This presentation was part of a Week 0 class called "How Neuroscience Influences Human Behavior" at the Stanford Graduate School of Business. The class was co-taught by Marketing Professor Baba Shiv and Nir Eyal (Stanford MBA '08, blog: http://www.nirandfar.com)
This workshop had 5 main goals:
1) Overview about design thinking
2) Understand a bit about how our mind works through the 30 circles exercise
3) Work deep on the problem definition
4) Brainstorming through using Disney Method to stimulate the creative side of the mind
5) Prototype something tangible
1. How to reverse your bad habits and stick to good ones.
2. The science of how your brain processes habits.
3. The common mistakes most people make (and how to avoid them).
4. How to overcome a lack of motivation and willpower.
5. How to develop a stronger identity and believe in yourself.
6. How to make time for new habits (even when your life gets crazy).
7. How to design your environment to make success easier.
8. How to make big changes in your life without overwhelming yourself.
9. How to get back on track when you get off course with your goals.
10. And most importantly, how to put these ideas into practice in real life.
Norman suggests that when using a product, our emotional state affects the utility we derive and our experience. People in positive emotional states are prone to be more creative since their thinking is more expansive and helps them in finding alternatives to the problem at hand.
A negative or stressful emotional state constricts perception and narrows down our focus to quickly find a resolution–that’s how nature has programmed us to deal with threats.
Here is a breakdown of the three levels of design and how they translate to good design:
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
My humble attempt to put the book in a concise form. It's not possible to do justice to Atomic Habits in such a short slides but I have attempted nonetheless.
This workshop had 5 main goals:
1) Overview about design thinking
2) Understand a bit about how our mind works through the 30 circles exercise
3) Work deep on the problem definition
4) Brainstorming through using Disney Method to stimulate the creative side of the mind
5) Prototype something tangible
1. How to reverse your bad habits and stick to good ones.
2. The science of how your brain processes habits.
3. The common mistakes most people make (and how to avoid them).
4. How to overcome a lack of motivation and willpower.
5. How to develop a stronger identity and believe in yourself.
6. How to make time for new habits (even when your life gets crazy).
7. How to design your environment to make success easier.
8. How to make big changes in your life without overwhelming yourself.
9. How to get back on track when you get off course with your goals.
10. And most importantly, how to put these ideas into practice in real life.
Norman suggests that when using a product, our emotional state affects the utility we derive and our experience. People in positive emotional states are prone to be more creative since their thinking is more expansive and helps them in finding alternatives to the problem at hand.
A negative or stressful emotional state constricts perception and narrows down our focus to quickly find a resolution–that’s how nature has programmed us to deal with threats.
Here is a breakdown of the three levels of design and how they translate to good design:
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
My humble attempt to put the book in a concise form. It's not possible to do justice to Atomic Habits in such a short slides but I have attempted nonetheless.
This presentation was made to students of MS University Baroda (Gujarat), India in April 2006 and gives information about subject NLP and how NLP Skills can be developed.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
These slides were prepared to introduce district leaders to the design thinking process. The design challenge we worked on during this day-long introduction was to redesign high school media centers. These slides were used to step participants through each phase of the design thinking process.
Hi semua, terima kasih sudah berkunjung kesini 😆 Semua file yang diupload adalah materi perkuliahan. Nah... materi ini dari dosen yang dikhususkan untuk teman-teman kelas #manabeve 💚
Biar gampang diakses, yah masukin sini aja kan😆 Sekalian membantu kalian yang mungkin butuh beberapa konten dalam file-file ini.
Jangan lupa di like yah 💙 Kalau mau dishare atau didownload PLEASE MINTA IZIN dulu oke??
