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[https://openpolicy.blog.gov.uk/2020/03/06/introducing-a-government-as-a-system-toolkit/] - - public:weinreich
behavior_change, design, government, management, strategy - 5 | id:1489668 -

The new toolkit crosses local, central and international government action. It has many of the elements of the previous framework but also covers new ground. The most obvious is that we have changed the horizontal axis to better reflect the way government works in practice. This has meant including a number of new areas namely, influencing, engaging, designing, developing, resourcing, delivering and controlling (or managing). The vertical axis still follows the same logic from ‘softer’ more collaborative power at the top, down to more formal government power at the bottom of the axis. The update includes many familiar things from nudging behaviour to convening power and also adds new areas like deliberative approaches such as citizen juries. This is the framework for Policy Lab's new Government as a System toolkit. The new Government as a System toolkit framework. When looking across the whole system, it now has 56 distinct actions. Of course this isn’t an exhaustive set of options, you could create more and more detail as there is always more complexity and nuance that can be found in government. Importantly, we want policymakers to be considering how multiple levers are used together to address complex problems.

[https://courses.aimforbehavior.com/free-behavior-and-innovation-frameworks] - - public:weinreich
behavior_change, design, how_to, strategy, theory - 5 | id:1489294 -

Free Behavior Design, Innovation and Change Tools These frameworks started out as internal tools we would use on client projects at Aim For Behavior, that would help us save time and create better outcomes for the customers and the companies we were working with. We are always adding more frameworks or iterating the current ones based on the feedback.

[https://behavia.de/behavioral-journet-assessment/] - - public:weinreich
behavior_change, design, strategy - 3 | id:1489286 -

From a process perspective, our task then becomes figuring out the optimal behavioral flow that reduces the friction between intentions and desired behaviors and stimulates progression through the journey – assuming at least a moderate interest in what is being offered by the organization.

[https://miro.com/app/board/uXjVP8lFcUw=/] - - public:weinreich
behavior_change, design, how_to, inspiration, strategy - 5 | id:1294794 -

Hi, I'm Robert I hope this concept card is useful for you and helps you add a new tool to your toolbox. As someone who helps teams develop products, services and experiences, I did not see many open resources out there that combine behavioral science with other strategy and design processes, so I decided to take my experience and create frameworks and boards to share for free. If you have questions on the framework you can connect with me on Linkedin or see my website.

[https://irrationallabs.com/how-to-manc/] - - public:weinreich
behavior_change, design, social_network, strategy - 4 | id:1074479 -

Mutually-Assured Non-Complacency (MANC) Introducing MANC, a system that helps you achieve your goals. Plainly, MANC is a system that uses the people closest to you to assure that you don’t fall into status quo ruts. It’s Mutually-Assured Non-Complacency. How does it work? First, you define the new desired personal behavior (a.k.a. your goal). Then, you put in a system to achieve it (a.k.a. accountability system). This system gives your friends and family a role in your success. So you think you can MANC? The worksheet gives you the recipe. The videos give you the motivation to start today.

[https://www.habitweekly.com/commitment-device-database] - - public:weinreich
behavior_change, design, strategy - 3 | id:1074478 -

Growing open-sourced database of different commitment devices to help you stick with your intentions and achieve your long-term goals. Read this article for more information on Commitment Devices and how to make the most of this database.

[https://www.youtube.com/watch?v=UPbwn9SSzcI] - - public:weinreich
behavior_change, design, strategy, theory - 4 | id:1064154 -

Bonus talks Why You Forget Everything And What to Do About It w/ Bec Weeks – https://youtu.be/VoDlOmHbaWE The Sneaky Things That Keep Good Habits From Sticking w/ Jessica Malone – https://youtu.be/oCwMXY7u73A Nicolas Fieulaine from NFÉtudes – https://youtu.be/E-XNZUGvVT0 ––– Timestamps 0:00 Event Intro 6:53 The Science of Habit Change with David Neal 38:10 The Science of Mindfulness with Dr. Clare Purvis 53:03 Creatures of Context with David Perrott 1:21:05 Time Smart: How to Reclaim Your Time and Live a Happier Life with Ashley Whillans 2:05:36 The Invisibility of Habit with Wendy Wood 2:34:19 Digital Behavior Change in Health with Jennifer La Guardia & Aline Holzwarth 2:59:11 Better Decision Making at Work: 5 Core Heuristics (& How to Manage Them) with Scott Young, BVA Nudge Unit 3:22:32 All the small things - How behavioral science can help you unlock success in love and at work with Logan Ury & Liz Fosslien 4:09:53 How to apply behavioral insights to cyber security training with Harriet Rowthron from BestAtDigital 4:22:44 Making Meaning When Life Stinks with Yael Schonbrun 4:54:47 The Power of Identity with Dominic Packer 5:30:40 The Untapped Science of Less with Leidy Klotz 5:55:10 Day Wrap-Up with Samuel Salzer & Peter Judodihardjo

