group facilitation methods for icebreakers, brainstorming, prioritizing, etc.

The Paradox Process is a model for brand development that when applied works for many brands facing complex challenges. Its primary purpose is to get insight into consumer pain points or contradictions that need solving, and it works by using contrary perspectives to arrive at new conclusions.

The IF/THEN Plan has helped people achieve all sorts of goals, including ones that are either habitual or automated. It has helped people deal with a fear of spiders (IF I see a spider, THEN I will keep calm). It has helped people score higher on IQ tests by completing them more efficiently (IF I complete a question, THEN I will move immediately to the next). It has even helped groups of business leaders make commercially advantageous decisions by overcoming confirmation bias. Again, this might seem strange, but let’s look to the evidence: In 2006, Peter Gollwitzer and a fellow researcher, Paschal Sheeran analysed 94 independent studies like the above, involving over 8000 participants and found a medium-to-large effect size of the IF/THEN Plan on goal attainment.

How and when to give different types of feedback on creative designs

templates showing different graphic ways to present frameworks

David Oliver wins gift cards for staying away from drugs. At St. Paul’s Hospital in Vancouver, British Columbia — which treats more overdoses than any other hospital in Canada — a program rewards users of cocaine and other stimulants with prizes when they don’t use. It’s a new approach to help substance abusers, and it’s also being tried in Veterans Affairs hospitals across the United States.

The 2019 Edelman Trust Barometer reveals that trust has changed profoundly in the past year—people have shifted their trust to the relationships within their control, most notably their employers. Globally, 75 percent of people trust “my employer” to do what is right, significantly more than NGOs (57 percent), business (56 percent) and media (47 percent).

From my own experience, there appears to be a scientific trend (that I have not systematically evaluated) that successful behavior change programs tend to run for approximately 2-months, and that after this point, there is a large drop in adherence and impact. The big statistical meta-analysis that I carried out a few years back (http://www.jmir.org/2011/1/e17/), showed that online programs lasting more than 4 months, all failed. So as a rule of thumb, for most general purposes, 8-weeks is not a bad approximate time duration for many programs.

Start - Stop - Continue

PSI identified several breakdowns in the health marketplace. These included government policies that created financial incentives leading providers to push sterilization over other forms of family planning, policies that created disincentives for private companies to develop the domestic market, and a lack of training among health care providers on all of the available birth control methods.

Redefining the problem can help to redefine the solution.

But in a social age, this kind of purpose isn’t enough. The problem comes down to a simple preposition. Most leaders think of purpose as a purpose for. But what is needed is a purpose with. Customers are no longer just consumers; they’re co-creators. They aren’t just passive members of an audience; they are active members of a community. They want to be a part of something; to belong; to influence; to engage. It’s not enough that they feel good about your purpose. They want it to be their purpose too. They don’t want to be at the other end of your for. They want to be right there with you. Purpose needs to be shared.

Schultz writes: “Starbucks’ coffee is exceptional, yes, but emotional connection is our true value proposition. Starbucks is not a coffee company that serves people. It is a people company that serves coffee.”

"This is the question that Todd Rogers and I explore in our paper, “Persistence: How Treatment Effects Persist After Interventions Stop”, published in Policy Insights from the Behavioral and Brain Sciences. We propose a framework for understanding how and when interventions may lead to persistent behavior change. Specifically, we identify four “pathways”, or features of interventions, that may explain why some interventions are successful at generating persistent behavior changes. These pathways include (1) habit formation, (2) changing what or how people think, (3) changing future costs, and (4) external reinforcement"

"Real-world personalized training is the key to engagement Our key to learner engagement has been the use of real-life stories told in real-life places. This strengthens relevance and motivation and demonstrates actual on-the-job benefits. Secondly we use interactive, branching narratives that show learners the consequences of their decisions – intrinsically motivating them through autonomy and providing multiple learning pathways. Third and finally our participatory experiences focus on doing rather than just knowing – making the learner an active player in their own personalized learning journey."

What if you were to invent a way of getting light buyers to recall your brand just as they are about to choose? Ideally, it would reach millions of people who aren’t particularly thinking about your product. You’d want them to see the same thing at around the same time, so that they can talk to each other about what they’ve seen, reinforcing each other’s memories of it. You would need to sneak up on them, since they have near-zero interest in hearing from you, indeed don’t want to. You’d need a form of content requiring negligible mental effort to process: one which comes in bite-sized chunks, but which is still capable of moving and delighting. It turns out there is an app for that: the TV ad.

Participatory Process Design Guide for Strategic Sustainable Development