International DesignCamp2012 Nudge

Pilots | Talks | Projects | Cases

InternatIonalDesIgnCamp2012DESIGNING POSITIVE BEHAVIOURAL CHANGE

DesignCamp2012 Nudge – Designing Positive Behavioural Change

First edition, first printing 2013

Editor in Chief: Head of Culture and Communication Mette Strømgaard DalbyEditor: Marianne Baggesen HilgerEditorial staff: Anette Flinck, Jan Ulrik Saksø Juhl, Katrine Worsøe Kristensen Project Manager Design2innovate: Karsten BechProject Coordinator DesignCamp2012: Karen FederCover and layout: OddFischleinPhotos and video: Jonas Drotner Mouritsen

Published by Kolding School of DesignISBN: 978-87-90775-42-1Paper: Munken Print WhitePrinted at: Zeuner GrafiskCopyright: Kolding School of Design

Kolding School of DesignAagade 10DK-6000 Koldingwww.dskd.dk

Design2innovatewww.design2innovate.dk

All rights reservedPhotographic, mechanical, digital or any other form of repro-duction from this book is permitted only in accordance with the agreement between Copy-Dan and the Ministry of Educa-tion. Any other usage without the written consent of the pub-lisher is prohibited by applicable Copyright Act. Exceptions to this are extracts for use in reviews and discussions.

DesignCamp2012 was organised by Kolding School of Design and Design2innovate in collaboration with the Danish Nudging Network.

Side 2

international deSignCamp2012 – Designing positive behavioural change

Diversity is the Father of Invention —by Mette Strømgaard DalbyThe Campfire Meal

PilotsPiloting and the Myth of the Final Presentation —by Cordy Swope Stretching Out To DesignDesigning New Meal ConceptsDesign Leads the Way

TalksWhat is Nudge? —by Pelle Guldborg HansenInnovation with Behaviour in Mind —by Rani SaadA Guide to Insight Generation and Customer Stories —by Marcus Gabrielsson

ProjectsNutrition and Public HealthCity, Society and ArchitectureEducation and Play

CasesBuffet Serving – a Nightmare of Choices —by Gitte Laub HansenNudge Changes Littering Behaviour —by Susanne Brøgger

ParticipantsRecipes

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InternatIonal DesIgnCamp2012 – Designing positive behavioural change

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“Experiencing the attitude Kolding School of Design has towards design and how it can be applied to the community is interesting. It seems that they project a lot of optimism. They teach the mindset that you can change things”

Julia Davids, Stanford University, USA


“The DesignCamp is an optimal way of working. It’s not just a conference that you attend and then you go home. Because we work in integrated groups, we get maximum outcome. We’ll be back for the next DesignCamp – for sure”Mads Kyed, Health Coordinator, Kolding Municipality, Social and Health Care Services

InternatIonal DesIgnCamp2012 – Designing positive behavioural change introDuction

The annual DesignCamp isn’t likely to save companies from bankruptcy. However, we can offer anything but uniformity. Indeed, a large part of the ingredients in the Design-Camp pot are the many different people who each play a part in the innovative solutions that are created to the challenges of the year. To that we add a little bit of spice in the form of expert input, design methodology teaching and encountering other nationalities. Clearly, the more time you spend at the Camp, the more you will gain. And even though we make a great effort to get the DesignCamp the publicity it deserves, this does not mean that we suffer from the Not Invented Here syndrome. On the contrary, we are pleased with the fact that the individual groups pre-sent their challenges, suggestions and solu-tions publically. The ideas must get out there and do the job. We realise that implementing the ideas takes hard work and that the companies are the ones to do it. Hence, our message for small and medium-sized compa-nies is clear: Participating in the DesignCamp isn’t just fun; it’s a really good idea if you want to create an organisation where employees don’t just invent the wheel but openly include outside knowledge and experience.

A lot has been written about innovation: We must live off innovative labour. Schools must teach our children to be innovative and industrious. Companies cannot base their ex-istence on producing and selling yesterday’s commodities and services alone; they must create innovative products.

The prerequisite for innovation is cultural and cognitive diversity. In other words, we shouldn’t be too much alike, neither in think-ing nor in background. The DesignCamp lives up to this in every way: Hand-picked Danish and international design students, research-ers and experts, companies and NGOs, each standing on a burning platform or facing a meta-challenge work alongside each other to come up with the right questions and create solutions to the challenges and problems that have been selected.

Still, why should a company invest time in a DesignCamp when everyone knows that day-to-day running and development activities take up plenty of space on the company agenda? Because research shows that small and medium-sized companies need to be challenged on their habitual and innovative thinking alike.

On page one of every management book it says that building common values and creating a mutual basis for understanding these are essential in order for a company to be successful. Sometimes this is taken to the

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Source: Ana Luiza Burcharth, PhD and Assistant Professor, Aarhus University, www.ledelseidag.dk #1/2012

next level in a common code of conduct. Of course, this makes sense; the only down-side is that it can create a uniformity which does not promote innovative thinking. Indeed, research from Aarhus University, Business and Social Sciences, shows that employees who think alike tend not to seek external knowl-edge and expertise but rather to assert each other’s assumptions. Naturally, this is dan-gerous for a small or medium-sized company which cannot possibly cover all competencies.

Thinking that you cannot learn from others got a name of its own in the 1960s: the NIH syndrome. NIH stands for Not Invented Here and basically means that you would rather reinvent the wheel than learn from others. It goes without saying that this is an ineffective and risky strategy.

A paradigm example of the NIH syndrome occurred at Kodak when they faced the same transition as everyone else in the business of going from paper to digital photography. The top management at Kodak recognised digital photo technology as being the way forward but the middle managers resisted and today, the result speaks for itself. Due to Kodak’s failure to adjust to the new technological era, the company ended up having to dismiss 80 % of its workers and file for bankruptcy. The fact that the employees were not susceptible to outside knowledge was one of the reasons why the company was not able to switch over in time.

Diversity is the Father of InventionBy Mette Strømgaard Dalby Head of Culture and Communication, Kolding School of Design

’Necessity is the Mother of invention’, they say. But who is theFather? For the fourth year in a row, the Kolding School of Design DesignCamp claims: diversity. This is why companies can benefitgreatly from participating in this annual design event.


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introDuction

The DesignCamp revolves around a current topic that relates to design. It brings together international experts, experienced designers, companies and design students from the World’s leading universities to exchange and develop new knowledge around specific challenges.

Different ingredients are mixed together inside an ideal space for creative development where specific challenges that face the partner companies undergo an intense design process facilitated by experienced design teachers. The design process applies methods for collaboration, design methods for gathering and recapitulating knowledge, and methods for ideation and concept development. The international en-counter, the unique Danish culture and the creative setting at Kolding School of Design constitute the perfect starting point for innovation.

The design process is kindled by a two-day conference and workshop after which the professional designers start their further training programme and design students become immersed in their projects. After two weeks of intense work, the results of the Camp are ready to be presented.

And the outcome is multifarious. A number of companies begin working directly with the concepts. New business op-portunities appear. Design methods become integrated in the companies. New forms of collaborations emerge. Companies hand-pick students to complete assignments or internships. New knowledge is shared with the rest of the World through articles and via students, and the design profession evolves. Dinner is served!

