This document discusses design for behavioral change. It defines behavioral change as using perceptual and cognitive biases to design environments that will intentionally affect specific behaviors. It discusses using Lewin's formula of behavior being a function of person and environment factors (B=f(P,E)) to influence behavior. It provides examples of how to increase motivation and ability to perform behaviors and introduces triggers to cross the action line and enact behaviors. The document emphasizes the need to consider different personas, map customer journeys, and validate ideas to effectively design for behavioral change.

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Template presentation Innovation Day 2016CONFIDENTIAL
DESIGN FOR BEHAVIORAL CHANGE
David Pas
Coordinator DesignLab
david.pas@verhaert.com
TRACK 4: HUMAN TOUCH, YOUR TEAM & THE CUSTOMER

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DAVID PAS
A senior design manager with a strong focus on value driven
design, to create remarkable offerings for strong brands.
I’m driven by design thinking to generate ideas for new
products & services, but I do not like to end up with ideas that
don't work.
“to be leading in innovation is also about changing expectations &
perception of a concept. That's why I’m also looking for
meaningful tweaks, and not only for technological leaps”
coordinator DESIGNLAB

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BEHAVIOR = f(P,E)
FOR THE RIGHT PERSON ?
TOYS FOR BOYS …..BUT DO BOYS USE PARK-ASSIST?”
KAREL
KAREL’S NEW CAR
PARK ASSIST

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EXAMPLES OF BEHAVIORAL CHANGE
UNINTENDED

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DEFINITION
DESIGN FOR BEHAVIORAL CHANGE
USING PERCEPTUAL AND COGNITIVE BIASES TO
DESIGN ENVIRONMENTS THAT WILL
INTENTIONALLY AFFECT SPECIFIC BEHAVIOR
FORMULA
LEWIN’S EQUATION
PERSON
ENVIRONMENT
BEHAVIOR = ƒ(P,E)

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INTENTIONALLY DESIGNED TO AFFECT BEHAVIOR

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INTENTIONALLY….

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NOT INTENTIONALLY BEHAVIOR

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DIFFERENT LEVELS
UNFAMILIAR
PERMANENTONE TIME
FAMILIAR

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STUDY LOGIC
DESIGN
RESEARCH
UNDERSTANDING
BEHAVIOR
DESIGN
FOR BEHAVIOR
INFLUENCING
BEHAVIOR
INTERACTION
DESIGN
ENABLING
BEHAVIOR
IMPACT

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INTENDED ≠ WANTED
BEHAVIOR = f(P,E)
E for EMBARASSING ?

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WHY
ALTHOUGH IT’S NOT EASY

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TO CROSS THE CHASM
MIND THE GAPS BETWEEN DIFFERENT TYPES OF BUYERS
Innovators
2,5 %
Early Adopters
13,5 %
Early Majority
34 %
Late Majority
34 %
Laggards
16 %
Gaps : each group differs significantly from the previous one
THE CHASM
(Geoffrey Moore)

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INCREASE CUSTOMER LIFE TIME VALUE
INCREASING THE RETENTION RATE
DECREASING RETENTION COST

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THE ‘RESISTANCE’ IS THE CHALLENGE
USAGE
RESISTANCE
NOT COMPATIBLE WITH
EXISTING HABITS
RISK
RESISTANCE
FEELING OF
UNCERTAINTY
VALUE
RESISTANCE
PRICE/PERFORMANCE
IS DOUBTED
SOCIAL
RESISTANCE
PSYCHOLOGICAL OR
INDIVIDUAL

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DEALING WITH MENTAL MODELS AND HABITS
Vegetarian meat replacers often looks the same as
regular meat so that consumers can recognize it
and feel confident with it
REAL MEAT
LOOK-ALIKE

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MORE EMOTIONAL ENGAGEMENT = THE ULTIMATE BRAND LOYALTY
NEW BEHAVIOR CAN ENABLE AN ‘EMOTIONAL LOCK-IN’
FROM A BUSINESS PERSPECTIVE
MORE EMOTIONAL ENGAGEMENT
ENABLES YOUR ECOSYSTEM, AND
MAKES IT SUSTAINABLE : NOT ONLY
DEVICES BUT ALSO CONTEXT AND VICE
VERSA….

