This document discusses the two systems that influence human decision making and behavior: system 1 and system 2. System 1 is fast, automatic, and emotional. It is heavily influenced by situational factors like context, environment, and emotions. System 2 is slower, more deliberative, and rational. It requires focus and attention. The document notes that while system 2 feels in control, system 1 is often the dominant influence. It provides examples of how to recognize the influence of each system based on situational factors, preferences, environments, emotions, and other indicators. The key takeaways are that situational factors, context, environment, emotions, marketing, and the interplay between systems 1 and 2 influence decisions and behavior.
The document discusses two systems that govern human thought - System 1 and System 2. System 1 is fast, automatic, and emotional. System 2 is slower, more deliberative, and rational. However, System 2 is not always in control and often lives under the illusion of control. The document advocates for testing assumptions rapidly to become more customer-centric by understanding how these two systems work. It suggests a course on consumer psychology could provide useful insights.
Slidedeck Internet in Aviation by Joost FrombergJoost Fromberg
This document discusses the two systems of thinking - System 1 and System 2. System 1 is fast, automatic, and emotional. System 2 is slower, more deliberative, and logical. It explores how situational factors like context, environment, and emotions can influence which system is dominant and how this impacts decision making. Recognizing how these systems work can provide insights into consumer behavior.
This document discusses how the human mind has two systems - system 1 which is fast, emotional, and impulsive, and system 2 which is slow, rational, and considered. However, system 2 has limited capacity and often system 1 is in control of decision making. To influence consumers, one must understand these two systems and how to design based on them, as well as make choices that take into account principles of psychology rather than pure rationality. The key takeaways are that people are often irrational, different designs appeal to different systems, and choices should be made based on an understanding of psychology.
Joost Fromberg at the Global Digital Marketing Summit '18Online Dialogue
This document discusses how the human brain has two systems - system 1 and system 2 - that influence decision making and behavior. System 1 is fast, automatic, emotional and relies on past experiences. System 2 is slower, more deliberative, logical and rational. However, system 2 has limited capacity and often system 1 drives behavior without system 2's control or awareness. The document advocates using a structured process like FACTACT (Find, Analyze, Combine, Create, Analyze, Test) to experiment with ways to reduce cognitive load, ego depletion and distractions to allow system 2 to better drive decisions and outcomes.
There are two systems that govern decision making - System 1 and System 2. System 1 is automatic, affective, and relies on mental shortcuts to quickly propose intuitive answers. System 2 is slower, more effortful, conscious, and rule-based; it can overrule System 1 when necessary. While the systems usually interact seamlessly, sometimes they can compete by coming to different conclusions, draining energy. The document advocates training System 1 to inform System 2 for a seamless interaction that gains energy, as opposed to a competing interaction that drains it.
Keynote #DAC17 - Bart Schutz - Marshmallows and the psychology behind evidenc...Online Dialogue
Opening keynote by Bart Schutz of Online Dialogue at the Digital Analytics 2017 Conference in Utrecht, the Netherlands: Marshmallows and the psychology behind evidence based growth
Two system approach to choices and judgementsVarunibs13
The document discusses Daniel Kahneman's two systems approach to judgment and choice. System 1 operates automatically and quickly with little effort, performing simple cognitive tasks. System 2 provides attention and effort to more complex tasks, and can override System 1. The two systems work together, with System 1 generating ideas and System 2 organizing them. This two systems approach can be seen in the corporate world, where managers may have similar System 1 capabilities but differ in their System 2 abilities, such as how they respond to a falling market share.
Most of us experience challenges with innovation. A recent finding reveals that the deep foundations of these challenges are embedded in the way our minds work. Organizations can recognize and overcome these cognitive barriers that would otherwise prevent them from realizing their opportunities so that they can innovate successfully!
The document discusses two systems that govern human thought - System 1 and System 2. System 1 is fast, automatic, and emotional. System 2 is slower, more deliberative, and rational. However, System 2 is not always in control and often lives under the illusion of control. The document advocates for testing assumptions rapidly to become more customer-centric by understanding how these two systems work. It suggests a course on consumer psychology could provide useful insights.