Biar ngga salah paham cuy😆
ASK FOR PERMISSION ▶ itsmeroses@mail.ru
Kalau kesulitan untuk mendownload FEEL FREE untuk email ke aku🔝🔝🔝🔝
[DISCLAIMER] Mohon banget kalau udah didownload. Kemuadian ingin dijadikan materi atau referensi. Jangan lupa cantumkan sumbernya. Terima kasih atas pengertiannya💖
------------------------------------------------------------
Materi details :
Coming soon ")
------------------------------------------------------------
MEET CLASS FELLAS💚
Instagram ▶ https://www.instagram.com/manabeve
Blog ▶ https://manabeve.blogspot.com
Email ▶ manabeve@gmail.com
------------------------------------------------------------
LET'S BECOME FRIENDS WITH ME💜
Instagram ▶ https://www.instagram.com/ameldiana3
Twitter ▶ https://www.twitter.com/amlediana3
This presentation has slides that cover most of the topics from the Atomic Habits book by James Clear. This is a super long slide set with templates. I took a subset of these slides for the free one hour workshop I hosted in November 2022. I'm posting all the slides here in case there is anyone out there looking for a more comprehensive summary of the Atomic Habits book with the habit loop and tools, techniques, and templates for creating the habits you want and stopping the habits you no longer want.
Presented by a member of the prestigious Society for Neuroscience, in this presentation you will discover simple but proven brain-based methods to greatly enhance your negotiation skills. You will be introduced to strategies to significantly improve your brain’s performance during negotiations and discover how to best influence the brains of the other party to get the results you really want. Neuroscience research indicates that these strategies not only greatly improve your negotiation skills, they also significantly reduce the stress normally associated with tough negotiations
This presentation was made to students of MS University Baroda (Gujarat), India in April 2006 and gives information about subject NLP and how NLP Skills can be developed.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
These slides were prepared to introduce district leaders to the design thinking process. The design challenge we worked on during this day-long introduction was to redesign high school media centers. These slides were used to step participants through each phase of the design thinking process.
Hi semua, terima kasih sudah berkunjung kesini 😆 Semua file yang diupload adalah materi perkuliahan. Nah... materi ini dari dosen yang dikhususkan untuk teman-teman kelas #manabeve 💚
Biar gampang diakses, yah masukin sini aja kan😆 Sekalian membantu kalian yang mungkin butuh beberapa konten dalam file-file ini.
Jangan lupa di like yah 💙 Kalau mau dishare atau didownload PLEASE MINTA IZIN dulu oke??
Biar ngga salah paham cuy😆
ASK FOR PERMISSION ▶ itsmeroses@mail.ru
Kalau kesulitan untuk mendownload FEEL FREE untuk email ke aku🔝🔝🔝🔝
[DISCLAIMER] Mohon banget kalau udah didownload. Kemuadian ingin dijadikan materi atau referensi. Jangan lupa cantumkan sumbernya. Terima kasih atas pengertiannya💖
------------------------------------------------------------
Materi details :
Coming soon ")
------------------------------------------------------------
MEET CLASS FELLAS💚
Instagram ▶ https://www.instagram.com/manabeve
Blog ▶ https://manabeve.blogspot.com
Email ▶ manabeve@gmail.com
------------------------------------------------------------
LET'S BECOME FRIENDS WITH ME💜
Instagram ▶ https://www.instagram.com/ameldiana3
Twitter ▶ https://www.twitter.com/amlediana3
This presentation has slides that cover most of the topics from the Atomic Habits book by James Clear. This is a super long slide set with templates. I took a subset of these slides for the free one hour workshop I hosted in November 2022. I'm posting all the slides here in case there is anyone out there looking for a more comprehensive summary of the Atomic Habits book with the habit loop and tools, techniques, and templates for creating the habits you want and stopping the habits you no longer want.
Presented by a member of the prestigious Society for Neuroscience, in this presentation you will discover simple but proven brain-based methods to greatly enhance your negotiation skills. You will be introduced to strategies to significantly improve your brain’s performance during negotiations and discover how to best influence the brains of the other party to get the results you really want. Neuroscience research indicates that these strategies not only greatly improve your negotiation skills, they also significantly reduce the stress normally associated with tough negotiations
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Professor Jennifer Aaker and venture capitalist David Hornik explore the importance of stories in fueling growth and innovation in your company as well as the role of stories in shaping how others view your brand
Great leaders build Trust, Engage and are Competent (TEC). After citing 187 white papers, articles and books on leadership, Ian Rheeder proved that leadership boils down to three TEC domains – Trust, Engagement and Competence. 649 leaders were trained to validate the TEC Leadership System (2013), and every single leader strongly agreed that the TEC System worked.
Explore key takeaways shared in our Stanford GSB View From The Top guest speaker series this year.