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HOW
THE RECIPES TO CHANGE BEHAVIOR

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THE LAW OF BEHAVIOR
THE VALUE OF ACTION

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SOME RULES
• ACTIONS WITH HIGHER VALUE ARE PREFERRED
• VALUES CHANGE OVER TIME AND CONTEXT
• IMMEDIATE REWARDS DOMINATE
THE LAW OF BEHAVIOR
VALUE of ACTION = (R-C)
REWARD
COST
KAREL :
“I HAVE A FEELING OF
DISCOMFORT.
AND IT’S RISKY TOO,
SO THAT’S WHY I TRY
THIS ONLY DURING
LUNCH AT THE
VERHAERT PARKING
LOT…”

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REWARDS
RECOGNITION
PLEASURE
COMFORT
GOOD EMOTIONS
THE LAW OF BEHAVIOR
COSTS
EFFORT
PAIN
DISCOMFORT
BAD EMOTIONS
EMBARRASSMENT
VALUE of ACTION = (R-C)
FOR KAREL :
TO TRY THE
PARKASSIST FOR THE
FIRST TIME IN A
FAMILIAR
ENVIRONMENT MAKES
THE ACTION LESS
EMBARRASSING

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WHAT DRIVES BEHAVIOR
MOTIVATION
ABILITY
TRIGGER
BEHAVIOR = ƒ(MAT)
FOR KAREL :
IT’S EASY TO DO, BUT
THE MOTIVATION IS
LOW BECAUSE OF
FEELINGS OF
DISCOMFORT.
CURIOSITY AND
GROUP PRESSURE
TRIGGERS HIM TO GO
TO ACTION
KAREL TAKES ACTION
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
ACTION LINE
TRIGGERS
succeed here
TRIGGERS
fail here
BEHAVIOR MODEL
(B.J. Fogg)

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DESIGN TO
INCREASE REWARD
DESIGN TO CHANGE BEHAVIOR
DESIGN TO
DECREASE COSTS
MORE RECOGNITION
MORE PLEASURE
MORE COMFORT
BETTER EMOTIONS
LESS EFFORT
LESS PAIN
LESS DISCOMFORT
BAD EMOTIONS
LESS EMBARRASSMENT
∆VALUE of ACTION =∆(R-C)

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1. THE MOTIVATION

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INCREASING MOTIVATION
MOTIVATION
ABILITY
TRIGGER
BEHAVIOR = ƒ(MAT)
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
ACTION LINE
TRIGGERS
succeed here
TRIGGERS
fail here
BEHAVIOR MODEL
(B.J. Fogg)

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MOTIVATORS #1 : HIERARCHY IN NEEDS
PHYSIOLOGICAL NEEDS
HUNGER, THIRST, SLEEP, ENERGY, WARMTH, REFRESHMENT,
FULFILLED, …
SAFETY NEEDS
HEALTH, STABILITY, CERTAINTY, NO SURPRISES, …
BELONGING NEEDS
SOCIAL CONTACT, COMMUNITY-FEELING, FRIENDSHIP, AFFECTION….
ESTEEM NEEDS
STATUS, DOMINANCE, SELF-RESPECT, RECOGNITION, ADMIRATION…
SELF - ACTUALIZATION
SELF-DEVELOPMENT, SELF-IMPROVING, CURIOSITY…
Maslow

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THE PYRAMID IS NOT STRAIGHT FORWARD
AGE AND SOCIAL CLASS
REGION/CULTURE

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MOTIVATORS #2 : THE COMPASS OF MOTIVATIONS
ENJOYMENT
desire to maximize the
pleasure I get out of life
CONVIVIALITY
desire to connect with others
BELONGING
desire to feel accepted and
supported by loved ones
SECURITY
desire to feel protected, safe,
secure and cared for
VITALITY
desire to be alive and kicking
and full of energy
POWER
desire for status and respect
and to feel important
RECOGNITION
desire to stand out from the
crowd
CONTROL
desire to control emotions
and feelings, to be cool and
calm

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MOTIVATION IN FUNCTION OF THE DURATION
Classified - Confidential
PERMANENTONE TIME
SPECIFIC
DURATION
OCCASIONALY DAILY

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2. THE ABILITY

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INCREASING ABILITY
MOTIVATION
ABILITY
TRIGGER
BEHAVIOR = ƒ(MAT)
PRINCIPLE
INCREASE SIMPLICITY
DECREASE LEARNING CURVE
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
ACTION LINE
TRIGGERS
succeed here
TRIGGERS
fail here
BEHAVIOR MODEL
(B.J. Fogg)

