammer, email or
in 1:1 or team meetings
Ego We act in ways that make us feel
better about ourselves
Get people to share what
they've learnt and how it
improved their performance
EAST: Ways to produce behavioural insights
Make it easy Reduce the ‘hassle factor’ of
taking up an action. The effort
required to perform an action often
Produce specific templates
to apply these methods

2. puts people off. Reducing the effort
required can increase uptake or
response rates.
Making the message clear often
results in a significant increase in
response rates to communications.
In particular, it’s useful to identify
how a complex goal can be broken
down into simpler, easier actions.
Show links between their
behaviour, the impact and
the improved performance
Show links between the
method, the behaviour and
the framework
Show links between the
behaviour and the
community outcomes
Make it
attractive
We are more likely to do something
that our attention is drawn towards.
Ways of doing this include the use
of images, colour or
personalisation.
Design rewards and sanctions
for maximum effect. Financial
incentives are often highly
effective, but alternative incentive
designs — such as lotteries — also
work well and often cost less.
Use diagrams, icons and
design patterns to describe
process
Use extrinsic and intrinsic
motivations from Staff
Survey
Get people to use
volunteering days to work
shadow community group
Make it social Describing what most people do in
a particular situation encourages
others to do the same. Similarly,
policy makers should be wary of
inadvertently reinforcing a
problematic behaviour by
emphasising its high prevalence.
Use the power of networks. We
are embedded in a network of
social relationships, and those we
come into contact with shape our
actions. Governments can foster
networks to enable collective
action, provide mutual support, and
encourage behaviours to spread
peer-to-peer.
Show how other people
have used the learning
using videos
Encourage other people to
share how they've used the
learning
Create ways for people to
share their learning
Get people to immerse
themselves and see how
others are learning
Make it timely Prompt people when they are
likely to be most receptive. The
same offer made at different times
can have drastically different levels
of success. Behaviour is generally
easier to change when habits are
already disrupted, such as around
major life events.
Promote when people need
to write their personal
development plans and
appraisals

3. Consider the immediate costs
and benefits. We are more
influenced by costs and benefits
that take effect immediately than
those delivered later. Policy
makers should consider whether
the immediate costs or benefits
can be adjusted (even slightly),
given that they are so influential.
Help people plan their response
to events. There is a substantial
gap between intentions and actual
behaviour. A proven solution is to
prompt people to identify the
barriers to action, and develop a
specific plan to address them.
Show people how much
time and how many
resources each learning
activity will take
Get people to think about
what might make it difficult
for them to complete the
learning activity