Slidedeck Internet in Aviation by Joost FrombergJoost Fromberg
This document discusses the two systems of thinking - System 1 and System 2. System 1 is fast, automatic, and emotional. System 2 is slower, more deliberative, and logical. It explores how situational factors like context, environment, and emotions can influence which system is dominant and how this impacts decision making. Recognizing how these systems work can provide insights into consumer behavior.
This document discusses how the human mind has two systems - system 1 which is fast, emotional, and impulsive, and system 2 which is slow, rational, and considered. However, system 2 has limited capacity and often system 1 is in control of decision making. To influence consumers, one must understand these two systems and how to design based on them, as well as make choices that take into account principles of psychology rather than pure rationality. The key takeaways are that people are often irrational, different designs appeal to different systems, and choices should be made based on an understanding of psychology.
Joost Fromberg at the Global Digital Marketing Summit '18Online Dialogue
This document discusses how the human brain has two systems - system 1 and system 2 - that influence decision making and behavior. System 1 is fast, automatic, emotional and relies on past experiences. System 2 is slower, more deliberative, logical and rational. However, system 2 has limited capacity and often system 1 drives behavior without system 2's control or awareness. The document advocates using a structured process like FACTACT (Find, Analyze, Combine, Create, Analyze, Test) to experiment with ways to reduce cognitive load, ego depletion and distractions to allow system 2 to better drive decisions and outcomes.
There are two systems that govern decision making - System 1 and System 2. System 1 is automatic, affective, and relies on mental shortcuts to quickly propose intuitive answers. System 2 is slower, more effortful, conscious, and rule-based; it can overrule System 1 when necessary. While the systems usually interact seamlessly, sometimes they can compete by coming to different conclusions, draining energy. The document advocates training System 1 to inform System 2 for a seamless interaction that gains energy, as opposed to a competing interaction that drains it.
Keynote #DAC17 - Bart Schutz - Marshmallows and the psychology behind evidenc...Online Dialogue
Opening keynote by Bart Schutz of Online Dialogue at the Digital Analytics 2017 Conference in Utrecht, the Netherlands: Marshmallows and the psychology behind evidence based growth
Two system approach to choices and judgementsVarunibs13
The document discusses Daniel Kahneman's two systems approach to judgment and choice. System 1 operates automatically and quickly with little effort, performing simple cognitive tasks. System 2 provides attention and effort to more complex tasks, and can override System 1. The two systems work together, with System 1 generating ideas and System 2 organizing them. This two systems approach can be seen in the corporate world, where managers may have similar System 1 capabilities but differ in their System 2 abilities, such as how they respond to a falling market share.
Most of us experience challenges with innovation. A recent finding reveals that the deep foundations of these challenges are embedded in the way our minds work. Organizations can recognize and overcome these cognitive barriers that would otherwise prevent them from realizing their opportunities so that they can innovate successfully!
Do We Possess the Intelligence to Design Artificial IntelligenceKonrad+King
This presentation was given by Christopher Konrad at the Interaction19 Redux event in San Diego. It is an examination of the aspects of human behavior that can impact or influence the Artificial Intelligence (AI) systems that we are designing.
- There are two systems that govern how we think: system 1 which is fast, automatic, and intuitive and system 2 which is slow, rational, and deductive.
- System 1 relies on heuristics and is prone to cognitive biases like anchoring. It makes quick judgments that can be influenced by irrelevant factors.
- Prospect theory shows that people value gains and losses differently relative to a reference point and that losses loom larger than equivalent gains due to loss aversion. People are also less sensitive to changes as values increase.
- To avoid errors from system 1, one should slow down, recognize risky judgment situations, and engage system 2 for more careful and deliberative thinking.
