WASH/sanitation programs that focus on higher-level motivations on Maslow's model (e.g., self-esteem, love and belonging, and safety) are much more successful than those that focus only on physiological motivations (e.g., health) - a reminder to dig deeper to connect core values to the desired behavior.
Here’s one way to deal with things : show them a clip from the film Apollo 13. Specifically, the bit where the crew on board the lunar module are facing imminent suffocation due to a faulty air filter, so the scientists on the ground are forced to make a ‘square peg fit a round hole’ with whatever is available to the astronauts. I showed the clip to one client team I was working with, who were all blockers and no action. Before watching the clip the team was fatalistically resigned to business as usual. They didn’t like it, but they accepted it. Business as usual was a six month requirement gathering phase leading to a £1.5m bet on an unproven concept. After watching the clip, they built a working proof of concept within two hours, a fully fledged beta test within 6 weeks and ended up with an award-winning product that delights customers and is incredibly valuable to the business.
Cognitive bias wall chart
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You’re thinking in terms of your you — past, present, and future — and you’re developing narratives, where I’m going to go to lunch when this is over or whatever it is. And those narratives are a form of self-reference. And that’s called — as I said I mean it’s also called the narrative mode network or the narrative network. And it’s the story of me. When you train people in MBSR, you find that another area of their cortex lights up more lateral after eight weeks of training in mindfulness. And that that area is associated with a region called the insula and that doesn’t have a linear, time-based narrative. It’s just the experiencing of the present moment in the body — breathing in, breathing out, awake, no narrative, no agenda. And the interesting thing — and this is the study — when they put people through eight weeks of MBSR, this narrative network decreases in activity and this experiential network increases in activity and they become uncoupled.
CREATORS AND DEVELOPERS GRAPPLE WITH NEW WAYS TO TELL STORIES IN THE RUSH TO SATE APPETITES FOR VR AND IMMERSIVE VIDEO.
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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.
Turn creative writing into a multiplayer game. Storium is a Web-based online game powered by your creativity. As you play, the game helps you create memorable characters and tell exciting, unpredictable stories. It even offers a library of interesting story ideas and tools to help you get started. You don’t have to be a great writer to play. Storium can help anyone unleash their imagination and tell a great story!
How long does it take to change someone's mind about your brand in a video ad? Should you rush to tell your story to avoid getting tuned out, or should you embrace a longer format to build a more captivating story? Google partnered with Mondelez International to find out. In fact, television ad research has established that 15-second TV ads are roughly 75% as effective as 30-second spots.1 And they're half the cost. This media pressure can lead brands to feel like everything needs to be faster, faster, faster. But, as this experiment showed, making ads shorter doesn't get them more attention—it may get them even less. With a great story, brands can take the time to create a connection and change a mind.
Though nudge-economics remains seductive, what once seemed like a panacea has come to look a bit more like a series of sticking plasters. Earlier this year the nudge unit was removed from direct government control, partly sold to the Nesta innovation charity run by New Labour guru Geoff Mulgan, a move which seemed to suggest the prime minister no longer viewed it as quite so central to his philosophy. That move has coincided with a backlash, or at least a critical analysis, of some of the tenets on which its brand of behavioural economics is based.