“They say ‘you can’t make a cake without breaking eggs’. But we don’t break eggs – we make them! That is what Camp is all about!”

Barnabas Wetton, Teacher and Facilitator, Kolding School of Design

The

CampfireMealThe DesignCamp is internationally recognised forsuccessfully establishing a space for companies,experts and design students to come together andengage in the creation of new concepts. This isour recipe.


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camp moDel

DesignCamp Since 2009, the DesignCamp has evolved into an interna-tional development platform creating design concepts for its partner companies and new knowledge for the design

profession based on global, societal challenges.

WorkshopConference

Project workFurther training

High intensity

The design process

Space for development:Creative knowledge institutionExperienced design teachers

Danish culture

New thoughts and ideas

Companies and their present challenges

International experts

Professional designers

Design students from the World’s top universities

Hot topic

Design conceptsNew knowledge New forms of collaboration

international deSignCampthe moDel


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camp moDel

“Being able to be in an en-vironment where you could just learn, learn, learn all day long, and meet people from around the world that wanted to be there just as much as I did. I made friends for life, and am better for going on this amazing journey”

Bree Galbraith, Emily Carr University, Canada


“Like an incredible designer Noah’s Ark social experiment – unlike anything you will ever have the chance to experience again” Prianka Sisodiya, Kingston University, Great Britain


Pilots#1: Piloting and The Myth of the Final Presentation#2: Stretching Out to Design#3: Designing New Meal Concepts#4: Design Leads the Way

“We have learned so much about what design can do and we will definitely keep on exploring”

Mads Kyed, Health Coordinator, Kolding Municipality, Social and Health Care Services


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A key element of the DesignCamp is that the student projects link to the real world. The Camp wants to teach students to engage in the sur-rounding society and also wants to show compa-nies how to apply design processes and design methods to a specific development area.

Presented with 24 cases by the collaborating partners of the Camp, 15 groups of students se-lected one case each that they wanted to work with based on the overall topics of Nutrition and Public Health, City, Society and Architecture, and Education and Play. Each case represents a general societal challenge as well as a specific problem and links directly to one of the collabo-rating partners. The students worked together in cross-cultural and cross-disciplinary teams and were able to consult and research their partner throughout the duration of the Camp. The partners are free to use the concepts.

Real Questions and Real Answers


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For the fourth DesignCamp in a row, students spent the night before the final presentations as usual – staying up late, putting the finishing touches on their projects for their big presentations and hoping for both adulation and cocktails. And again for the fourth year in a row as usual, managers from sponsoring organisations (both for-profit and non-profit ones) turned up early on the last morning for coffee and fresh Danish bread, to see finished work, network, and maybe find a few crumbs of fresh opportunity for their organisations. For the fourth year in a row as usual, the faculty had the benefit of sleep – along with the duty to acknowledge, critique and elevate the work one last time. However, this year’s final pres-entations were going to turn out differently.

Cordy Swope, Design Strategist and Facilitator of the DesignCamp, headedthe final day piloting workshop. He addresses the challenge that always facespracticing innovators: How do organisations implement the ideas so that theyreach the right audiences?

Years ago, during a long project, a somewhat jaded client at BMW explained to me his frustration at doing innovation work, “We spend all day brainstorming, feeling creative and then go home patting ourselves on the back, saying that we have been so innovative today, but in reality we are lucky if even

Piloting and The Myth of the Final PresentationBy Cordy Swope Design Strategist and Facilitator, the DesignCamp2012

one useful idea emerges from these sessions.” His comments also reflected my experience as a consultant. The teams of innovation consultants I have managed have emerged often from final presentations with the satisfaction of having delivered a great idea, the hope that the client will „get it“ enough to implement the idea exactly as presented, and the completely understandable urge to celebrate their hard work over beers. In reality, what usually happens all too often, with almost all new ideas is that after the “Final Presentation,” they struggle to get out of the drawer they are filed in, let alone to become implemented.

Designers want to create impact with their work. An architect wants to see her design built in the real environment, and not just in models. An industrial designer wants to see millions of mass-produced artifacts of her design. An interaction design-er wants similar levels of traffic. Everyone else desires their own versions of impact too. For-profit organisations want to grow and profit. Non-profit organisations want to meaningfully change the world.

“Final Presentations” by definition, work against these aspirations. The term offers a false promise that the work is finished. In reality, a “Final Presentation” is merely a waypoint along a long journey of conversations, negotiations, and iterations between designers, sponsoring organisations and their internal and external stakeholders. That is why, after three years of “Final Presentations,” this year’s DesignCamp added some-thing new to the end of the program – a piloting workshop.

The two weeks of “DesignCamp2012: Nudging” had asked the participants and sponsors to answer the question “How might we.....?” (HMW) For example, HMW nudge isolated members of a community to engage with each other? HMW


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“The uncreative mind can spot wrong answers, but it takes a very crea-tive mind to spot wrong questions” Antony Jay, British Writer (born 1930)

nudge customers to make healthier choices in fast food envi-ronments? The answers were presented, often beautifully, at the end of the two weeks. But instead of patting ourselves on the back at the pub for answering the HMW questions, each team took their ideas (for example a giant picture frame to guide visitors to the city centre of Kolding) and began to ask, “What has to be true for this idea to be actually built and test-ed?” What has to be true to get backing from the city, from the citizens? Are there other stakeholders, laws and safety issues that must be examined? How will it be manufactured?

Answering these questions demand a new phase of work for most of the student projects, which in many cases, the visiting international students would be unable to complete once they returned to their home countries in a few days’ time. However, these questions, and some initial answers to them, quickly brainstormed in the piloting workshop, provided local organisations tremendous value “on Monday morning” when they went back into the office with a solution and a draft of a plan for piloting it. The piloting workshop reflects exactly how ideas are developed in the most innovative corporations and start-ups alike.

The need for a piloting workshop instead of a “Final Pres-entation” acknowledges an unspoken truth about practicing innovation: it is relatively easy to excite others with an idea – it can be original, it can solve a burning need, it can be beautifully sketched and present-ed – however it is exponentially more difficult to get that idea implemented by the organisation so that it reaches the audience it is meant to address. While “How might we?” solves for an audience, “What has to be true?” solves for the organisation. Piloting an idea, or even a small aspect of a new idea asks often for the first time “What has to be true?”

After this year’s final presentations, the students still received adulation over a drink. They earned it. The companies still net-worked, drank coffee and ate nice bread. What was different was that through piloting, they left with both great solutions and no-nonsense plans for implementing them, and thus the continued possibility of making impact.

The final presentation is just the beginning.


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”The most common complaints in the office are stiff shoulders, necks and wrists,” explains Mads Kyed, Health Coordinator at the Health and Social Services Department at Kolding Mu-nicipality. And even though, Kolding Municipality has already started a project aiming to make citizens and workers become more active, the DesignCamp presented new possibilities for taking the project further, and the unique way of collaborat-ing with design students across nationalities and disciplines resulted in specific solutions to a sore problem.

Lo-fi and Easy to InstallBased on observations and analyses of the department offices, the design team came up with a different approach but it was not an easy challenge: ”It’s tough, we have to figure out how much we want to challenge the infrastructure of the office. Do we want to say: Oh, everyone has to sit on the floor. That would make people more active, but it would also make people unhappy,” Tom Bonamici explains.