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ABILITY
BASICALLY
TRAIN PEOPLE VERSUS SIMPLICITY
KEY INSIGHT
SIMPLICITY IS A FUNCTION OF YOUR SCARCEST RESOURCE AT THAT MOMENT.
E.g. time as a resource : If you don’t have 10 minutes to spend, and the target behavior
requires 10 minutes, then it’s not simple.
SIMPLICITY= ƒ(SCARCE RESOURCE)

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ABILITY

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COCA-COLA GLACIER
NEW DELIVERY CONCEPT TRIGGERS
NEW SHOPPING BEHAVIOR
DESIGN CHALLENGE
MAKING THE CONCEPT
OF THE CHILLED BUFFER
SELF-EXPLAINABLE BY
THE COOL LED’S AND
THE ‘JUKE-BOX’ LOOK-
ALIKE DESIGN

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3. THE TRIGGERS
CROSS THE ACTION LINE

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TRIGGERS : ACT NOW
MOTIVATION
ABILITY
TRIGGER
BEHAVIOR = ƒ(MAT)
PRINCIPLE
A TRIGGER CAN BE EXTERNAL OR
CAN COME FROM A ROUTINE
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
ACTION LINE
TRIGGERS
succeed here
TRIGGERS
fail here
BEHAVIOR MODEL
(B.J. Fogg)

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TRIGGERS LEAD TO A CHAIN OF BEHAVIORS
TYPES
EXTERNAL : BY SURPRISE
ROUTINE : DAILY HABIT
• CALL TO ACTION
• PROMPT
• REQUEST
• SOUND
• LIGHT
• TACTILE
• OFFER
• ALARM
• ….
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
FACILITATOR
High motivation
Low ability
SPARK
High ability
Low motivation
SIGNAL
High motivation
High ability

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TRIGGERS : DESIGN APPROACH
BEHAVIOR CHAIN - CHAIN OF TRIGGERS
Map out the behavior chains you need -- the user flow you want to
happen. Then figure out how to get people to do the first behavior in
a chain. If people don’t naturally take the next step in the chain, then
figure out how to get the next step to happen. Step by step. Continue
this process, until the chain works.
SIMPLICITY CHANGES BEHAVIOR
Many designers make the mistake of asking people to perform a
complicated behavior. A corresponding mistake is packing too much
into a Trigger. Neither path works well.

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MYJINI
THE APP TO CHANGE DRIVERS BEHAVIOR

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MYJINI

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IN PRACTICE
YOU HAVE THIS GREAT IDEA !!

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THINK IN PERSONA’S
IMAGINE THEIR
• Activities
• Concerns
• Goals
• Motivation
• Attributes
YOUR PERSONA IS LIKE
1. An innovator
2. An early Adopters.
3. The early Majority.
4. The late Majority. .
5. The laggards.

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CREATE CUSTOMER JOURNEY’S
FOR THE # PERSONA’S AND HIGHLIGHT :
• The motivation(s)
• The ability
• Potential trigger(s)
• Potential drawback(s)

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IMAGINE USE SCENARIO’S
BRAINSTORM FOR A ‘CHAIN’ OF BEHAVIOR CHANGES
Different levels : Behavior evolves over the time
• Change Duration : one-time, period or permanent
• Change Depth : Familiar or not-familiar
MOTIVATION
ABILITY
TRIGGER
BEHAVIOR = ƒ(MAT)
UNFAM ILIAR
PERM ANENTONE TIM E
FAM ILIAR ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
ACTION LINE
TRIGGERS
succeed here
TRIGGERS
fail here
BEHAVIOR MODEL
(B.J. Fogg)

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SPLIT UP AND VALIDATE
SPLIT UP # MOTIVATORS, # DRAWBACKS, # TRIGGERS….
• Make a profound questionnaire with the adequate protocol
• Launch a rapid qualitative (online or face-to-face) survey
• Analyze the data and shortlist the most promising
GET OBJECTIVE DATA OUT OF SUBJECTIVE FEELINGS

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MAKE THE DESIGN BRIEF/ROADMAP
ABILITY
MOTIVATION
LOW HIGH
LOWHIGH
FACILITATOR
High motivation
Low ability
SPARK
High ability
Low motivation
SIGNAL
High motivation
High ability
PERM ANENTONE TIME
SPECIFIC
DURATION
OCCASION ALY DAILY

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AND WHAT HAPPENED WITH KAREL

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GUESS WHAT…..

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PEOPLE IGNORE DESIGN THAT IGNORES PEOPLE
FRANK CHIMERO

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THANK YOU

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