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.
Before we get started…there’s a free PDF download available that’s related to this post. It has:
3 prompts to help you brainstorm what your comic could be about.
3 comic creation tips to help think more visually and help you create a comic.
5 comic page layouts you can use to sketch out your comic!
The counselors are themselves a kind of prophylaxis. Their job is to ask about parents’ worries long before anyone’s trying to vaccinate their kids at 2 months of age, to answer whatever questions come up — in other words, to inoculate against the misconceptions that might infect them online.
To explore advertising and
marketing’s capacity for empathy,
we’ve turned to cutting edge moral
psychology. In this white paper we
are asking people working in the
advertising and marketing industry to
consider the deepest questions about
their identity, ethics and morals.
BETA hosted Australia’s first ever Form-a-Palooza on 28 June 2019. It was a one-day festival of forms, designed to share the latest in form design with public servants from across the Australian Government.
Forms are the most common interaction between people and the government, and there are thousands of them—most still in paper. Improving forms is a simple but important way to improve service delivery and increase public satisfaction with government.
Over 200 participants from 38 agencies came along to Form-a-Palooza to learn new techniques and put them into practice.
We also launched a brand new framework to guide the development of good forms—the WISER framework. It’s based on the latest research, as well as our own experience working with government agencies on forms, letters and communication.
The study found that the non-narrative (expository) profile produced a greater increase in knowledge, while the narrative profile led to greater change in more responsible preventive attitudes and behaviours.
I’m often asked for my top tips for managing Human Risk.
Over the next five weeks, I’m going to reveal the Five Rules of Human Risk, beginning, appropriately enough with the first:
Rule 1: Human Risk can be managed but not eliminated
On the face of it, this is a statement of the blindingly obvious. Yet it is fundamentally important; if we really want to manage Human Risk, then we need to accept that we can’t control every aspect of human decision-making. No matter how hard we try.
When people make decisions with a pre-selected choice option – a ‘default’ – they are more likely to select that option. Because defaults are easy to implement, they constitute one of the most widely employed tools in the choice architecture toolbox. However, to decide when defaults should be used instead of other choice architecture tools, policy-makers must know how effective defaults are and when and why their effectiveness varies. To answer these questions, we conduct a literature search and meta-analysis of the 58 default studies (pooled n = 73,675) that fit our criteria. While our analysis reveals a considerable influence of defaults (d = 0.68, 95% confidence interval = 0.53–0.83), we also discover substantial variation: the majority of default studies find positive effects, but several do not find a significant effect, and two even demonstrate negative effects. To explain this variability, we draw on existing theoretical frameworks to examine the drivers of disparity in effectiveness. Our analysis reveals two factors that partially account for the variability in defaults’ effectiveness. First, we find that defaults in consumer domains are more effective and in environmental domains are less effective. Second, we find that defaults are more effective when they operate through endorsement (defaults that are seen as conveying what the choice architect thinks the decision-maker should do) or endowment (defaults that are seen as reflecting the status quo). We end with a discussion of possible directions for a future research program on defaults, including potential additional moderators, and implications for policy-makers interested in the implementation and evaluation of defaults.
Transformation sounds impressive, glamorous even, but what does it actually mean?
After six years of leading transformation in government, this is my attempt to explain what it is, what it’s not, and how to spot the difference.
It’s always good to start with a definition, and Cambridge Dictionary offers this one: ‘transformation: a complete change in the appearance or character of something… especially so that thing is improved’.
This gives us some clues, but it’s not nearly complete.
So with the help of my Twitter community, here’s 6 characteristics of what transformation is, and what it is not.