By focusing on the specific work processes of a regular workday, the students discovered that the employees hardly ever perform any of the exercises that are recommended by the municipality to prevent pain and stiffness in the neck and shoulders. Mostly because they are embarrassed to stretch in public. So, the team decided to look for areas where the employees can stretch and avoid what they perceive as cen-sorious glances from their colleagues.

“The more public the space, the smaller the movement should be, so that they don’t feel silly or don’t feel like they are per-forming too much,” Tom Bonamici says.

The design students identified three stretching areas: at the copy machine, in the bathroom, and in the coffee room and came up with a solution for each of these. A circular cross-word puzzle placed on the wall next to the copy machine forcing you to turn your head in different angles in order to read it and write the words. Exercises printed onto the toilet roll allowing you to stretch without being disturbed. And imprints of a hand cut from soft foam material and fixed to the table in the coffee room inviting you to stretch your wrists. ”Our interventions are lo-fi and easy to install, designed to evoke intuitive curiosity that gently promotes a regular stretch-ing routine,” Tom Bonamici says.

Optimal Way of WorkingWith the motto ”Hands up – loosen up” the design team fin-ished two weeks of intense work. And they got the job done. Kolding Municipality was pleased: ”I’m thrilled about it. I think they’ve made a great job. I can easily see that designers have a different approach, and that is something we can use. I see a great potential for us in the Health Department for working with designers, using nudging” says Tina Sauvr, Health Communicator, Kolding Municipality.

Seeing the benefits of working with design and designers, Kolding Municipality has decided to integrate design even fur-ther in future projects and initiatives. Health Coordinator Mads Kyed says: ”We have learned so much about what design can do and we will definitely keep on exploring.”

The DesignCamp has also inspired Kolding Municipality to work with creating results through relations and direct involvement. ”The DesignCamp is an optimal way of working. It’s not just a conference that you attend and then you go home. Because we work in inte-grated groups, we get maximum outcome. We’ll be back for the next DesignCamp – for sure,” Mads Kyed ends.

Stretching Out to Design Office work at Kolding Municipality is sedentary and the employees don’tmove enough. The municipality wants to change this and decided to takethe challenge to the DesignCamp2012: How can we get employees tosit less and move more during a day of work? Tom Bonamici from PrattInstitute, New York, Tom Even from Bezalel Academy of Art and Design inJerusalem, Birkir Gudmundsson and Signe Mårbjerg Thomsen, both fromKolding School of Design, had two weeks to come up with a concept thatwould meet the challenge.


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“We benefitted greatly from the Camp and collaborating with the students on different cases. Working closely with the students and tracking their process all the way to the final concepts is inspirational and educational. We will definitely follow up on some of their ideas”

Tina Sauvr, Health Communicator, Kolding Municipality Social and Health Care Services


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The convenience food company EasyFood has a continuous goal of com-ing up with new concepts and selling take away food for busy people who value quality. As one of the partners of the DesignCamp2012, the companywas able to work on these objectives with design students from across theWorld; and the results greatly exceeded their expectations. Not only did thecompany get suggestions for how to meet a number of challenges, theybecame so inspired by other Camp concepts that they ended up furtherdeveloping one of them.

Power ManTaking a specific target group, the trucker, as their point of departure, the design group that worked with EasyFood, Sophie Abboud from London College of Fashion, Angelica Fontana from Tongji University and Politecnico de Milano, Nina Wasland and Melle Zijlstra both from Kolding School of Design, launched the concept ”Refuel Yourself”. They invented “Søren” and his best friend, ”the truck”, and discovered that the best way to change Søren’s behaviour towards a healthier way of living would be to make him associate the selection of foods with something powerful and manly – just like himself. It is not in relation to the choice itself that Søren ends up eating healthily but rather, his behaviour is determined by the associa-tion of something powerful. Thus, the solution was to create a counterpart to the conventional burger: the Power Burger. The Power Burger is bigger and looks like your regular, un-healthy burger but actually is not. After a few months of eating the Power Burger and unconsciously going for the nutritious alternative, Søren will start feeling more healthy.

EasyFood was excited about the project from the start: ”I’m really impressed by the students’ dedication and how much they have accomplished in the short period of time they have had to solve the problem. I’m sure, that we want to present these cases to some of our customers to show them that this is also a way of making development”, says Kirsten Møller Jensen. Since the Design-Camp, EasyFood has presented the concept to the Statoil Group hoping that it will add to their assignments for Statoil.

Designing New Meal Concepts

EasyFood came to the DesignCamp wanting to uncover a paradoxical behaviour among consumers. Despite the fact that most people have the intention of leading a healthy life, few actually do. “The customers want wholewheat alterna-tives, but it is not what they buy,” says Kirsten Møller Jensen, Innovation Manager at EasyFood.

At petrol stations many people take the easy way out and satisfy their hunger with an unhealthy meal. EasyFood wants to change this. ”We want to change the behaviour of people buying unhealthy food at petrol stations. Often, people already know what they want to buy when they arrive at the petrol station. Even if a healthier alternative is available, people still tend to buy the unhealthy product. The challenge is to change the behaviour of people before they enter the shop,” says Kirsten Møller Jensen.


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Take Care of Your FriendsOriginally, the design concept ”Play On” was developed in collaboration with Kolding Municipality. However, EasyFood was so excited by the project that they decided to adopt it and work to launch it. The objective of the project is to change the food culture in sports halls and make athletes eat healthily after sports. In their research, the design group, Sari Dayan from Bezalel Academy of Art & Design, Ai Xi from Tongji University, Heike Hilpert and Lars Majlund Mørk both from Kolding School of Design, focused on sustaining the team spirit after sports by creating a healthy food product that you can share with friends. Using the motto: ”Sharing a cup of health”, they hope to change the behaviour of the athletes. ”We want to make a product where you buy healthily and bring food to your team and friends”, the design group says. EasyFood hopes to continue working with one of the design students in the future. Kirsten Møller Jensen says: ”We’ve come quite a way and will probably offer an internship to one of the students so he can develop the concept further.”

Yes Please, To Next Year’s DesignCampBefore the DesignCamp, EasyFood was already familiar with how to incorporate design processes in business development. Still, the DesignCamp revealed new ways of how to think design. ”I believe that designers make innovation three-dimensional. They add an extra dimension which regular developers don’t. As a company we learned how to integrate height and depth into our assignments,” says Kirsten Møller Jensen and adds that EasyFood will definitely be part of next year’s DesignCamp.

”I believe that designers make inno-vation three-dimensional. They add an extra dimension which regular developers don’t. As a company we learned how to integrate height and depth into our assignments” Kirsten Møller Jensen, Innovation Manager, EasyFood A/S

Refuel Yourself

Play On


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Design Leads the Way

Design City Kolding is a completely new part of town based on sustainability, new forms of collaboration and innovation through design. However, the area is cut off from the inner city by the busy road Søndre Ringvej. Therefore, the ambition is to merge Design City with the Kolding centre in order to create synergy between city life and the new campus area surround-ing the University of Southern Denmark and Kolding School of Design. ”Long story short, the goal is to activate the passive waiting time and create an active storytelling.” This was the challenge that Design City presented to the young design students at the DesignCamp.

