The key in all this is crossing the chasm—performing the acts that allow the first shoots of that mainstream market to emerge. This is a do-or-die proposition for high-tech enterprises; hence it is logical that they be the crucible in which “chasm theory” is formed. But the principles can be generalized to other forms of marketing, so for the general reader who can bear with all the high-tech examples in this book, useful lessons may be learned.

The School of Life has produced 500 films and written 5 million words. This is an enormous problem. To stand any hope of remaining in anyone’s mind, ideas – even very good ideas – need to be brief and reduced to an essence. That’s why, for the sake of our followers, we’ve summarised everything we believe down to eight key points: the credo of The School of Life.

They found that the indulgent label resulted in the highest consumption. It was chosen 25% more than the basic label, 35% more than with h healthy positive label, and 41% more than the health restrictive label. Veggie consumption increased significantly as well—16% more than the basic label, 23% more than the healthy positive label, and 33% more than the healthy restrictive label.

SHIFT is an acronym for five psychological factors that make consumers more inclined to engage in pro-environmental behaviours: social influence, habit formation, individual self, feelings and cognition, and tangibility.

“If being purposeful means doing ads to you, then you’re probably doing it wrong.”

our rule of thumb is this: When more than 20% of comments are off-topic or hostile, it's time to pivot and introduce a new creative message.

The behavioural change enterprise disproportionately focuses on promoting successes at the expense of examining the failures of behavioural change interventions. We review the literature across different fields through a causal explanatory approach to identify structural relations that impede (or promote) the success of interventions. Based on this analysis we present a taxonomy of failures of behavioural change that catalogues different types of failures and backfiring effects. Our analyses and classification offer guidance for practitioners and researchers alike, and provide critical insights for establishing a more robust foundation for evidence-based policy. Behavioural change techniques are currently used by many global organisations and public institutions. The amassing evidence base is used to answer practical and scientific questions regarding what cognitive, affective, and environment factors lead to successful behavioural change in the laboratory and in the field. In this piece we show that there is also value to examining interventions that inadvertently fail in achieving their desired behavioural change (e.g., backfiring effects). We identify the underlying causal pathways that characterise different types of failure, and show how a taxonomy of causal interactions that result in failure exposes new insights that can advance theory and practice.

Again: you don’t convince people. People convince themselves. Studies done as far back as the 1940’s by Kurt Lewin showed that lectures about why people should change their behavior were effective a measly 3% of the time. But when people self-generated reasons for the same activity, behavior change occurred 37% of the time. People reject ideas they are given and act on ideas they feel they came up with themselves.

Includes “periodic table“ of behavior change techniques

Thammasat Design Center

Many TV/movie script resources

DCMP is the leader for captioning and description standards. We provide not only accessible content but the standard for professionals and amateurs working to build quality, accessible media.

summary of key points of book

Create your own characters

Ratzan and colleagues identified three general areas of capacity building for health communication during the pandemic: the need for communicators to be proactive and to take preventive actions at times; the importance of planning ahead while also acknowledging the unpredictability of the situation; and the call to focus on people. The checklist for health communicators is made up of five objectives: set shared goals, establish coordinated response, devise a communication strategy, implement the communication plan, and be ready to adapt.

Welcome to The Behavioural Insights Team’s Barrier Identification Tool. What is it: This tool will help you to identify and categorise the barriers to a behaviour that you’re trying to change. Step 1: The COM-B Model Overview - a behaviour change framework that can be used to identify barriers to behaviour. Step 2: Review a worked example of how this tool can be used to identify barriers to a behaviour. ​ Step 3: Use the tool to identify barriers to a behaviour you’re trying to change.

We fall off track because a part of us isn’t sure that the goal we’re working toward is going to make our lives better. This causes inner conflict, and when there’s inner conflict, we do the easiest thing of all: nothing. I’ve presented this simple worksheet to many clients, and I’ve found that it helps determine what’s really holding them back.

In particular, a focus on habits is useful when: The most effective approaches depend more on patiently persisting over long periods of time, rather than overcoming brief, but intense, obstacles. The behavior you want can eventually run in the background of your life, not requiring lots of deliberate thinking and effort. You’re looking to make long-term changes to your routine or lifestyle, rather than a temporary shift for particular circumstances. Understanding the limitations of habits is part of what makes them powerful. If you go in with the right expectations, you’ll be far more likely to make them stick.

Distilling your message into a single sentence will make your writing flow better, and make your key points easier to arrange. Think of the single sentence as a lighthouse guiding you through fog. If you become overwhelmed with an abundance of data or competing themes, the single sentence will help you stay on track.

When people see food that is symmetrical, they tend to believe it is more natural – and when they think a food is more natural, they perceive it to be healthier.

Looking at hundreds of campaigns over the last century, Chenoweth found that nonviolent campaigns are twice as likely to achieve their goals as violent campaigns. And although the exact dynamics will depend on many factors, she has shown it takes around 3.5% of the population actively participating in the protests to ensure serious political change. Overall, nonviolent campaigns were twice as likely to succeed as violent campaigns: they led to political change 53% of the time compared to 26% for the violent protests.