More leadership insights: http://stanford.io/leadership
Euro IA Closing Plenary - What I'm Curious About…Stephen Anderson
What are you curious about? What do you want to know more about by this time next year?
Here's my answer to that question (c. 2012) and why I believe Curiosity is core to everything we do as a profession.
Steve Thompson, VP Enterprise Application Solutions & Alliances, Johnson Controls Inc.
From the 2010 Responsible Supply Chains Conference at Stanford Graduate School of Business: http://www.gsb.stanford.edu/scforum/ser/conference
For more resources from previous years:
http://www.gsb.stanford.edu/scforum/ser/conference/resources.html
Successful business people approach their problems creatively.
Chapter 1 from Creativity in Business by Michael Ray and Rochelle Myers.
http://faculty-gsb.stanford.edu/ray/bio.html
Innovation can mean many things. What is the most effective way to bring innovation to your organization? Stanford d.school's Perry Klebahn and Jeremy Utley will discuss how to routinely innovate in your job.
Jack Ma, the founder of China's most profitable e-commerce company Alibaba Group, made his last public speech at Stanford University on May 4th, 2013 before stepping down as CEO. In his talk, Ma discussed why embracing change is critical for global leaders managing the fast turnover of technology.
Watch the video of his talk: http://stnfd.biz/mZA0o
The event was co-hosted by Alibaba Group and the Stanford Graduate School of Business's Stanford Program on Regions of Innovation and Entrepreneurship (SPRIE): http://stnfd.biz/mZA2S
Dean Garth Saloner provides an overview of Stanford GSB's achievements and opportunities for advancing the school's core mission of creating ideas that deepen and advance our understanding of management and with those ideas developing innovative, principled, and insightful leaders who change the world.
Watch the video: stanford.io/1s5jUJb
"To know, is good. To live, is better. To be, that is perfect." - The Mother
During the Agile adoption, its a common complain that many team in many organizations get caught up in the ceremonies or mechanics of Agile and fail to understand/appreciate the true value and spirit of Agile. And because of this, the original intent of the Agile movement itself is lost. This is a serious issue!
This workshop will highlight, a well-proven approach to transformation (not adoption) and show the distinct steps in this journey that an individual or a collective goes through when learning anything new. Activities, serving as examples, in the workshop, will focus to show the journey - that is, how to begin with rituals, then gradually move to practices, arriving at principles and eventually internalizing the values. Witnessing this gradual process of transformation will help participants discover for themselves their current progression. We hope this will serve as a guiding light during their Agile journey.
Finally, we will leave the participants to ponder upon and discover for themselves their ideals in life and work as this is not only applicable to software development, but also to any discipline where humans are involved, including life itself.
Mode details: http://confengine.com/agile-pune-2014/proposal/534/the-tao-of-transformation
Conference: http://pune.agileindia.org
ICAWC 2015 - Reinforcing the Canine Human Bond Through Training - Alasdair Bu...Dogs Trust
The working relationship between the handler and the dog, and the dog’s understanding of the concept of training should be built prior to any intense behavioural modification taking place. Alasdair will discuss the working relationship fundamentals and then the prime behaviours that should be implemented before any behavioural modification takes place.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. USING
NEUROSCIENCE
TO INFLUENCE
HUMAN BEHAVIOR
“Come on now,
who do you think
you are?
Bless your soul,
you really think
you’re in control?”
- Gnarls Barkley
3. Assignments
• Today - Time provided to meet with team, discuss and post
to Coursework
• Tuesday - Meet with team after class to build Desire Engine
for group assignment.
• Wednesday - Work on team and individual assignments.
• Thursday - Time provided to meet with team, discuss and
post to Coursework
• Friday - Presentations. Present individual assignment (5 min
each) or group assignment (15-20 min) (but only if entire
team agrees)
5. One brain, two minds
• Elephant =
impulsive mind
• Rider = Rational
mind
• Path = the
environment
Willpower is the strength of the rider
6. Where the elephant lives
• “Primitive” parts of brain
• Basal ganglia
• Storage of instinctual
habitual behaviors
• Nucleus accumbens
• Center of reward system
• Wants immediate
gratification / satiation
7. Where the rider lives
• “Newest” part of brain
• Pre-frontal cortex (PFC)
• Executive function
• Controls impulses and
higher level thinking
8. Think of your behaviors
• What are the routines, habits, skills,
addictions in one’s life?