Kolding Municipality also wants to create more flow and city pulse. ”There is a common perception that the city centre is dying, that the shops are empty, that there is not enough ac-tivity,” says Malene Leerberg from the Kolding Municipality City and Development Department. The common wish for more synergy has resulted in a post-Camp collaboration between Design City and Kolding Municipality. By including several of the DesignCamp results they are now focusing on a joint approach to the problems and solutions of Kolding city life.

Spaces of OpportunityOutsiders often have to ask directions when they arrive at the Kolding train and bus station because the way to the centre is not clear. With ”Gems of Kolding” the design group, comprising Lisa Langmantel from Pforzheim University, Solveig Johannessen from Emily Carr University, Jacqueline De Abrew and Giuseppe Formica, both from Kolding School of Design, aims to draw people towards the city centre using simple measures. ”By using graphic gems to highlight available spaces, we aim to nudge people into seeing them as spaces of opportunity rather than unused spaces. On each gem there will be a link to a website which will enable people to connect to a network with incentives encouraging them to establish businesses here,” the students say. Specifically, they created orange, diamond-shaped stickers and large picture frames as recurring and hard-to-miss motifs in the townscape. The group encourages Kolding Municipality and local estate agents to engage in a proactive collaboration. ”A network of collaboration and incentives will enable people to get involved,” the students claim.

Abandoned shops, clearance sales and closed doors are not exactly an invitation to enjoy the city streets; on the contrary. Often, visitors who arenot familiar with Kolding must ask directions in the area surrounding thetrain and bus station because they cannot find the way to the city centre.Simple measures can change this.

Choosing a Different Direction”Box City” applies a similar approach to way-finding, namely that of graphic elements in the townscape. ”We’ve created a way-finding experience using geometric perspective localised paintings”, explains the design group comprising Julia Davids from Stanford University, Svabu Kohli from Srishti School of Art, Christina Melchior Juhl from Kolding School of Design/University of Southern Denmark and Olav Kristoffer Markus-sen Johannessen from Kolding School of Design. If you go in the right direction, you will experience geometrical elements in the shape of cubes throughout the townscape which together form a pathway to the Design City. The idea is for the cubes to excite the curiosity of drivers and pedestrians making them want to discover where the cubes lead. ”A majority of people will see the cubes and instinctively understand that they form a pathway to something interesting. People will find their way to Design City with little effort, and a new pathway will be established,” the group explains. Over time, the new pathway will become just as integrated as the additional infrastructure of the city, and Design City will no longer be isolated. ”The cube path becomes an iconic symbol of Kolding itself and establishes it as a premiere design hotspot. Design City is connected to the city centre,” conclude the students.

”The concepts are so great that we can basical-ly just take them as they are and apply them,” says Project Developer at Design City Tina Thomsen, who was thrilled to work with the students. “Their talents were at a surprisingly high level. I’m surprised at the enthusiasm and readiness with which they approached the task.” Tina Thomsen adds that DesignCity is working on another project from the DesignCamp, which will most likely be launched when the other two have been implemented. “I encourage more companies and organisations to include designers when they want to innovate and create business development. In a relatively short time, the DesignCamp offers valuable insight into the potential of design; what it can do and how to ap-ply it. The objective of the DesignCamp is clear. Therefore, as a company, we have no hesitation becoming involved and directing our energy this way,” Tina Thomsen concludes.


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“Awesome, learningful, meaningful, fun and network” Raymond Reints, Utrecht School of the Arts, The Netherlands


Talks#1: What is Nudge?#2: Innovation with Behaviour in Mind#3: A Guide to Insight Generation and Customer Stories

“Nudging is not something separate; it’s not an academic discipline solely. It’s tools that we’re putting down into this dirty machine that is design”Barnabas Wetton, Teacher and Facilitator, Kolding School of Design


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Invited international speakers inspired and edu-cated students, partners and additional partici-pants on Nudging and Design.

On Monday, the Camp welcomed students from across the world. On Tuesday, the conference opened presenting speakers Rani Saad from ideas42, Polle de Maagt from the Netherlands, who has used nudging in his marketing work for Nike and KLM Airlines, and Sweden’s much respected Ergonomy (now Veryday) Designer Marcus Gabrielsson who talked about nudge in relation to user studies. Among the day’s speak-ers was also Pelle Guldborg Hansen, Chairman of the Danish Nudging Network.

The first conference day ended with a workshop focusing on how to work across backgrounds and professions to combine design and nudge with the challenges of real life. Real problems were discussed and confronted and nudge prin-ciples and design methods were applied to the process of ideation.

Input


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?Each and every day people act in ways that directly or indirectly affect their health, wealth and welfare negatively. Paradoxically, such behaviour is often carried out despite the fact that we know better, or had reason to know better. However, the paradox dissolves when recognising that we fail to act on this knowl-edge and these reasons since much of our behaviour is based on ingrained habits, losing out to temptation, lack of time to reason to the consequences, and the difficulty of acting in accordance with our long-term wishes.

To counter such negative consequences one may try to nudge behaviour.

A nudge is any attempt to influence choice without limiting the choice set or making alternatives appreci-ably more costly in terms of time, trouble, social sanctions, and so forth. Nudges are called for because of flaws in individual decision-making, and work by making use of or by-passing those flaws. Nudging is made possible by state of the art knowledge about human decision making and behaviour accumulated in psychology, social psychology and behavioural economics.

A paradigm example of a nudge is ‘the fly in the urinal’. This simple nudge has been ob-served to decrease “waste” with up to 80 % and thereby also decrease costs and increase hygiene. In particular, the nudge succeeds in doing this without limiting choices or impos-ing cost on the individual being nudged.

By Pelle Guldborg HansenPhD, Behavioural Scientist, Chairman of the Danish Nudging Network, Director of the Initiative for Science, Society and Policy

Thus, it is not surprising to find that nudging has received a lot of interest from a broad array of stakeholders. In particular, inspired by the book Nudge: Improving Decisions about Wealth, Health and Happiness (2008) by Richard Thaler and Cass Sunstein, nudging has been quick to spread as a new policy paradigm for influencing public behaviour in a seemingly uncontroversial way.

As for any other use of complex and poten-tially powerful knowledge, nudging requires developing skills as well as maintaining careful attention to possible consequences and implications. Yet, the purpose of nudging is not to manipulate. Instead, it is to create an environment where people make choices in accordance with their reflected preferences without limiting their choice-set. A good nudge helps people; it does not try to mislead them.

What is Nudge?

People’s actions do not always correspond with their attitudesand they might benefit from a friendly nudge in the right direction. Chairman of the Danish Nudging Network Pelle Guldborg Hansenintroduces the concept of nudge.


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Informing the design process with deep knowledge from behavioural science promis-es to increase, at times radically, the potency of the designed offering.

Whether designing a product, service, policy, or a holistic experience, understanding what motivates and what hinders behaviour is critical. Furthermore, behavioural science is particularly useful in attempting to align actions with intentions.

