Out of the 93 behavior change techniques that can be used, on average only 7 were chosen, and the most common were related to: 1. Feedback on behavior 2. Goal setting 3. Action planning As the study says: “within the “Goals and Planning” BCT group, only 3 out of 9 BCTs were utilized.

This manual includes information about Open Policy Making as well as the tools and techniques policy makers can use to create more open and user led policy.

The new toolkit crosses local, central and international government action. It has many of the elements of the previous framework but also covers new ground. The most obvious is that we have changed the horizontal axis to better reflect the way government works in practice. This has meant including a number of new areas namely, influencing, engaging, designing, developing, resourcing, delivering and controlling (or managing). The vertical axis still follows the same logic from ‘softer’ more collaborative power at the top, down to more formal government power at the bottom of the axis. The update includes many familiar things from nudging behaviour to convening power and also adds new areas like deliberative approaches such as citizen juries. This is the framework for Policy Lab's new Government as a System toolkit. The new Government as a System toolkit framework. When looking across the whole system, it now has 56 distinct actions. Of course this isn’t an exhaustive set of options, you could create more and more detail as there is always more complexity and nuance that can be found in government. Importantly, we want policymakers to be considering how multiple levers are used together to address complex problems.

Over the past decade, behavioural scientists have identified five different holistic effects which can all impact on the overall effectiveness of a behaviour change intervention. Some of these effects or concepts can be positive, whereas others may end up neutralising the effect of any nudge, or worse, having a negative impact: Licensing effects Compensating effects Positive spillover effects Displacement effects Systemic effects or what we are calling ‘nudge fatigue’

Thinking Styles are the archetypes that you would base characters on, like characters in TV episodes. (Try writing your scenarios like TV episodes, with constant characters.) Characters think, react, and made decisions based on their thinking style archetype. BUT they also switch thinking styles depending on context. For example, if you take a flight as a single traveler versus bringing a young child along–you’ll probably change your thinking style for that flight, including getting to the gate, boarding, and deplaning.

Free Behavior Design, Innovation and Change Tools These frameworks started out as internal tools we would use on client projects at Aim For Behavior, that would help us save time and create better outcomes for the customers and the companies we were working with. We are always adding more frameworks or iterating the current ones based on the feedback.

100+ open source innovation tools from the greatest design & strategy agencies in the world. ​ Ideal for both offline or online workshops. All tools are pixel perfectly packaged in a vectorized PDF or PNG and can be downloaded for free.

I sometimes make a further suggestion to client teams who have years of experience working directly (via research) with the diversity of the people their organization supports. I suggest they abandon “persona” (a representation of a person) and replace it with “behavioral audience segment” (a representation of a group). (Note: I have begun calling these “thinking styles” to emphasize that a person can change to a different group based on context or experience.)This change allows those qualified teams to get away from names and photos. I don’t suggest this for everyone. Note: “Behavioral audience segment” is the name I use, although there may be a better one. In its defense, Susan Weinschenk uses “behavioral science” to mean what I am trying to represent. And “audience segment” is a common way to express a group an organization is focused on.

Why are your organization’s personas so hard to use? It might be because they are marketing personas, based on the way customers buy what you produce—segments of the market divided up by the way each group tends to make a purchase decision. Maybe what you’re designing for isn’t the purchase process. A problem many organizations run into is relying on only one set of personas. Personas can be derived from any sort of audience segment. There are many ways your organization might have divided the people it supports into segments. There are marketing or buying segments, demographic segments, preference segments, and behavioral segments, to name but a few. Within each of these types of segments, your organization might take different perspectives, such as first-time buyer and return buyer.

But she did explain how researching and designing for the majority or “average user” actually end up ignoring, othering, and harming the people our designs are meant to serve. Indi shared how she finds patterns in people’s behaviors, thoughts, and needs—and how she uses that data to create thinking styles that inform more inclusive design decisions. Indi talked about… Why researchers should look for patterns, not anecdotes, to understand real user needs. What are thinking styles and how to uncover and use them. Why your “average” user often doesn’t exist in the real world, and how we can do better.

From a process perspective, our task then becomes figuring out the optimal behavioral flow that reduces the friction between intentions and desired behaviors and stimulates progression through the journey – assuming at least a moderate interest in what is being offered by the organization.