[CXL Live 16] Persuasive Journey Mapping by Bart SchutzCXL
Ok, you're largely exploiting your testing bandwidth? Cool! You probably run more experiments than an average professor at university! But what do your results mean? What are you truly learning? And how do you keep track of and combine all those granular insights?
In his mind-blowing talk Bart will take you on a ride along valuable psychological insights. He will show why these are your solution for accelerating your knowledge growth and even provide you with a psychology based optimization framework to acquire a truly deep understanding of what drives your customers buying journeys.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
- Daniel Kahneman's 2011 book examines two systems of thinking: System 1 which is fast, automatic, and emotional and System 2 which is slower, more logical, and effortful.
- System 1 has biases like neglecting ambiguity, jumping to conclusions, and being influenced by priming and availability but is generally good for quick judgments. System 2 endorses System 1's intuitive thoughts.
- Nudges can influence choices by altering default options, framing effects, and making some options seem normal or easier than others. This influences decisions in areas like organ donation rates.
System 1 thinking is fast, automatic, and effortless while System 2 thinking is slow, deliberate, and effortful. The document discusses how System 1 can lead to biases through mechanisms like priming, coherence seeking, substitution, and the law of small numbers. It suggests System 2 acts as a lazy lawyer endorsing beliefs generated by System 1 rather than objectively analyzing information.
The document discusses potential shortcuts organizations may take when trying to scale agility that can actually hinder their progress. It covers cognitive biases like loss aversion that can lead teams astray and preferences for familiar approaches over those that are tough but better. Cultural factors are also important to consider as what works well in one society may not translate elsewhere. Tools for understanding differences like Hofstede's cultural dimensions can help organizations apply agile principles appropriately for their context in a way that truly supports agility.
The Decisive Moment - David Hawdale [Camp Digital 2017]Nexer Digital
David talks about those particular moments when choices are formed and decisions are made, and how our behaviours, habits and biases shape what we do and how we think, and how we can use this to make our products more desirable.
If you are interested in monitoring, and successfully set up a system (whether home-grown or custom-off-the-shelf) for your own use, there comes a moment when you go from monitoring only the systems you care about, to monitoring systems that other people care about. Monitoring for yourself is all about having the best data for the least effort. Monitoring for others? That's when your job becomes a game of "what just happened" whack-a-mole.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Do We Possess the Intelligence to Design Artificial IntelligenceKonrad+King
This presentation was given by Christopher Konrad at the Interaction19 Redux event in San Diego. It is an examination of the aspects of human behavior that can impact or influence the Artificial Intelligence (AI) systems that we are designing.
- There are two systems that govern how we think: system 1 which is fast, automatic, and intuitive and system 2 which is slow, rational, and deductive.
- System 1 relies on heuristics and is prone to cognitive biases like anchoring. It makes quick judgments that can be influenced by irrelevant factors.
- Prospect theory shows that people value gains and losses differently relative to a reference point and that losses loom larger than equivalent gains due to loss aversion. People are also less sensitive to changes as values increase.
- To avoid errors from system 1, one should slow down, recognize risky judgment situations, and engage system 2 for more careful and deliberative thinking.
[CXL Live 16] Persuasive Journey Mapping by Bart SchutzCXL
Ok, you're largely exploiting your testing bandwidth? Cool! You probably run more experiments than an average professor at university! But what do your results mean? What are you truly learning? And how do you keep track of and combine all those granular insights?
In his mind-blowing talk Bart will take you on a ride along valuable psychological insights. He will show why these are your solution for accelerating your knowledge growth and even provide you with a psychology based optimization framework to acquire a truly deep understanding of what drives your customers buying journeys.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
- Daniel Kahneman's 2011 book examines two systems of thinking: System 1 which is fast, automatic, and emotional and System 2 which is slower, more logical, and effortful.
- System 1 has biases like neglecting ambiguity, jumping to conclusions, and being influenced by priming and availability but is generally good for quick judgments. System 2 endorses System 1's intuitive thoughts.
- Nudges can influence choices by altering default options, framing effects, and making some options seem normal or easier than others. This influences decisions in areas like organ donation rates.