9. Amateur behaviors
Amateur
Do
Resist
doing
Low High
Self-Control Required
10. What defines amateur
behaviors?
• The rider and elephant are in sync
• Easy to do, but also easy to forget
• Reward, process motivated, “for the love”
• Long-term
29. What defines addictive
behaviors?
• The rider has lost control and the elephant
is charging
• Self-destructive
• Extremely hard to resist
30. Resisting addictive
behaviors
• Reigning in the elephant
• Abstinence, removal of cues
• Physical detoxification
• Social support
• Root cause analysis
31. Behavior types
Amateur Skillful
Do
Habitual Addictive
Resist
doing
Low High
Self-Control Required
34. Change methods
Create Train the
Do rider to push
the path
the elephant
Train the
Resist Reign the
rider to pull
doing elephant
the elephant
Low High
Self-Control Required
35. Does the method
match the type?
• “No pain, no gain”
• “Never quit”
• “Set strict goals”
• “Hold yourself
accountable”
36. Healthy lifestyle
• Over a lifetime
• Do (amateur behaviors):
• Physical activity
• Eating healthy foods
• Resist doing (habitual behaviors):
• Eating unhealthy foods
• Overconsumption
37. Beating yourself up hurts
• The worse a drinker feels about how much they drank the
night before, the more they drank the next night. (Muraven et al
2005)
• Gamblers who feel most ashamed by losses, most likely to
“chase” the loss and keep gambling. (Yi and Kanatar 201)
• Students who feel the worst about procrastinating, put off
studying the longest for next exam. (Wohl, Pychyl, Bennett
2010)
• Addicts who feel most guilt about a minor relapse, were most
likely to have a major relapse. (Stephens et al 1994)
Source: Kelly McDonigal, “The Willpower Instinct”
38. The “what-the-hell” effect
• Dieters and non-dieters
asked to drink a milkshake
as part of “taste perception
study”
• Then asked to sample as
much ice cream as “needed”
for taste test.
• Dieters ate more than non-
dieters after drinking the
milkshake
• Showed increased activity in
nucleus accumbens
Source: Kelly McDonigal, “The Willpower Instinct”, Heatherton & Wagner, 2011
39.
40. One size does not fit all
Amateur Skillful
- Goal driven
- Path driven
Do - Long-term
- Grit
- Hard work
- Self-directed
- Coaching
Habitual Addictive
Resist - Abstinence
- Surfing urge
- Physical detox
doing - Mindfulness
- Root cause
- Self-compassion
- Social support
Low High
Self-Control Required
41. In summary
• Rider, elephant and path
• Before changing a behavior:
• Identify behavior type
• Match with appropriate change method
42. Take a break
and a survey
www.OpinionTo.us
(and take your stuff)
45. Persuasive products
Amateur Skillful
Do
Habitual Addictive
Resist
doing
Low High
Self-Control Required
46. pref· er· ence
/ˈpref(ə)rəns/
Noun, Def:
A greater liking for one alternative over
another or others.
47. be· hav· ior
/biˈhāvyər/
Noun, Def:
The way in which an animal or person acts
in response to a particular situation or
stimulus.
48. rou· tine
/ro͞oˈtēn/
Noun, Def:
A sequence of actions regularly followed; a
fixed program.
49. hab· it
/ˈhabit/
Noun, Def:
An behavior that has become nearly or
completely involuntary, without cognition.
50. ad· dic· tion
/əˈdikSHən/
Noun, Def:
A persistent, compulsive dependence on a
behavior or substance.
51. Are customer habits
good for business?
• Higher life-time value
• Greater price inelasticity, can charge more
• Word-of-mouth brings down cost of
acquisition
= Higher ROI
52. Why is this graph “smiling”?
Source: Inc. magazine, Dec. 2011
56. Au· to· ma· ta· city
Noun, Def:
The ability to do things without occupying
the mind with low-level details, allowing it
to become an automatic response pattern.
57. What is automaticity
good for?
• Ability to learn
• Helps us decide
• Saves energy
• Allows multitasking
58. Impairment of habit system
• Trouble performing tasks requiring multi-
step behaviors or where emotion is
deciding factor.
• With “elephant” out, the “rider” tries but
fails.