The fact of the matter is that each market/user group has its own particular set of situational and psychological differences that determine which behaviors will be adopted and which will never even be attempted. The job of every product team, whether they know it or not, is to make it as easy and delightful as possible for their target market/user group to perform a behavior that they find doable, useful, compelling, and enjoyable that also leads to an important business outcome for the company. If any of these things are missing, there is no Behavior Market Fit and the project and any associated products will be a failure.

visual representations of things that can be described by various adjectives

Ikea researchers explore Kiwi homes before opening first NZ store Christine Gough, head of interior design at Ikea Australia, is one of 40 Ikea researchers visiting hundreds of Kiwi homes to gauge what products to stock in its Auckland mega store.

Resources to help you address frictions in your government services, improving customer experience.

Nudging provides a way to gently influence people to change behavior towards a desired goal, e.g., by moving towards a healthier or more environmentally friendly lifestyle. Personalized and context-aware digital nudging (named smart nudging) can be a powerful tool for efficient nudging by tailoring nudges to the current situation of each individual user. However, designing smart nudges is challenging, as different users may need different supports to improve their behavior. Determining the next nudge for a specific user must be done based on the user’s current situation, abilities, and potential for improvement. In this paper, we focus on the challenge of designing the next nudge by presenting a novel classification of nudges that distinguishes between (i) nudges that are impossible for the user to follow, (ii) nudges that are unlikely to be followed, and (iii) probable nudges that the user can follow. The classification is tailored to individual users based on user profiles, current situations, and knowledge of previous behaviors. This paper describes steps in the nudge design process and a novel set of principles for designing smart nudges.

If you have ever been tasked with influencing a behaviour, you will know that it is critical to understand that behaviour in context. You need to understand the issues faced by the people affected. At BIT, we refer to the process of understanding behaviour in context as Exploring. Exploring is about discovering what people do and crucially why.

Draft your emotional Before/During/After for each moment. Challenge yourself to superforecast how you think people will feel at each moment. Design, adjust, re-adjust.

The JTBD Canvas 2.0 is a tool to help you scope out your JTBD landscape prior to conducting field research. It frames your field of inquiry and scopes of your innovation effort.

Personas are a widely used tool to keep real users in mind, while avoiding stereotypical thinking in the design process. Yet, creating personas can be challenging. Starting from Cooper's approach for constructing personas, this paper details how behavioral theory can contribute substantially to the development of personas. We describe a case study in which Self-Determination Theory (SDT) is used to develop five distinctive personas for the design of a digital coach for sustainable weight loss. We show how behavioral theories such as SDT can help to understand what genuinely drives and motivates users to sustainably change their behavior. In our study, we used SDT to prepare and analyze interviews with envisioned users of the coach and to create complex, yet engaging and highly realistic personas that make users' basic psychological needs explicit. The paper ends with a critical reflection on the use of behavioral theories to create personas, discussing both challenges and strengths.

To do so, we propose a framework, which rearranges the 17 SDGs into five main categories to which concepts from behavioural and social scientists can relate: wellbeing, inclusivity, sufficiency, empowerment, and resilience (WISER; panel). The WISER framework can enable behavioural scientists to both design their interventions in a way that encompasses several SDGs, and to more clearly report and review how their interventions contribute to behavioural change towards SDGs, thus enhancing progress towards planetary health

But this deluge of information — in which you are naturally very invested — can also prove overwhelming and unhelpful. We’re big fans of brands like WHOOP and Oura, and regularly encourage readers to dig through Apple’s Health app…but you need to be honest with yourself. If fitness tracking is psychologically increasing your feelings of inadequacy and physically increasing your perception of pain, it’s not worth it. At the least, it’s going to torpedo your performance (at work, in workouts, etc.)

An interactive tool to help you take a behaviourally informed approach when designing your communications

In this short follow up post we explain how and why we combine systems thinking and behavioural approaches. We start by introducing the concepts of ‘systems’ and ‘systems thinking’ before explaining why Systems thinking is useful to combine with a behavioural approach.