System 1 thinking is fast, automatic, and effortless while System 2 thinking is slow, deliberate, and effortful. The document discusses how System 1 can lead to biases through mechanisms like priming, coherence seeking, substitution, and the law of small numbers. It suggests System 2 acts as a lazy lawyer endorsing beliefs generated by System 1 rather than objectively analyzing information.
The document discusses potential shortcuts organizations may take when trying to scale agility that can actually hinder their progress. It covers cognitive biases like loss aversion that can lead teams astray and preferences for familiar approaches over those that are tough but better. Cultural factors are also important to consider as what works well in one society may not translate elsewhere. Tools for understanding differences like Hofstede's cultural dimensions can help organizations apply agile principles appropriately for their context in a way that truly supports agility.
The Decisive Moment - David Hawdale [Camp Digital 2017]Nexer Digital
David talks about those particular moments when choices are formed and decisions are made, and how our behaviours, habits and biases shape what we do and how we think, and how we can use this to make our products more desirable.
If you are interested in monitoring, and successfully set up a system (whether home-grown or custom-off-the-shelf) for your own use, there comes a moment when you go from monitoring only the systems you care about, to monitoring systems that other people care about. Monitoring for yourself is all about having the best data for the least effort. Monitoring for others? That's when your job becomes a game of "what just happened" whack-a-mole.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
11. At the end of this test,
I ask a question.
Don’t stop and think about it
Answer immediately!
How much is:15 + 63 + 5689 + 212 + 5375 + 2625 + 5263 + 32
I Know! Calculations are hard
work. But it’s nearly over.
Come on, one more…
123 + 5
QUICK!
THINK ABOUT A
COLOR AND A
TOOL!
Thoughts are quickly depleted
25. How to recognize the systems?
Situational factors
Preference A gift History
An expensive product Habit
Context Shopping list app Buying something for yourself
Alone With others
Environment Rainy Sunny
Empty store Busy store
Emotions Slow heartbeat Fast heartbeat
Sad or neutral Angry or extremely happy
(always on)(lazy controller)
System 1System 2
26. How to recognize the systems?
Situational factors
Preference A gift History
An expensive product Habit
Context Shopping list app Buying something for yourself
Alone With others
Environment Rainy Sunny
Empty store Busy store
Emotions Slow heartbeat Fast heartbeat
Sad or neutral Angry or extremely happy
(always on)(lazy controller)
System 1System 2
27. How to recognize the systems?
Situational factors
Preference A gift History
An expensive product Habit
Context Shopping list app Buying something for yourself
Alone With others
Environment Rainy Sunny
Empty store Busy store
Emotions Slow heartbeat Fast heartbeat
Sad or neutral Angry or extremely happy
(always on)(lazy controller)
System 1System 2
28. How to recognize the systems?
Situational factors
Preference A gift History
An expensive product Habit
Context Shopping list app Buying something for yourself
Alone With others
Environment Rainy Sunny
Empty store Busy store
Emotions Slow heartbeat Fast heartbeat
Sad or neutral Angry or extremely happy
(always on)(lazy controller)
System 1System 2
29. How to recognize the systems?
Example
indicators
User flow Follow ideal paths Are all over the place
Time of day Mornings Afternoon
Day of week Mondays Fridays
Network WiFi 3G / 4G
Conversion rate High base rates Low base rates
Source Direct & Long-tail search Social, Mail, Display,…
Moment Right before paying Scanning and orientation
Decision Important, big decision Small, automated decision
(always on)(lazy controller)
System 1System 2
Left the house, turned my Roomba on, knowing that when I get back home my house is dust free. But, I also have a vacuum cleaner and a handy vac, and my appartment isn’t even that big. So why did I really want to have a Roomba? And why did I spend 900 euros on a robot vacuum duster, while going out to party or getting dinner has a whole different perspective? That’s because our thoughts are subjective and quite often irrational. So, today I don’t want to speak about the IoT you’re familiar with, but about a different IoT…
The Intelligence of Two Systems. I experiment on approximately 20M people every month and everyone in this room has two brain systems made for decision-making. There’s no difference in gender, age, race or whatsoever.
