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.
Promoting agency – people's ability to form intentions and to act on them freely – must become a primary objective for Behavioural Public Policy (BPP). Contemporary BPPs do not directly pursue this objective, which is problematic for many reasons. From an ethical perspective, goals like personal autonomy and individual freedom cannot be realised without nurturing citizens’ agency. From an efficacy standpoint, BPPs that override agency – for example, by activating automatic psychological processes – leave citizens ‘in the dark’, incapable of internalising and owning the process of behaviour change. This may contribute to non-persistent treatment effects, compensatory negative spillovers or psychological reactance and backfiring effects. In this paper, we argue agency-enhancing BPPs can alleviate these ethical and efficacy limitations to longer-lasting and meaningful behaviour change. We set out philosophical arguments to help us understand and conceptualise agency. Then, we review three alternative agency-enhancing behavioural frameworks: (1) boosts to enhance people's competences to make better decisions; (2) debiasing to encourage people to reduce the tendency for automatic, impulsive responses; and (3) nudge+ to enable citizens to think alongside nudges and evaluate them transparently. Using a multi-dimensional framework, we highlight differences in their workings, which offer comparative insights and complementarities in their use. We discuss limitations of agency-enhancing BPPs and map out future research directions.
Should a person describe what they look like during a virtual meeting or webinar?
Response # of respondents % of respondents
Yes 363 31.8%
No 779 68.2%
The majority (68.2%) of respondents do not prefer descriptions of appearances in online meetings.
How to sound like Zendesk
Our product is an extension of our brand and we want it to feel like Zendesk. We use visual design to shape what Zendesk looks like, and voice and tone to shape what Zendesk sounds like.