We generally have the right intentions. We want, for example, to be financially prudent, be active, and eat healthily. Our intentions are clear and pure. But in many instances, we do not act on these intentions, or we do not sustain the right actions. We falter. This is sometimes referred to as the intention-action gap. And many factors feed this gap. Some factors are related to us; others are related to the environment or the offering itself.

Designing with behaviour in mind aims to deal with these factors, with the goal of closing the intention-action gap. It involves a series of iterative steps.

The first is that of defining the problem with-out presumptions, biases, or restrictions on scope and scale. This would allow the clear determination of the desired behaviour.

Next is diagnosis of the full experience spectrum that the desired behaviour would entail. This should cover the different possible

scenarios in granular detail, so as to reveal possible obstacles to the desired behaviour. The obstacles could be related to the decision- making process or to the action-taking one.

Once the possible obstacles are identified hypothetically, behavioural interventions to counter them would then be determined and designed into the offering. This would directly draw on behavioural science.

The designed offering would then be proto-typed and tested. There could be multiple pro-totypes produced to test different hypotheses, within or across segments and/or contexts. Efficacy, side-effects, and consequences would be observed. Reiterations with refine-ments or modifications would ensue.

In many instances, the behavioural intervention is of negligible or no marginal cost. In contrast, its impact could be massive, if the behavioural obstacle is identified correctly and the intervention designed well.

A good example of this impact is the dramatic increase witnessed in participation in a type of US retirement savings accounts, 401(k)’s, when the default of the enrolment process was changed. 401(k)’s offer financial incen-tives to participants, including tax exemptions and, in many cases, employer matches. Typically, employees, upon hire, are required to “opt in” the 401(k) program at their em-ployer. This would require filling forms and

submitting them. And the forms would require financial decisions on savings rate and invest-ment vehicles. A study showed that despite incentives, participation rates remained below 60 %, for an observed period of 48 months after hire, when employees were required to undergo the process of opting in. When the default was switched, so that employees were automatically enrolled into the program, hence removing the behavioural obstacles associated with the opt-in process, the par-ticipation rate jumped to over 80 % in the first year of hire, and remained consistently above 80 % in the observed 48 months after hire.

To avoid manipulation, it is imperative that, upon introducing interventions, the designer makes their purpose and mechanism clearly known. Moreover, the ability to consciously and easily reject or disable the intervention should be provided. In such a case, where the default is changed, clear and simple instructions to opt out would be offered.

Innovation with Behaviour in MindBy Rani SaadSerial Entrepreneur, Venture Partner, ideas42

Why do people not always act on their intentions? What couldstand in their way and create this chasm between intentionand action? How can solutions be designed to help thembridge this chasm and act on their intentions? Is their innova-tion in designing with a behaviourally informed approach? Canit be successful? Serial Entrepreneur and Venture Partner RaniSaad shares his perspective and experience and discussesone approach to innovative solution design.

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Genuine insight is key to true innovation, but agreat idea or concept often fails on its way to themarket unless visually brought to life and narratedin a way understandable to people that are notdesigners. Design Strategist Marcus Gabrielssonshares some ground rules on insight methods.

To Veryday everything starts and ends with the user. What we do is people-driven innovation. Uncovering genuine user insights that incorporate emotional, cognitive and physical aspects is the key to true innovation. Insights based on what people really need, feel and desire give rise to new opportu-nities and improve the total user experience. During the many years that we have been working with design and innovation, our tools and methods have continuously been refined. This article shares our many learnings from these years.

The ChallengeA great idea or concept often fails on its way to the market, unless visually brought to life and narrated in a way that is un-derstandable to non-designers within the client organisation. Our role, as designers, is to advocate the importance of true insights throughout the entire design process. The approach is to tell a compelling story that supports and links together the design concept and the business case. A compelling story gives the designers’ work more grounding and creates an organisational buy-in during the client’s decision and imple-mentation processes.

A great idea based on true user insights accom-panied by a great story are the designers’ most powerful tool in the quest for true behavioural change both within organisations and among the people using the final products and services.

to Insight Generation and Customer Stories By Marcus GabrielssonDesign Strategist, Researcher, Partner, Veryday (formerly Ergonomidesign)

GuideInternatIonal DesIgnCamp2012 – Designing positive behavioural change

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Right Recruitment All insight processes commence with identifying the relevant interviewee profiles. The trick is to start recruiting early on, since this task tends to take more time than first anticipated. Cohort definition is not always easy and should always be done in collaboration with the client. Additionally, this requires you to limit the scope, many times a challenge so early on in the process, but you cannot hope for a fine catch if not fishing with the right tackle. Also, if you gather too much data, the analysis will be a chore.

Be attentive to the personality profiles of your interviewee recruits. Personality has great impact on consumer behaviour. Be sure to screen for a mix of personalities as the outcomes may differ immensely.

Insight & Analysis StrategyYour research set up should always be guided by your research focus and what you want to find out. Where, when, how, for how long and why are you doing the research?

Equally as important as setting the research approach is to plan the research data analysis framework. In doing so, you will better stay on target during the actual research execution as well as make the analysis more efficient.

Research Methods & ToolsWhen your research strategy is in place, you will most likely realise what methods and tools you need. There is no right or wrong, be inventive but careful, and let your insight & analysis strategy guide you. Consider both generative tools like inter-view guides, card sorting and boundary work tools, as well as documentation methods: pictures, notes, post-its etc. The methods and tools should help you build insights and tell the story, not weigh you down. Note that one hour of video takes at least two hours to process.

User/Consumer InteractionOnce on site it is time for you to roll up your sleeves and get to work. Make sure to make the most of your field research time. When the time is out, you can’t go back. It is important that you get what you came for.

The number one rule is to be curious and social. If you like people, you are very likely to have a great time when doing your interviews and you will learn a lot by just hanging out!

If possible, try to get your client to join in the field work. Identi-fy a role for the client, such as documenting or being in charge of an exercise. This will give the project greater strength when the ideas and concepts are further developed and imple-mented internally. Remember, your client has the potential of becoming the ambassador of the new ideas and concepts

The Process of Generating ChangeTheory is one thing, real life is a different story … This is the Veryday way of doing things …

generated from the process. An internal person promoting your insights and telling the story from their perspective is a true asset.

Collaborative AnalysisProcessing research data should preferably be done in collaboration with the client. However, before processing and building insight, the data needs to be made presentable and understandable for non-designers. Just showing your client the generated raw data may be counterproductive and intim-idating. An effective method is to cluster and illustrate your findings with pictures and short stories to make it intriguing and ‘alive’.

Throughout the project it is important to involve your client, host insight workshops and identify insight themes with true potential and relevance for business.

Innovation BriefOnce the insight themes are in place and prioritised, it is valu-able to turn them into visualised innovation briefs before going into ideation. The brief should be summarised on a sheet of A3 paper, at the most, and should include the following:

•ThemeTitle+ThemeDescription •SupportingInsights •BusinessRelevance •ConnectiontootherBusinessUnits •DesignPrinciples •EarlyIdeas,etc. Co-Creation & Ideation Starting out from the brief, which is clearly linked to the insights and the consumer stories, invite your team and client to generate concepts. Traditional ideation with experts is one thing, but do not forget the opportunity of co-creating con-cepts together with consumers. Designing your co-creation exercise is similar to designing your tool-kit for the research phase. During such a session it is important to be flexible and responsive. Use probes and provide the users with tools that help them tell their story or illustrate their idea; interview them and sketch out their ideas.