So, let’s experience it yourself. What’s the answer to this one?
Vragen naar verschil in proces?
Voel je het?
Kort uitleg wat er gebeurd. Geen systeem 1-2
Persuasion techniques and principles are key for ecommerce success.
It also is an area where we can still improve a lot and where we are not depending on IT/resources or on (high) budgets: it is mainly about copy and design elements.
So, we have two systems. System 1 and System 2. System 1 is always there, responds automatically. Doesn’t think. So when it reads Huey, Dewey it automatically responds Louie. And when it has to read out the color, it automatically reads the words. While System 2 is the lazy controller. It pops up when there are important decisions to be made, but otherwise it prefers to be asleep.
You need to know about these two systems, because they require different communication. Is your customer taking a System 1 or System 2 decision? So, let’s see how they influence each other. I’m going to give you a couple of sums, please do the math without speaking. But, at the end I’m going to give you a question and I want you to respond immediately.
And to show you how slow and easily depleted your System 2 is, let’s do a little experiment.
So, we see that when we have System 2 depleted, we go for the automatic respons, the easy response.
Perception-Behavior Link
And Penny responds automatically and follows the lines
And Sheldon needs focus and attention.
Cookie consent? (TMG)
So, this is how our brain works. We have a System 1 and a System 2. And we saw that different decisions, require different systems. System 2 prefers to be asleep, but wakes up when there’s a difficult task at hand.
System 2 prefers to be asleep, so we live in this illusion of thought. We think that we think, but in fact we do so much based on our System 1.
But, the situation is also very important!
That also holds up for this. If you want people to behave better, and make less of a mess, make your house subtly smell like lemons.
And what do all of these people have in common?
We make up stories and the situation is extremely important.
We make up stories, we make up reasons, we even make up thoughts.
Why do I like to be in the digital world? Because we can measure the environment now through IoT.
Humanity is unique, individual humans not so much
1) people do not have well- formulated preferences and often construct utilities in the moment (attitudes are imperfect predictors of behavior)
people’s decisions can be highly sensitive to situational factors
people seem to be relatively insensitive to the impact of these situational factors in shaping their behavior
2) People rely also on their memories of utility for their own past behaviors, inferring that their past actions are good indicators of their utilities.
SITUATION IS EXTREMELY IMPORTANT
And with IoT you can measure the environment, and control the situation.
Wearables
IoT
Implants (0,5 million people)
Everyone leaves a digital footprint
Preference: Behavioral History (Data). Gewoonte, wat kocht je eerder. Gewoonte = System 1, geen gewoonte = Systeem 2, moet je eerder nadenken.
Context: App (goal-directed). Is dit Not For Me, of Buying For Myself. Is this Top-Down, Bottom-Up. Staat het in het boodschappenlijstje van de app. Kan je ze verleiden iets anders verkopen als het druk is of rustig is in de winkel? Komt iemand hier met voorbedachte rade.
Emotions: Wearables. System 1 = Hoge hartslag, System 2 = lage hartslag.
Environment: bepaal hoe de omgeving is. Drukte = hoop afleiding, minder System 2. Leidt niemand af met push notifications. Meet of iemands kinderen erbij zijn, of partner?
Implants (0,5 million people)
Why do I like to be in the digital world? Because we can measure the environment now through IoT.
Humanity is unique, individual humans not so much
1) people do not have well- formulated preferences and often construct utilities in the moment (attitudes are imperfect predictors of behavior)
people’s decisions can be highly sensitive to situational factors
people seem to be relatively insensitive to the impact of these situational factors in shaping their behavior
2) People rely also on their memories of utility for their own past behaviors, inferring that their past actions are good indicators of their utilities.
SITUATION IS EXTREMELY IMPORTANT