wait this graph is crazy
BART installed anti-fare-hopping gates and the amount of station maintenance and cleanup they had to do went to basically zero
strong evidence that the poor condition of public transit is fairly easy to fix + caused by a very small group of people
What can behavioural scientists do differently when working on complex problems?
Given the need for differentiated methods for different kinds of systems, and particular caution about existing approaches for complex and chaotic domains, applied behavioural scientists should be considering the appropriateness of the cornerstones of applied work, such as defining target behaviours. early on in strategic development, as shown in the table below.
The Cynefin framework is a ‘sense-making’ framework – where sense-making is defined by the author David Snowden as “making sense of the world in order to act in it”. It distinguishes between 3 primary systems: ordered, complex, chaotic, which are defined by the type of constraints (or absence of constraints) in that system. Each type of system is described not just how it is constrained, but also describes how to best take action.
What can behavioural scientists do differently when working on complex problems?
Given the need for differentiated methods for different kinds of systems, and particular caution about existing approaches for complex and chaotic domains, applied behavioural scientists should be considering the appropriateness of the cornerstones of applied work, such as defining target behaviours. early on in strategic development, as shown in the table below.
The Cynefin framework is a ‘sense-making’ framework – where sense-making is defined by the author David Snowden as “making sense of the world in order to act in it”. It distinguishes between 3 primary systems: ordered, complex, chaotic, which are defined by the type of constraints (or absence of constraints) in that system. Each type of system is described not just how it is constrained, but also describes how to best take action.
Fundamentals of Inclusive Research
Presenter(s): Cherish Boxall, Heidi Green, Frances Sherratt, Shaun Treweek
decorative image to accompany text
This guide provides four approaches to making research more inclusive.
Groups of people, such as those from minoritised/racialised ethnicities, impaired capacity, and those experiencing socioeconomic disadvantage, generally experience poorer health outcomes than groups of people with more societal privilege. In parallel, these groups have been historically underserved in health research. This situation means that the findings of health research might not be transferable to the people who stand to benefit most, potentially allowing health inequalities to continue and most definitely not contributing to solving the problem of inequity.
There are many historical and current reasons for under-representation in research. The most common reasons include a lack of trust and ease of access (e.g., small visit windows, cover for dependants). Although different groups might face unique barriers, this practical resource will provide a starting place to help research be more inclusive through a broad suite of approaches.
The four pillars of the fundamentals of inclusive research are access, relevance, trust and recognition.
> Download the workbook PDF with a check guide to get started on inclusive practice and community engagement.
obs-to-be-done is a great concept for innovators, helping to take the customer perspective and discovering customer insights for innovation and growth strategies. When applying JTBD in practice, however, innovators often get lost. The Job Hierarchy, developed by Vendbridgeand applied in dozens of JTBD projects, can help to maintain orientation and focus, and thereby to exploit the full potential of this powerful concept.
Die Job Hierarchie
As the word hierarchy implies, we use it to think JTBD in three different levels:
The Bigger Why
The Deeper Why
The Lower How
Intervention Mapping is the most comprehensive approach to systematic behavior change (O'Cathain et al., 2019). For this reason, applying Intervention Mapping can been daunting. In this paper, I discuss the mistakes I made when applying the various iterative steps of Intervention Mapping in the design, implementation, and evaluation of an intervention aiming to reduce HIV stigma in health care settings in the Netherlands.
Personalized nudging (PeN) promises greater intervention effectiveness, especially for heterogenous populations. However, developments in PeN are hindered due to a lack of conceptual clarity and high methodological variability. We present a framework for PeN to tackle these challenges. We argue that personalization is contingent on personal data availability and choice environment malleability. Applying these factors to a nudge’s content, design, and underlying mechanism, we suggest that various levels of PeN exist, from simple name changes to more technologically sophisticated adaptive approaches. These levels highlight various novel methodological considerations, which we split into theory-driven (top down) and data-driven (bottom up) approaches. Finally, we discuss how our framework supports practitioner goals and reveals future research directions.
Creating a bot persona document.
The part teams usually miss:
Persona is the consistent personality users infer from your agent’s language choices — documented as constraints that guide every utterance.
It prevents tone drift. It gives QA something testable. It makes “fun vs. professional” a decision, not a debate. And when persona isn’t defined, the agent becomes inconsistent in the places users notice most: greetings, errors, and handoffs.
To meet UK Net-Zero emissions targets, meat consumption must decrease. We present results from two studies evaluating interventions to reduce purchasing of meat-containing meals across university cafeterias in Oxford, UK. Study 1 tested whether two dynamic descriptive norm messages changed meal purchasing. Over eight weeks, four cafeterias displayed a norm message incorporating a socially ‘close’ referent group and three cafeterias displayed a message incorporating a socially ‘distant’ referent group. Two cafeterias were assigned a no-message control condition. A generalised linear mixed effect model suggested both messages decreased odds of cafeteria diners purchasing vegetarian meals, in comparison to control, 'Close' Message: Ratio of Odds Ratios (ORs)=0.79, 95% 95% CI [0.72, 0.86]; 'Remote' Message: Ratio of ORs=0.84, 95% CI [0.76,0.92]. Study 2 involved three pre-post experiments testing whether different interventions changed meal purchasing: re-positioning vegetarian products, increasing vegetarian availability, and introducing vegetarian defaults. Generalised linear models suggested each intervention was associated with significant increases in odds of diners purchasing vegetarian meals, Positioning: OR=1.33, 95% CI [1.24,1.44]; Availability: OR=1.60, 95% CI [1.45, 1.75]; Defaults: OR=1.77, 95% CI [1.61, 1.95]. These study results could be due to norm messaging being less effective at promoting vegetarian meals than interventions in availability, defaults, and positioning. But, given the study designs, they could instead be due to self-selection effects, or regression to the mean.