• Making simple decisions. (which pen?)
• Ignoring insignificant details. (reading
faces)
• Inability to act quickly “from the gut.”
Source: Antonio Demasio via Lehrer "How We Decide"
59. Decision fatigue
• “Rider” gets tired and lazy because decision
making requires effort.
• Prisoners appearing for parole hearings early
in the morning granted parole 70% of the
time.
• However, those appearing late in the day,
when judges were more tired, paroled less
than 10% of the time.
• So, making more decisions through habit
instead of logic, can leave more
resources for important decisions
Source: Levav and Danziger, 2011
65. Remember: A TARI
A - A Desire Engine has 4 parts:
T - Trigger
A - Action
R - Reward
I - Investment
66. In summary
• Habits can be good for business.
• Habits require automaticity - action
without cognition.
• Leaves us with more “decision making
reserve.”
• Creating automaticity is a function of utility
and frequency.
• Frequency from creating desire.
69. Where are you sitting?
• Who is sitting where they sat
before break?
• Why did you sit there?
• What told you to sit?
• Where did you learn this
behavior?
70. Triggers
External Internal
Alarms Emotions
Calls-to-action Routines
Emails Situations
Stores Places
Authority People
What to do next What to do next is in
is in the trigger the user’s head
71.
72.
73. Triggers
External Internal
Alarms
Emotions
Advertising
Routines
Calls-to-action
Situations
Emails
Places
Stores
People
Authority
What to do next What to do next is in
is in the trigger the user’s head
74. Negative emotions are
powerful internal triggers
Dissatisfied Fear of loss
Indecisive Bored
Lost Lonesome
Tense Confused
Fatigued Powerless
Inferior Discouraged
75. Internally triggered
technologies
When I feel... ... I use
Lonely Facebook
Hungry Yelp
Unsure Google
Anxious Email
Lost GPS
Mentally fatigued ESPN, Glam
77. People with depression
check email more.
Source: Kotikalapudi et al 2012,
Associating Depressive Symptoms in College Students with Internet Usage Using Real Internet Data
79. To find the problem,
know the narrative
• Need to find the existing behavior to
attach to.
• Find the behavior that occurs just
before.
• “Every time you (verb), use (product).”
80. Jack Dorsey
on narratives
http://www.youtube.com/watch?v=acMXhhdWylQ
82. Instagram triggers
External Internal
- FB and Twitter - Fear of loosing
- App notifications the moment
.
.
.
- Bored, lonesome,
curious...
83. Your turn
• Pick an “amateur” behavior you’d like to
turn into a new routine in your life.
• Brainstorm with the person next to you for
5 min each about potential triggers.
• Describe the narrative of both external and
internal triggers.
• Write this down and be prepared to share.
84. Form teams and complete Coursework assignment
(see syllabus)
Debrief with team:
- What resonated with you?
- What stimulated new thinking?
- Ideas for personal and professional growth?
- Ideas for new ventures?
- What intrigued you, either by creating new questions
or by kindling a quest for more?
30 min discussion
15 min post to Coursework
85. Triggers
External Internal
Alarms Emotions
Calls-to-action Routines
Emails Situations
Stores Places
Authority People
What to do next What to do next is in
is in the trigger the user’s head
86. Pharma triggers
External Internal
What to do next What to do next is in
is in the trigger the user’s head
(Designer controls)
89. Fogg Behavior Model
B = m.a.t.
motivation
triggers
Source: Dr. BJ Fogg, Stanford University ability
90. Fogg Behavior Model
B = m.a.t.
trigger
motivation
(SUCCESS!)
trigger
(FAIL!)
Source: Dr. BJ Fogg, Stanford University ability
91. mo· ti· va· tion
/mōtə vāSHən/
Noun, Def:
The psychological feature that arouses an
organism to action toward a desired goal.
92. Motivators of
Behavior
Seek: Avoid:
Sensation Pleasure Pain
Anticipation Hope Fear
motivation
Social Cohesion Acceptance Rejection
Source: Dr. BJ Fogg, Stanford University
93.
94.
95.
96.
97.
98. a· bil· i· ty
/əˈbilitē/
Noun, Def:
The capacity to do something
99. How increase
capacity to do
something?