[https://knowledgeauckland.org.nz/media/1889/behavioural-insights-toolkit-rimu-auckland-council-june-2020.pdf] - - public:weinreich
behavior_change, design, how_to, inspiration, professional_resource, strategy - 6 | id:1064125 -

This toolkit has been designed by the Research and Evaluation Unit (RIMU) at Auckland Council to be useful to those wishing to improve public programmes or services, policy development, or team decision-making. It draws on a range of existing resources produced by the Behavioural Insights Team, the OECD and others (see ‘other resources’ on the next page). This toolkit has two components that can be used either separately or together. The first component is a step-by-step process for developing a behavioural intervention. It guides the user through understanding existing behaviours, identifying a desired behaviour, brainstorming ideas for promoting the desired behaviour, and robustly testing the best ideas. The user should follow the steps in the order they are numbered. It is focused on key questions to ask at each step. It is not a complete guide to how to answer these questions, however, and the user may need to rely on other research and evaluation resources to help with each step. The second component of the toolkit is a series of ‘brainstorming’ cards. The cards cover many important behavioural principles to keep in mind when looking to improve programmes, policies, or decision-making. Each card includes a description of the behavioural principle, some examples, and suggestions for how to apply the principle. They can be used on their own or to brainstorm ideas as in the step-by-step process above. To help with navigation, the card set has been organised into a series for better services and a series for better decisionmaking, although there is overlap in the use of the cards. The former is marked with a red dot in the top left corner and the latter with a green dot.

[https://ucl.scienceopen.com/hosted-document?doi=10.14324/111.444/000117.v1] - - public:weinreich
behavior_change, consulting, design, environment, how_to, inspiration, research, social_network, strategy - 9 | id:1022051 -

Method:Three participatory workshops were held with the independent Welsh residential decarbonisation advisory group(‘the Advisory Group’)to (1)maprelationships betweenactors, behavioursand influences onbehaviourwithin thehome retrofitsystem,(2)provide training in the Behaviour Change Wheel framework(3)use these to developpolicy recommendationsfor interventions. Recommendations were analysed usingthe COM-B (capability, opportunity, motivation) model of behaviourtoassesswhether they addressed these factors. Results:Twobehavioural systems mapswere produced,representing privately rented and owner-occupied housing tenures. The main causal pathways and feedback loops in each map are described.

[https://samuelsalzer1.typeform.com/to/hN8BVT?typeform-source=www.google.com] - - public:weinreich
behavior_change, design, how_to, strategy - 4 | id:980357 -

Want to build better habits? By answering these questions you will in less than 10 minutes have created your own personalized habit building plan backed by the best from behavioral science. The finished plan will be sent straight to your email.

[https://www.sciencedirect.com/science/article/pii/S0167268120300871] - - public:weinreich
behavior_change, design, strategy, theory - 4 | id:802639 -

We present a theoretical model to clarify the underlying mechanisms that drive individual decision making and responses to behavioral interventions, such as nudges. The model provides a theoretical framework that comprehensively structures the individual decision-making process applicable to a wide range of choice situations. We also identify the mechanisms behind the effectiveness of behavioral interventions—in particular, nudges—based on this structured decision-making process. Hence, the model can be used to predict under which circumstances, and in which choice situations, a nudge is likely to be effective.

[https://pure.mpg.de/rest/items/item_2513866_5/component/file_2514744/content] - - public:weinreich
behavior_change, design, strategy - 3 | id:802636 -

To date, much of the discussion of behaviorally informed approaches has emphasized “nudges,” that is, interventions designed to steer people in a particular direction while preserving their freedom of choice. Yet behavioral science also provides support for a distinct kind of nonfiscal and noncoercive intervention, namely, “boosts.” The objective of boosts is to foster people’s competence to make their own choices—that is, to exercise their own agency. Building on this distinction, we further elaborate on how boosts are conceptually distinct from nudges: The two kinds of interventions differ with respect to (a) their immediate intervention targets, (b) their roots in different research programs, (c) the causal pathways through which they affect behavior, (d) their assumptions about human cognitive architecture, (e) the reversibility of their effects, (f) their programmatic ambitions, and (g) their normative implications.

[https://bootcamp.uxdesign.cc/com-b-experience-mapping-a-design-thinking-love-story-f09e3403495] - - public:weinreich
behavior_change, design, how_to, research, strategy - 5 | id:802634 -

In their maturity, the fields of experience strategy and behavior change design are moving past the casual flirtations of two complementary knowledge domains into a full fledged partnership: when we marry the design of behavioral interventions and the design of experiences, there’s a special power in combining the myriad frameworks from both domains. This becomes especially effective when the goal is not just to identify pain points in an existing experience journey or illustrate an ideal future one — but to make actionable recommendations that will help clients make the leap from actual to ideal.