There are ways that we can overcome the unknown, the uncertain, and the ambiguous to help people feel more confident. The following behavioural insights are all practical examples of how to follow the four guiding stars of navigating uncertainty. Transparency Consistency Managing expectations Social proof

Behav has everything you’ll need to understand people and change what they do so you can create reliable behaviours, faster. Behavior change patterns, behavior research patterns decks.

The Wheel of Progress® is a framework created by Eckhart Boehme and Peter Rochel leveraging jobs-to-be-done principles and methods to evaluate why customers “hire“ a given product or service to accomplish a Customer Job. It provides a canvas to be used when conducting consumer research to evaluate the journey a customer takes from first thought to use of the solution (consumption/job satisfaction). In addition, it enables one to evaluate the four forces of progress at play (push, pull, habits, anxieties) in regards to 'switching behavior'. Finally, one is able to evaluate constraints (internal, external, time-based) that impact the customer journey.

While failure in social marketing practice represents an emerging research agenda, the discipline has not yet considered this concept systematically or cohesively. This lack of a clear conceptualization of failure in social marketing to aid practice thus presents a significant research gap.

Long-term behaviour change is essential to many societal and personal challenges, ranging from maintaining sustainable lifestyles to adherence to medical treatment. However, prior research has generally focused on interventions dealing with bounded, present-tense, and discretely measurable behaviour change problems, evaluated via relatively short-term trials. This has led to a skewed prioritisation of behaviour change techniques and left a critical gap in design guidance. Hence, there is an urgent need to (i) examine how behaviour change techniques can be abstractly prioritised and (ii) related to contextual, embodied interventions during long-term behavioural design. We address this need using a Delphi survey method with 12 international experts on behavioural intervention complemented by a reanalysis of over 100 real-world cases. This provides the basis for examining how experts prioritise the Behaviour Change Technique Taxonomy (BCTT) for the long-term, as well as how this corresponds to real-world long-term interventions. Based on this we provide essential, and as a first, guidance for long-term behavioural design as well as contributing to wider research on how to deal with the demands of long-term behaviour change.

BEHAVIOURAL DESIGN TOOLS. Need a sidekick in your Behaviour Thinking journey? We’ve got you covered with tools and theories. Let’s go.

This Universal Design Playbook was created with the purpose of providing easy access to planning and facilitating universal design development work, whether it is short workshops or longer work sessions. That comes entirely down to what the user selects using the sorting functions on the page. The Playbook contains a collection of methods that can be used in any design process. Each method contains useful information so the user can be certain that they are selecting the most appropriate method to fulfil their purpose. The methods also include tips for how to accommodate participants with diverse abilities to ensure that everyone feels included in a workshop setting no matter what they are capable of.

Etiquette by definition is about graceful relationships between different kinds of people. Good design is about designing calm relationships between technology and people. So we should expect our products to practice proper etiquette. As designers, we should create experiences with that etiquette in mind.

Getting the question right is the most important component in information design, and it’s the most common point where information design goes wrong. This is because information is always relative. Always. Before you can undertake any kind of visualization exercise, you need to know what question you want to answer, and for whom. So I propose the beginnings of a theory of information relativity: 1. All information is relative, and it’s always relative: relative to the observer and the observer’s point of view; relative to the culture and its values; relative to the situation; relative to what has come before, and to what will come next. 2. The value of information is always relative because it is directly related to it’s usefulness, which depends on the user, the context and the situation. 3. Information design must therefore be driven by the context within which it will be experienced. Information design must serve the needs of real human beings doing real things. Information wants to be used.

Step-by-step instructions to systematically review your product to find potential usability and experience problems. Download a free heuristic evaluation template.

Info, research, questionnaires/scales, info on application to specific topics

This is a map of subcultures within an organization (it's called a fitness landscape). It's built from stories told by the people in the organization. What can you do with it? Understand where the culture(s) are and request changes by saying I want “More stories like these...“ and “Fewer like those...“ Dave Snowden and The Cynefin Company (formerly Cognitive Edge) are offering impactful ways to visualize culture, and communicate direction in a manner that is customized to where each subculture is now and where their next best step is. Watch this video until 48:48 for more on the science and method (Link at 44:33) https://lnkd.in/emuAzp6E Stories collected using The Cynefin Co's Sensemaker tool.

At times in life what might be described as a poor experience is actually a richer experience and makes life more interesting. This is my guilty service design secret.