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How	to	Design	Products	that	lead	
to	Long-Term	Behavioral	Change
Sunil	Maulik,	Ph.D.
sunil.maulik@gmail.com
www.sunilm1.biz
“T-Shaped”	Approach	To	My	Career.	Deep	in	science	
for	the	first	fifteen	years:
• B.Sc.’s	Physics	&	Biology,	Kings	College.	(Maurice	Wilkins,	
Nobel	Laureate.)
• M.Sc.	X-Ray	Crystallography,	Birkbeck College.	(Sir	Tom	
Blundell.)
• Ph.D.	Biophysics,	Brandeis	University	(Donald	Caspar	&	
Aaron	Klug,	Nobel	Laureate.)
Broad for	the	past	fifteen	years:	Sales,	Marketing,	
Business	Development,	Product-Market	Fit,	Design:
• Mining	Data	for	Actionable	Insights
• Iterating	&	Refining	Hypotheses	(“Models”)
• Changing	Behaviors	With	Improved	Models
About	Me:
Each	Shift	in	Computing	Unlocks	Opportunities	
for	Innovation	in	New	Disciplines
Why	We	Behave	The	Way	We	Do
Our	System	1 &	System	2 Minds
“Thinking	Fast	&	Slow”	-
Daniel	Kahnemann
Basic	Neuroscience:
Weight:	3lbs
O2 consumption:	25%	of	total	O2
Caloric	Consumption:	20%	of	total	calories
Power	Requirement:	12W
Capillaries:	400	miles
No.	of	Neurons:	86	billion
No.	of	Connections:	5x1014 (500	trillion)	
Calculations/s:	1016	 (10	quadrillion)
No.	Action	Potentials/s:	17.2x1012 (17.2	
trillion)	
Sensory	Processing:	40	million	bits/s
Cognitive	Processing:	8000	bits/s
Conscious/Subconscious	Processing:	0.02%!
Examples	of	System	1 Thinking
•Orient	to	the	source	of	a	sudden	
sound.
•Complete	the	phrase	“bread	and	.	.	.”
•Detect	hostility	in	a	voice.
•Understand	simple	sentences.
Examples	of	System	2 Thinking
•Focus	on	the	voice	of	a	particular	
person	in	a	crowded	and	noisy	room.
•Maintain	a	faster	walking	speed	than	is	
natural	for	you.
•Fill	out	a	tax	form.
•Calculate	247	x	183	in	your	head
“The	intuitive	mind	is	a	sacred	gift	and	the	rational	mind	is	a	faithful	
servant.	We	have	created	a	society	that	honors	the	servant	but	has	
forgotten	the	gift.”	– Albert	Einstein.
How	We	Make	Most	Of	Our	Decisions
• Most	of	the	time,	we	are	not	
consciously	deciding	what	to	do	next.
• We	often	act	based	on	habits.
• We	often	make	intuitive,	immediate	
decisions based	on	past	experiences.
• When	consciously	thinking,	we	often	
avoid	hard	work. We	often	“wing	it”	
with	rough	guesses.
• We	look	to	other	people,	especially	
peers	and	experts.
• Excessive	Optimism
• Overconfidence
• Confirmation	Bias
• Anchoring
• Groupthink
• Egocentrism
• Loss	Aversion
• Sunk-cost	fallacy
• Escalation	of	commitment
• Controllability	bias
• Status	quo	bias
• Present	bias
Making	Better	Decisions:	
Unconscious	Biases
Students	primed	with	words	about	Florida	walked	slower	than	students	
primed	with	words	about	New	York.
[A	reminder	of	a	feature	tees	up	behaviors	reminiscent	of	that	feature.]
Priming:
Anchoring:
Shoppers	showed	$10,	$30	and	$149	bottles	of	wine	bought	the	$30	
bottle	more	often	than	if	just	shown	the	$10	and	$30	bottles.
[Behaviors	cluster	around	a	comparison	to	supposed	”norms”.]
Framing:
With	a	sign	“limit	12	per	customer”	for	soup	cans,	people	take	5	on	
average	rather	than	2.
[Decisions	get	framed	around	a	linguistic	concept.]
Loss	Aversion:
Traders	sell	shares	that	have	been	going	up	sooner	than	shares	that	have	
been	going	down.
[Behaviors	typically	minimize	loss	rather	than	maximize	gain.]
Habit	Design
“Never	trust	an	overweight	habit	designer.”	– Nir Eyal
Habits:	Behaviors	done	with	little	
conscious	thought
“The	Power	of	Habit”	Charles	Duhigg.