Visualisation and PrototypingNeedless to say, it is important to visualise, illustrate, mock up and test your ideas all along the way. At the final stage, revisit your interviewees, yet again, and get them to evaluate and refine the prototype.

If adapting this process you will be well equipped with con-cepts, insights and user stories that will, most certainly, nudge both people and organisations into positive change!


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“I feel that I’ve got a chance to partake in something different from what I know; I’ve got so many “tools” in a short time. It was a fascinating and instructive experience. Toda Raba (thank you)”

Tom Even, Bezalel Academy of Arts and Design, Israel


Projects#1: Nutrition and Public Health#2: City, Society and Architecture#3: Education and Play


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projects

Combining the principles of nudging with design methods, the students designed anything from structure and surroundings to the perception of specific situations of choice making it easier for people to make the right decisions. The process involved phases of behavioural research, idea generation, prototyping, testing, and measuring and for two weeks, the students worked relent-lessly on creating just the right nudges.

Two Weeks and 15 Projects

“I would say that it has been eye-opening working with design methods in depth. A lot of the methods I already use, but I have never really spent the time consider-ing how and why I use the different methods. Looking back I can see that at times I have applied them in the wrong order, which can lead to blocking oneself. I have learnt how necessary it is to reframe a certain problem and rather than thinking how can I solve the problem, you must think about why the problem exists”

Raymond Reints, Utrecht School of the Arts, The Netherlands


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A large proportion of convenience store pur-chases are impulse buys. Be Good to Yourself provides an incentive program and a visual reminder system at the point of weakness to encourage consumers to choose snacks more consistently with their long-term health and lifestyle goals.

A display near the checkout counter keeps a running tally of whole grain products pur-chased and includes a card for customers to take. This card includes a sheet of stickers as well as a discount for whole grain purchases. Customers place the reminder stickers of their choosing on their credit cards and then see these visual cues every time they are about to buy a product.

How might we encourage individuals to choose whole grains and other healthy food products at convenience stores?

Be Goodto YourselfGroup 1David M. SmithCase Western Reserve University, USAChristian Bo MichelsenRoskilde University, DenmarkJonas Prip ThorsenKolding School of Design, Denmark

Partner: EasyFood

Scan to check out videos and more


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projects – nutrition and publiC HealtH

Re-fuel Yourself wants to try to change cus-tomers’ habits at petrol stations by presenting them with healthier choices than the usual unhealthy options. Customers seem to intend to buy healthy food; however they don’t, once they are at the petrol station. Not changing the appearance of traditional petrol station food and rethinking the ingredients in making them healthier can unconsciously lead to healthier purchases. The largest portions are replaced with the healthy option, thus not influencing the customer’s freedom of choice. The project involves a new EasyFood product line called “Re-fuel Food” complimented by a proper ad campaign.

How might we make people re-fuel themselves like they re-fuel their cars?

Re-fuelYourself Group 2Angelica FontanaTongji University and Politecnico di Milano, Italy Sophie AbboudLondon College of Fashion, Great BritainMelle ZijlstraKolding School of Design, Denmark Nina WaslandKolding School of Design, Denmark

Partner: EasyFood



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The project wants to give young people ages 12-18 a new relationship to brushing their teeth by putting dental hygiene into a new context by placing it in the school. At the back of each classroom there will be a ”Comfort Zone”; a place where brushing teeth is considered fun. This will hopefully create a routine that will spill over into the teens’ daily lives. The teens will still have monthly check-ups at the dentist who will meas-ure the progress of the child.

How might we make young people want to take care of their teeth?

Colour Your Teeth Clean Group 3Prianka SisodiyaKingston University, Great BritainSimone PastringLondon College of Fashion, Great BritainNanna SigaardKolding School of Design, DenmarkSylvester Agerbæk HansenKolding School of Design, Denmark

Partner: Kolding Municipality, Social and Health Care Services



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Hands Up aims to introduce lo-fi, low-profile nudges that will offer a friendly reminder to the office workers, encouraging them to stretch more often during the workday. These stretches are not extreme – just tilting your head to read this text is beneficial!

Since healthful stretching can make a worker feel silly, the group watched the Kolding Municipality office to find moments in the workday where workers might feel more com-fortable. The coffee station, the copy room, the toilet; these are more private, transitional places where the worker is less exposed and more likely to try new behaviour.

How might we promote simple stretches for office workers by nudging them at in-between moments in the workday?

Hands Up Group 4Tom BonamiciPratt Institute, USATom EvenBezalel Academy of Art & Design, IsraelBirkir GudmundssonKolding School of Design, DenmarkSigne Mårbjerg ThomsenKolding School of Design, Denmark




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How might we get people to make a healthy food choice after sports?

Play On Group 5:Ai XiTongji University, China Sari DayanBezalel Academy of Art & Design, IsraelHeike HilpertKolding School of Design, DenmarkLars Majlund MørkKolding School of Design, Denmark


The unhealthy choice is often the easiest and most appealing. It is healthy to do sports, but if you combine it with an unhealthy snack, you will lose the advantage. The customers need a positive alternative to the unhealthy choice which can compete with the branded snacks in terms of visual appeal and taste.

Play On is a product that will nudge people to choose the healthiest food after sports and share it thus continuing the team spirit. It will be available to buy at the sports hall cafeteri-as and is designed to be used by a variety of people. The togetherness feeling and sharing with others will give a great satisfaction which will replace the individual’s craving for unhealthy food.



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Design City is constructing a temporary struc-ture out of cargo boxes. It is meant to involve the Kolding community to come together in a space where various activities can be conducted. Design City is located far from the city centre, and there is no definitive path that leads from the established part of Kolding to Design City. Box City is a way-finding experience using ge-ometric perspective localised paintings. When you are on the correct path, you see images of floating cubes leading to Design City.

How might we create a navigational experience to reach Design City?

Box City Group 6:Julia Anne DavidsStanford University, USASvabu KohliSrishti School of Art, Design and Technology, IndiaChristina Melchior JuhlKolding School of Design and University of Southern Denmark, DenmarkOlav Kristoffer Markussen JohannessenKolding School of Design, Denmark

Partner: Design City



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projects – City, SoCiety and arCHiteCture

How might we nudge citizens to actively participate in the new city district “Design City”?

Trees Know Our Story Group 7:Oana Camelia GuraliucPolitecnico di Milano, ItalyPeta-Gaye MartinAalto University, FinlandChristian LethKolding School of Design, DenmarkNynne Boje SanderKolding School of Design, Denmark

Partner: Design City

The original challenge was to find a way for citizens of Kolding to discover, accept and involve the new city district with Kolding city centre. In reality, what was needed was a meaningful link, a solution that would give citizens a feeling of ownership and a sense of community. In other words, a reason to venture to Design City, to interact with the surroundings, and to return regularly.

Trees Know Our Story is an interaction con-cept which engages citizens by concentrating on a series of experiences to excite curiosity, and to encourage active participation in a space that will ultimately become their own.