Source: Dr. BJ Fogg, Stanford University ability
100. Factors of ability
Time
Money
Physical effort
Brain cycles
Social deviance
Non-routine
Source: Dr. BJ Fogg, Stanford University ability
101. Simplicity
“Simplicity is a Factors of ability
function of your Time
scarcest resource Money
at that moment.” Physical effort
Brain cycles
- BJ Fogg Social deviance
Non-routine
Differ by person and context
113. Behaviors to actions with
cross-functional teams
= marketing
motivation
triggers =
interface design
ability = product
114. Your turn
• Take out your behavior from yesterday or pick a new one.
• Rate your ability to do your behavior. (1 is not at all able, 10
is very able, easy)
• Rate how motivated you are to do your behavior. (1 is not at
all, 10 is very)
• Share with your partner.
• Brainstorm how to increase your partner’s ability
(considering your scarcest resource) and / or increase
motivation? !! Crazy ideas are encouraged !!
• Write this down and be prepared to share.
115. Factors of ability
Time
Money
Physical effort
Brain cycles
Social deviance
Non-routine
Motivators of Behavior
Seek: Avoid:
Sensation Pleasure Pain
Anticipation Hope Fear
Social Cohesion Acceptance Rejection
Source: Dr. BJ Fogg, Stanford University
116. Bi· as
/ˈbīəs/
Noun, Def:
1. A tendency or inclination; a prejudice
2. A lever to increase motivation or ability
124. Which car owners?
• Are involved in more collisions.
• Receive 65% more traffic tickets.
• Drive 25% more miles than other drivers.
• Are a more costly risk to insure than other
vehicles in its class.
Source: Data from insurance analytics company Quality Planning, reported in “Mitchell Industry Trends Report” 2010
125. Moral licensing
• We tend to reward
ourselves with the
freedom to be
“bad” when we’re
acting “good.”
126. Anchoring
• We tend to rely too heavily on just one trait
of a decision.
• We overvalue things on sale
Jockey only! 3 for $29.50 5 for $34
so, 6 for $44.25 Unit cost = $6.80
Unit cost = $7.38
127. Completion
• Motivation • 8 car wash, get one
increases the free
closer get to a goal
• 8 blank squares vs.
• “Endowed progress 10 squares with 2
free punches
effect”
• 82% higher
completion rate
Source: Nunes and Drèze, The Endowed Progress Effect: How Artificial Advancement Increases Effort, 2006
129. Many more...
• Social proof, framing, reciprocity, relevance,
status quo, loss aversion, familiarity bias,
regret aversion, peak-end effect, money
proxy, authority bias ...
130. Your turn
• Pick one of the “Mental Notes” cards.
• How could you make use of a cognitive
biases to increase your partner’s behavior?
• Brainstorm with the person next to you for
5 min each. !! Go for lots of ideas !!
• Write this down and be prepared to share.
133. The brain and rewards
Watch
Source: Olds and Milner, 1945
134. What triggers the
reward system?
• Stimulation of brain’s reward system
activates new behaviors
• “Awakening the elephant” is possible
through probes or drugs
• What stimulates the brain naturally?
156. Fish bowl technique
• Addiction Recovery Study (Petry 2006)
• Patients earned opportunity to draw a ticket out of a bowl every
time they passed a drug test.
• Half of the tickets said “Keep up the good work.” The rest won the
patient a nominal prize worth $1 to $20 but one ticket was worth
$100 prize.
• 83% of fish bowl patients stayed in treatment for full 12 weeks
(vs 20% of standard-care patients).
• 80% of fish bowl patients passed all their drug tests
(vs. 40% of standard-care patients).
• Fish bowl group less likely to relapse.
• Technique worked better than paying patients for passing drug tests.
157.
158. Rewards Decay
• As rewards become predictable, they
become less novel
Finite Variability Infinite Variability
- Single-player games - Multi-player games
- Consumption of - Creation of content
media - Communities
- Finishing a race - Running for pleasure
or competition
159. Who gets hooked?
• Pathological gamblers and non-pathological
placed in MRI. See images of win, lose, and
“near-miss.”
• Pathological gamblers experienced more
“excitement” from seeing win.
• Gamblers brain saw near-miss as near-win.
• Non-pathological experienced near-miss as
near-loss.
• Unknown if gambler’s brain is different at
birth or if caused by repeated exposure.