PCS yields three important discoveries in this investigation: First, context variables are more predictive of behavior for some individuals than others. Second, contrary to common wisdom, there is no “magic number” for how long it takes to form a habit. Instead, the speed of habit formation appears to vary significantly between behavioral domain: Gym habits take months to form and handwashing habits take weeks to form. Third, consistent with prior research on nonhuman animals, more habitual gymgoers are reward-insensitive, responding less to a well-designed behavioral intervention
Massive snowfalls like the one that hit the US east coast this week usually spell trouble for traffic. But critics of America's car-centric transport network are using the snow - and Twitter - to demonstrate how roads should be redesigned to make them safer for pedestrians.
This paper offers a refreshed and expanded view of how behavioural science can support sustainable development. It presents a comprehensive, evidence-based resource designed to help countries integrate behavioural insights into their policies and programmes for achieving the Sustainable Development Goals (SDGs). At the heart of the paper is a global database of 201 behavioural and nudge interventions, each aligned with one or more of the 17 SDGs. You can explore the full database here: https://docs.google.com/spreadsheets/d/1tWy0X2Aq08kIUNYG-Cw5FQsvakdKSyKGKen7_hc2F48/edit?gid=1627241714#gid=1627241714
A psychiatrist couldn’t keep up with the demand for mental health care. So he hired grandmothers.
He asked himself a simple question: who do people already trust with their problems?
The majority said it was grandmothers. They are wise, respected and embedded in the community.
He trained them in basic therapy for common mental health disorders and gave them benches in public spaces.
The results speak for themselves :
→ Thousands sought support
→ Depression symptoms dropped
→ A randomised trial showed it worked better than standard primary care
The Cultural Currents Institute's proprietary SPREAD framework is ideal for testing and refining messages and strategies at the conceptual phase, diagnosing and troubleshooting campaigns that may be struggling after launch, and accelerating efforts that have already found some success. The core concepts of the framework are introduced here.
Simple to Remember and Share
Plausible to its Intended Audience
Relatable to Common Lived Experience
Emotional and Evocative
Actionable With Clear Steps
Duplicable With Low Effort and High Fidelity
What works better is grouping the reasons someone struggles with a service, rather than segmenting the people who experience those struggles. This is the basis of the Universal Barriers to Access approach. Over time, the Government Digital Service received thousands of calls from people unable to use parts of its services. By analysing this data, we identified 11 common barriers—recurring patterns that explain why services fail for users, regardless of their background or situation.
Welcome to the Complex Systems Framework Collection, where you will find ways to consider the differences between simple, complicated, complex and chaotic. Whether you're a problem solver, leader, and/or learner, we hope you will find ideas here that resonate, challenge conventional wisdom, and push your thinking about complex problems in new directions.
They collated 20 studies with 2,601 participants, studying the time it takes to turn new behaviours into automatic habits. ²
The average time they reported?
➝ 106-154 days.
With substantial variability, from 4-335 days.
The time depended on factors like the:
↳ Type of habit
↳ Feelings about the habit
↳ Frequency performing the behaviour
CHAPTERS
00:00 Introduction
00:20 Identify a subset of people who get it
00:54 1st Slide: What we do
01:34 2nd Slide: Our Insight
02:13 3rd Slide: Proof Points
02:45 Don't create a Frankendeck
03:30 Conclusion
This narrative review summarizes several health equity frameworks to help digital health practitioners conceptualize the equity dimensions of importance for their work, and then provides design approaches that accommodate an equity focus. Specifically, the Double Diamond Model, the IDEAS framework and toolkit, and community collaboration techniques such as participatory design are explored as mechanisms for practitioners to solicit input from members of underserved groups and better design digital health tools that serve their needs.
Here, we develop a novel cognitive framework by organizing these interventions along six cognitive processes: attention, perception, memory, effort, intrinsic motivation and extrinsic motivation. In addition, we conduct a meta-analysis of field experiments (i.e. randomized controlled trials) that contained real behavioural measures (n = 184 papers, k = 184 observations, N = 2 245 373 participants) from 2008 to 2021 to examine the effect size of these interventions targeting each cognitive process. Our findings demonstrate that interventions changing effort are more effective than interventions changing intrinsic motivation, and nudge and sludge interventions had similar effect sizes.
The first objective was to provide an overview of all activities that were employed during the course of a research project to develop a relapse prevention intervention for interdisciplinary pain treatment programs. The second objective was to examine how co-design may contribute to stakeholder involvement, generation of relevant insights and ideas, and incorporation of stakeholder input into the intervention design.
Gamification services are hailed as effective tools for influencing users’ behaviours, increasing engagement, motivation, and enhancing learning. In the field of behaviour change, transformative outcomes have been reported for gamification services; with some conceptualisation undertaken regarding transformative gamification services. However, there is a lack of research on practical implementation of transformative gamification services. Also, previous studies have often isolated a single component of gamification and not discussed the synergistic effects and behavioural outcomes of the experiences that the combination of gamification elements can create. To bridge this gap, we provide an implementation framework for transformative gamification services. This is achieved by identifying different components of transformative gamification from a social marketing and transformative service research (TSR) lens and their behavioural outcomes. To do this, we delve into game design, gamification and behaviour change literature and suggest a practical implementation framework which incorporates users' perspectives in the form of transformative values, user engagement types (play typologies), and consumption/service encounter experiences. This research contributes to gamification theory and practice by furthering the understanding of transformative gamification services in social marketing and TSR. It also provides behaviour change practitioners with detailed steps for implementation of such services aiming to create positive behavioural changes.
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