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Portable devices are becoming more prevalent in our everyday lives, and most of us are accus-tomed to leaving them plugged in overnight for much longer than they need to charge.

Take Charge is a system of conveniently-located charging stations that provide users with the op-portunity to charge their devices during the day, thus reducing the need to plug in at night, and giving them a better sense of how little it actually takes to charge a portable device.

The interface also gives DONG Energy an oppor-tunity to interact with their customers and offer additional information about the different energy sources behind everyday electricity.

How might we encourage users of portable electronics to change their charging habits?

Take Charge Group 8:Faraz Ahmed KhanAalto University, FinlandMariel LanasStanford University, USACecilie Marie SkovKolding School of Design, DenmarkEva Sofia AudeKolding School of Design, Denmark

Partner: DONG Energy



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How might we encourage families to use their major appliances at the right time?

Equilibrium Group 9:Matte NybergPratt Institute, USAMatthew PriceGreenside Design Center, South AfricaMikail PehlivanUtrecht School of the Arts, The NetherlandsLola Le BerreKolding School of Design, Denmark

Partner: DONG Energy

Equilibrium aims to nudge energy consum-ers to use energy efficiently by encouraging them to use their major appliances at the right time. That is when the supply of energy is high and the demand for energy is low. By balancing the use of energy over the course of a day there will be less strain on the energy infrastructure and the outcome will be consumption equilibrium and lower environ-mental impact.

Equilibrium is a smart device that is designed to press the start button of a washer, dryer, or dish washer. The button allows the user to go through the same behaviour pattern as usual, packing and setting the appliance as necessary. Finally, a time period is specified on the smart device for when the user would like the task to be completed. The smart de-vice will then press the start button of the ap-pliance when the energy price is acceptably low. The smart device receives information on the energy price and data from the smart grid within the specified time period, allowing users to consume energy conveniently and for less money.


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Starting from the natural city entry point of Kolding train station, Gems of Kolding is a regular visual treasure hunt of the city’s possibilities. Abandoned storefronts, closure signs and closure sales evoke a feeling of a ”dying town”. By using graphic gems to high-light available spaces, people are nudged into seeing them as spaces of opportu-nity rather than unused spaces. On each gem there is a link to a website which will enable people to connect to a network with incentives encouraging them to establish businesses there.

How might we draw people into Kolding’s spaces of opportunity?

Gems of Kolding Group 10:Lisa LangmantelPforzheim University, GermanySolveig JohannessenEmily Carr University, CanadaGiuseppe FormicaKolding School of Design, DenmarkJacqueline De AbrewKolding School of Design, Denmark

Partner: Kolding Municipality


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How might we get more residents in Sønderparken, Fredericia to organise community activities together at their Pavilion?

Nudge Toolbox Group 11:Victoria CullenUniversity College London, Great BritainBenjamin Buus PedersenKolding School of Design, DenmarkLene Drachmann SørensenKolding School of Design, DenmarkLouise Henriette WergeKolding School of Design and University of Southern Denmark, Denmark

Partner: Area Secretariat, Boligkontoret Fredericia and Boli.nu



How might we nudge the residents of Sønderparken and Korskærparken to share their skills and inter-act with each other?

Tear & Share Group 13:Claire MarkotterGreenside Design Center, South AfricaMatthew MarshallKingston University, Great BritainLasse Breinholm SkovlundKolding School of Design, DenmarkRickey Lindberg JensenKolding School of Design and University of Southern Denmark, Denmark

Tear & Share is a project that focuses on development of people’s competencies in regards to the realisation of their own existing skills as well as the opportunity to learn new skills and share these with others. The design solution is perforated business cards which are given out to the residents of the area. The solution also includes a network board on which the cards are placed. In addition to this, visual aids have been designed to nudge residents to use the cards and connect these to the board.

By providing a platform that invites people to share details about themselves, the designers expect to see an increased amount of interaction between residents. A network of local professionals will become role models to those who may not be utilising their skills and inspire them to achieve their own goals. The proposed solution can be implemented anywhere, anytime and with little cost.

The World needs easy tools to create communities. The Nudge Toolbox project comprises a weekly ‘socialising and planning activities’ event for parents and children in the area as well as a toolbox of communication products based on ”nudge” and intervention experiments conducted by the group during the Camp. The Nudge Toolbox is to be used by the social organisation, the Area Secre-tariat, to facilitate behaviours of involvement, co-creation and dedication.

In order to visualise the impact of the different nudge techniques, a pin board measuring tool is set up in the Pavilion to measure how many new versus returning participants and volun-teers attend each of the activities over time.



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A shared meal is the catalyst to creating an environment in which residents are encour-aged to come together and interact mean-ingfully. Nudge strategies guide the design interventions at particular moments leading up to the shared meal.

Initially, each household receives an invita-tion package to attend the Nabolag Picnic. The invitation encourages interaction as the residents have to actively and publically RSVP. This RSVP will act as a visual reminder to other residents and play on the broken window effect influencing others to also RSVP and subsequently attend. On the day of the picnic there will be flags set up which are identical to those on the invitation. There will also be music to cue people to come down to the communal space. The aim is to actively engage residents in positive interactions that cause subsequent constructive action. This constructive action could be attending workshops together, creating new community activities, or increased participation in existing community activities/volunteer events.

How might we raise a sense of community through a shared meal?

Nabolag Picnic Group 12:Ariana Tae KoblitzStanford University, USA Georgia GayePforzheim University, GermanyHelen JarvisUnitec Institute of Technology, New ZealandPatrick Bennekov Bomholt JohansenKolding School of Design, Denmark




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MÅLKORT is a bank card that allows you to put a certain percentage of the price of your purchases into a savings account. The goal is to use an existing channel of communication, offered by the bank, to engage youth (18 and above) to come into the bank, speak to a rep-resentative and learn more about their financ-es. The users are presented with a choice to save money every time they use their Målkort. The first nudge is directed at the bank; to have them recognise the existing habits of the user group and offer them a product that they are familiar with. The second nudge is for the user group; they are presented with a choice that allows them to save for a goal that they have set for themselves.

How might we open appropriate channels of communication to increase interaction between the user and the bank?

Målkort Group 14:Aman RandhawaSrishti School of Art, Design and Technology, IndiaBree GalbraithEmily Carr University, CanadaRaymond ReintsUtrecht School of the Arts, The NetherlandsLyuba HalachevaKolding School of Design, Denmark

Partner: Middelfart Sparekasse



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Partner: Middelfart Sparekasse

Touch Card Group 15:Amie HolmanUnitec Institute of Technology, New ZealandDongjin SongTongji University, ChinaSara MesingCase Western University, USAKatrine Terese NielsenKolding School of Design, DenmarkPhan Thao Benno DangKolding School of Design, Denmark


How might we make banking services more tangible?

Online banking today makes services invisible and renders money intangible. Customers are less loyal and the bank loses recognition. The Touch Card offers an immediate, real-time, tactile reading of high/low account balance directly on your credit card in the moment of purchase. This restores the physicality of money in your account growing and depleting. It reunites the feeling of physical money with your plastic payment card. And it invokes curiosity about exact balance, nudging you to launch the bank’s app to check your account.

A small haptic actuator is placed on your credit card that communicates with your bank and reacts according to your purchases.