Source: Habib, 2010
161. Your turn
• How could you use variable rewards to
increase your partner’s behavior?
• How can you add an element of mystery, the
unknown, or surprise?
• Consider the search for rewards of the tribe
(social), hunt (resources), self (mastery,
control) !! Crazy is ok !!
• Brainstorm with the person next to you for
5 min each and prepare to share.
163. Investment
• Where user does a bit
of “work.”
• “Pays” with something
of value: time, money,
social capital, effort,
emotional commitment,
personal data ...
173. The endowment effect
• When chimps given juice bar
and peanut butter, 50/50
preference split.
• When given PB first, 80% chose
to keep rather than exchange.
• The “endowed” item was
preferred
• Only worked for food
Source: Brosnan et al 2007
174. Humans endow things
• Endowed mugs vs pens worth twice as much
(Kahneman, Knetsch & Thaler,1990)
• Endowed final four tickets worth 14 times more
(Carmon and Ariely, 2000)
• Employees worked harder to maintain a
provisional bonus than a potential yet-to-be-
awarded prize (Hossain and List, 2010)
• Universal behavior across different populations and
with different goods (Hoffman and Spitzer,1993)
including children (Harbaugh et al, 2001)
175. Why do we endow?
• Improved bargaining position in bilateral
trades. If I act like I love it, maybe you will
too. (Huck, Kirchsteiger & Oechssler 2005)
• Loss aversion. Loosing feels twice as bad as
the joy of gaining. (Kahneman and Tversky,
1984)
• Need for consistency causes cognitive
dissonance leads to rationalization.
176. Rationalization and
commitment
Jesse Schell, Professor of game design,
Carnegie Mellon University
177. The preference cycle
Investment:
“Should I ‘spend’
on this?”
Confirmation: Rationalization:
“Since I spent on it “Only an idiot would
before, and I am not an have ‘spent’ on
idiot, it must be good.” something not good.”
178. Little investments,
big results
Group 1:
17% accepted
Group 2:
76% accepted
Source: Freedman & Fraser, 1966
179. Adaptive preference
formation
• Changing preferences to be
more compatible with the
situation.
• We acquire preferences to serve
our need to be consistent.
• Relieve pain of cognitive
dissonance.
Source: Jon Esler, 1983
180. Acquiring taste
• Think of the first time you
tried spicy food or alcohol.
• Acquiring taste follows similar
patterns of rationalization to
avoid cognitive dissonance.
• Change ourselves as we
change our preferences.
• “I’m a ____ drinker.”
181. Motivating through
identity
• Registered voters completed survey
the day before or the morning of the
election.
• “How important is it to you to be a
voter in the upcoming
election?” (Noun)
• “How important is it to you to vote
in the upcoming election?” (Verb)
• Tracked who actually voted.
• How we see ourselves (the nouns) “the largest experimental effects
shape what we do. ever observed on objectively
measured voter turnout.”
Source: Bryan, Walton, Rogers, and Dweck, 2011
182. In summary:
• We over value the results of our labor
(endowment effect)
• But need to rationalize this irrational value
(cognitive dissonance)
• One way to do this is to change our taste
(adaptive preference formation)
• And behave in line with how we see
ourselves (identity shaping)
183. Your turn
• How could you use small investments and
commitments to make your partner’s
behavior more likely to occur?
• Brainstorm with the person next to you for
5 min each.
• Write this down and be prepared to share.
185. Email
T A
Icon on phone
Open unread
Procrastinate, anxiety, messages
thoughts of others....
I R
Tribe, hunt and
Write back
self
186. Spectator sports
T A
Everywhere
Watch
Monday, boredom,
anxiety ...
I VR
Identify self as fan Outcome (Self)
Buy stuff Fandom - belonging (Tribe)
Attend events Capturing the win (Hunt)
187. With more cycles
Increase motivation
and difficulty of action
Greater loyalty, increased
price inelasticity, greater
satisfaction
188. Using neuroscience to
influence human behavior
• Preferences to behaviors.
• Behaviors to routines.
• Routines to habits.
• Habits become who we are.
189. What are you going to
do with this?
• When is it right to “give people what they
want?”
• When are people really in control?
• When is it ok to manipulate?
190. Use this for good.
and take a survey
www.OpinionTo.us