[https://www.igi-global.com/chapter/rethinking-the-origin-of-the-behavioural-policy-cube-with-nudge-plus/269972] - - public:weinreich
behavior_change, design, policy, strategy - 4 | id:684342 -

Key Terms in this Chapter Behavioural Policy Cube: The policy cube encapsulates three core features of the ‘libertarian paternalism’ framework; namely if an intervention or policy tool is informed by the standard axiomatic assumptions of rational man theory or by insights from behavioural theories, if it is internality or externality targeting, and if it is regulatory or libertarian in nature (Oliver, 2017b). Nudge: A nudge is any aspect of the choice architecture that alters people's behavior in a predictable way without forbidding any options or significantly changing their economic incentives (Thaler & Sunstein, 2009). Boost: A boost improves the competency of a decision-maker by enriching his or her repertoire of skills and decision tools and/or by restructuring the environment such that existing skills and tools can be more effectively applied (Grüne-Yanoff & Hertwig, 2016). Think: A think is a schooling strategy that involves large-scale deliberations to enable citizens to own the process of behavioural reforms. These often include citizen forums and large-scale behavioural therapies. Nudge Plus: Nudge plus refers to an intervention that has a reflective strategy embedded into the design of the nudge. It can be delivered either as a one-part device in which the classic nudge and the reflective plus are intrinsically combined, or as a two-part device whereby the classic nudge is extrinsically combined with a deliberative instrument that prompts individual reflection on the nudge. (Banerjee & John, 2020).

[https://www.behaviourworksaustralia.org/behaviour-change-101-series-five-steps-to-select-the-right-behaviour-to-target/?utm_source=Habit+Weekly&utm_campaign=1f1cda8506-EMAIL_CAMPAIGN_2020_02_02_02_55_COPY_01&utm_medium=email&utm_term=0_ab93d31fb5-1f1cda85] - - public:weinreich
behavior_change, design, how_to, strategy, target_audience - 5 | id:285232 -

At BehaviourWorks, we often prioritise behaviours using the Impact-Likelihood Matrix (figure below). In this approach, behaviours are prioritised by mapping them based on: The impact they have on the problem they are intended to address. The likelihood of the target audience adopting the behaviour.

[https://measured.design/] - - public:weinreich
behavior_change, design, sample_campaigns, strategy - 4 | id:283028 -

MeasureD is a resource for anyone wanting to understand, measure, and scale the impact of social design in order to strengthen society and create the conditions for equitable human health. It is intended to represent the highest level of practice and help organizations and practitioners understand where, when, and how social design is most effective. includes case studies

[https://www.linkedin.com/pulse/energy-choices-we-make-consumers-guy-champniss-phd/?trackingId=QbtZu%2FzkOtbgBQSwbMurBw%3D%3D] - - public:weinreich
behavior_change, design, strategy - 3 | id:266013 -

In other words, it’s not a question of consumer choices being made that are bad, but of whether consumer choice exists. So when we ask why we ‘choose (or not)' highly energy efficient products, maybe we should ask instead if we're actually ‘picking (or not)' super energy efficient products. Picking vs. choosing. This is not a question of semantics. Far from it.

[https://behavioralgrooves.com/episode/matt-loper-helping-patients-adhere-to-medication-plans/] - - public:weinreich
behavior_change, design, strategy - 3 | id:264278 -

Wellth does this by “giving” patients money at the start of each month to take their pills. To prove they’re on track, they use the Wellth app to take a photograph of their medicines in the palm of their hand. But every day that they miss, they are penalized in the form of fee, which nets them less money at the end of the month. This loss-contract model is gaining notoriety and it should be: Wellth discovered that positive incentives accounted for adherence rates around 60% while loss-contract models account for better than 90% adherence rates.

[https://journals.sagepub.com/doi/pdf/10.1177/1529100618760521] - - public:weinreich
behavior_change, design, evaluation, strategy - 4 | id:264240 -

***Psychology offers three general propositions for understanding and intervening to increase uptake where vaccines are available and affordable. The first proposition is that thoughts and feelings can motivate getting vaccinated. Hundreds of studies have shown that risk beliefs and anticipated regret about infectious disease correlate reliably with getting vaccinated; low confidence in vaccine effectiveness and concern about safety correlate reliably with not getting vaccinated. We were surprised to find that few randomized trials have successfully changed what people think and feel about vaccines, and those few that succeeded were minimally effective in increasing uptake. The second proposition is that social processes can motivate getting vaccinated. Substantial research has shown that social norms are associated with vaccination, but few interventions examined whether normative messages increase vaccination uptake. Many experimental studies have relied on hypothetical scenarios to demonstrate that altruism and free riding (i.e., taking advantage of the protection provided by others) can affect intended behavior, but few randomized trials have tested strategies to change social processes to increase vaccination uptake. The third proposition is that interventions can facilitate vaccination directly by leveraging, but not trying to change, what people think and feel. These interventions are by far the most plentiful and effective in the literature. To increase vaccine uptake, these interventions build on existing favorable intentions by facilitating action (through reminders, prompts, and primes) and reducing barriers (through logistics and healthy defaults); these interventions also shape behavior (through incentives, sanctions, and requirements). Although identification of principles for changing thoughts and feelings to motivate vaccination is a work in progress, psychological principles can now inform the design of systems and policies to directly facilitate action.

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