How	do	we	turn	decisions into	habits?
Persuasive	Technology
Behavior	=	Motivation	+	Ability	+	Trigger
Hook	Model	of	Habit	FormationHook	Model	of	Habit	Design
Implementing	the	Hook	ModelImplementing	“The	Hook”
External	Triggers:
Cues	that	tell	the	user	what	to	
do	next:
• A	button	(click	to	Tweet,	play	
or	start)
• A	flashing	light	or	sound
• A	progress-bar	or	completion	
chart
Internal	Triggers:
Internal	triggers	are	emotions that	we	
associate	with	an	activity:
• When	we’re	lonely,	we	check	
Facebook
• When	we’re	uncertain,	we	check	
Google
• When	we’re	bored,	we	check	
YouTube	or	Pinterest
Using	Triggers	for	Behavior	Change
• Remove	user	work	wherever	possible
• Automate	the	action	behind	the	scenes
• Initiate	with	a	meaningful trigger	
• Provide	an	immediate,	variable	reward
• Ask	for	some	investment from	the	user
• Build	new	behaviors	on	top	of	existing	
ones.
Behavioral	“Lenses”	that	Trigger	Better	Decisions
"What	people	say,	what	people	do,	and	what	people	say	they	
do	are	very	different	things."	- Margaret	Mead
Architectural	Lens:	Positioning
Positioning	pedestrian-crossing	
push-button	units	at	an	angle	
makes	it	more	likely	that	
pedestrians	will	turn	to	look	at	
oncoming	traffic.
Error-Proofing	Lens:	Interlock
Modern	ATM	Machines	won’t	
dispense	cash	until	after	you	
remove	your	card,	making	it	
less	likely	that	you’ll	leave	it	
behind.	(Changed	with	new	
chip-cards,	however!)
Interaction	Lens:	Feedforward/Simulation
savings	&	loan	simulators can	
influence	users’	future	
behavior	and	decisions.
Ludic	(Playful)	Lens:	Unpredictable	Reinforcement
Providing	variable,	unpredictably-timed	
rewards	leads	to	greater	consistency	
when	changing	people’s		behaviors
Perceptual	Lens:	Transparency
Dyson’s	transparent	dust	container	
both	demonstrates	the	vaccum
cleaner’s	effectiveness	and		encourages	
users	to	empty	it	more	often.
Perceptual	Lens:	Perceived	Affordances
Reshaping	the	holes	on	trash	bins	to	
match	the	‘form’	of	different	types	of	
waste	increases	recycling.
Cognitive	Lens:	Social	Proof
Amazon’s	recommendations	can	help	
buyers	expand	their	buying	decisions,	
while	subtly	pressurizing	them	to	
conform	to	social	norms.
Making	Products	“Scale”	into	their	Target	Markets
“To	predict	the	behavior	of	ordinary	people	in	advance,	you	only	have	to	
assume	that	they	will	always	try	to	escape	a	disagreeable	situation	with	the	
smallest	possible	expenditure	of	intelligence.”	 - Friedrich	Nietzsche
Scale:	Creating	mass	behavior	change
• Dynamically	adjust	data/content	shown	to	
users	based	on	success	of	past	content.
• Explore	new	content	with	a	new	target	
minority of	users.
• Add	new	content	if	it	is	successful	at	eliciting	
the	desired	behavior	in	the	new	target	market.
Scaling:	Habit	testing	for	scale
• Identify	areas	where	cycling	through	the	habit-
model	becomes	faster,	more	frequent,	or	more	
rewarding.
• Identify	nascent	behaviors.	These	are	new	
behaviors	that	may	fulfil	a	mass-market need.
• Create	new	triggers	that	stimulate	these	
behaviors.
Scaling:	Make	scaling	contagious
• Identify	social	currency,	such	as	remarkability,	
scarcity	or	exclusivity.	Create	an	emotional	
response;	either	awe,	anxiety	or arousal.	
• Enable	social	display	 e.g.	“behavioral	residue”	–
traces	of	the	product	or	service.
• Allow	for	storytelling – give	the	user	every	
opportunity	to	relate	their	experience
Examples:
In	Conclusion…
“The	only	way	of	discovering	the	limits	of	the	possible	is	to	venture	a	little	
way	past	them	into	the	impossible.”	– Arthur	C.	Clarke
Need	Help	Designing	Your	
Products?	– See	Me!
Thank	You
Sunil	Maulik
sunil.maulik@gmail.com

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