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“I encourage more companies and organisations to include designers when they want to innovate and create business development. In a relatively short time, the DesignCamp offers valuable insight into the potential of design; what it can do and how to apply it. The objective of the DesignCamp is clear. Therefore, as a company, we have no hesitation becoming involved and directing our energy this way”

Tina Thomsen, Project Developer, Design City


Cases#1: Buffet Serving – a Nightmare of Choices#2: Nudge Changes Littering Behaviour


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Invited speakers shared their perspective and experience of working with nudging in practice.

Among the speakers were Executive Project Man-ager Gitte Laub Hansen from the Danish Cancer Society and Project Manager Susanne Brøgger from Keep Denmark Clean (Hold Danmark Rent).

The second conference day was also day two of the workshop focusing on how to work across backgrounds and professions to combine design and nudge with the challenges of real life. On the second day, the process of ideation was followed by prototypes and solutions.

ACTION

“Nudging doesn’t restrict the freedom of choice; rather it offers options and not just information. And presenting simple options is mostly far cheaper than creating information campaigns and bans. Companies spend far too many resources on making what they think is the right diagnosis and far too much money on implementing a solution that will not prove effective be-cause the diagnosis was wrong to begin with”

Sille Krukow, MA Visual Communication Design, inudgeyou.com


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Research shows that the more different foods we are offered, the more we eat. This is important because an increasing part of Danish meals are eaten out of home and thus, this can potentially contribute to over-eating and overweight.

More than 50 % of the population in the de-veloped countries are overweight or obese to a degree that it threatens their health, welfare and quality of life and represents a massive burden on society. We see similar situations in the developing countries, but they, in addition, experience the double burden of inequality in health – obesity along with malnutrition. It is estimated that 6-26 % of cancer incidences in developed countries could have been prevent-ed if we ate healthily, were physically active and maintained a healthy normal weight.

Choice Architecture in Out of Home Buffet ServingsChefs and canteen operators can be called choice architects. They are responsible for the foods available at buffets and how these foods are presented. Choice architects can’t rely on customers to read their mind, and they can’t expect that customers exercise constraints by personal strategies to limit intake. That is why it is important to dis-close the intentions with the meal to the customer to promote not only healthy eating behaviour, but also ensure the culinary quality and profits. Luckily several measures have been identified to ensure that.

For the last two years, the Danish Cancer Societyhas tested several nudges primarily focusing onpromoting healthy food choices in out of home set-tings: workplace canteens, restaurants, food outletsand supermarkets. Executive Project Manager GitteLaub Hansen tells about the project.

Layout of Buffet AreaWhere customers enter the buffet area, lines cueing and check out influence food choice. In a short term intervention we placed green arrows on the floor suggesting customers to start at the salad buffet instead of the hot dish. This doubled the consumption of greens, reduced meat consumption insignif-icantly and did not affect plate waste. Intelli-gent layout also ensures quick and smooth execution of the buffet and no queuing.

Order of PresentationWe know that customers are affected by the order of presentation. They pick significantly more from the foods that are presented first compared to the foods they meet later in a lunch line. In a worksite canteen a chef com-plained that the customers didn’t eat bread with the soup. Moving a bread basket next to the soup bowl ensured that the customers picked the bread as well.

Healthy DisplaysCombinations of foods, serving sizes, attractive serving dishes can seriously affect food choice. It is important to move the healthy food up front and if possible focus a spotlight on it! In a student’s canteen in USA placing nutritious foods like broccoli at the beginning of the lunch line, rather than in the middle, increased the amount that customers purchased by 10-15 %. Besides putting the healthy food at eyesight, it is effective to make the less healthy choices less visible. Lights and manor of presentation can seriously affect our choices. E.g. putting

Basic principles in buffet design that can promote healthy choices

1. A layout of the buffet area2. Arrange the order of presentation

of dishes3. The way you display the foods4. Communications and promotion5. Plate size/colour, cutlery, serving

sizes, trays6. Payment methods

Buffet Serving – a Nightmare of ChoicesBy Gitte Laub HansenExecutive Project Manager, Danish Cancer Society


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cases

apples and oranges in a fruit bowl rather than a stainless steel container doubles the fruit sales. When you cut the fruit and vegetables into bite size the sales will triple.

Communication and Promotion Labeling, name of the food or dish, menus, signs can be effective measures in promoting healthy sales. Just asking the customers neutrally whether they want a food will promote sales. In the USA they got an additional sale of 20 % just by asking whether customers wanted a salad. One way of enhancing communication is by giving the dishes more descriptive names; also using narratives helps promote the healthy options.

Reduce Plate SizeDecreasing the size of bowls from 18 ounces to 14 ounces reduced the size of the average cereal serving at breakfast by 24 % in the USA. When you reduce plate size you reduce not only the mean portion size but also plate waste. If the canteen doesn’t want to omit a less healthy food completely and the customers demand it, you can assist the customer by serving it in smaller portions. For instance, a reduction of the size of the serving bowl of feta decreased the mean consumption from 60 to 15 grams per customer.

Payment MethodsCreating a speedy ”healthy express” checkout line for cus-tomers who don’t buy desserts, chips and candy can double sales of healthy dishes. When students can only pay cash for unhealthy food and the healthy food is paid with lunch tickets or with staff cards, it will reduce sales of cookies and candy and increase sales of fruit and healthy foods.

To read the full article go to:

http://designcamp2012.dskd.dk/ about/articles/buffet-serving-a- nightmare-of-choices/

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cases

Doing the right thing should be easy; and where to get rid of you waste should be obvious. Nudging flows with the behavioural current rather than swim against it.

It does not have to cost millions in public funding or large-scale efforts to reduce the amount of litter in recreational or housing areas. With care, understanding and a friendly push, we are able to change littering behaviour. The method is called ”nudging”.

Simple and EffectiveNudging is a new, effective and easier way of thinking because oftentimes it does not require a lot to change a certain behav-iour. Are there many cigarette stubs on the ground? Place a large tube of sand at that spot. Are the bin bags dumped out-side the recycling centres at night? Lay down flags and mark where to put the bags. Are the playgrounds filled with litter? Put up rubbish bins that become part of the game.

These simple pieces of advice make up just a small part of the input given to 4,000 tenancies at the AAB housing area Skovparken in Kolding after creating a so-called nudging catalogue in collaboration with the network organisation Keep Denmark Clean.

Bovia manages the Skovparken housing area on behalf of AAB Kolding. Head of Residents’ Service Dorte Radik used to be operational manager of a local government where she often had to deal with waste effort issues:

“At the time, it was common to place bans. However, that’s not what it’s about at all. We want to change the be-haviour of the tenants by giving them a friendly push. Specific behaviour is rarely due to ill will.”

Keep Denmark Clean wants to alter people’s littering habitsand apply nudging to achieve their objective. Now they havecreated a nudge catalogue for a residential area in Kolding.Project Manager Susanne Brøgger shares the story.

Dorte Radik mentions one episode during summer when the children started urinating in the basement because they could not make it home from the playing field. Setting up a urinal solved the problem that you would otherwise traditionally have tried to surveil your way out of.

“We believe that with small means, we are able to create circumspection. Social norms and obligations will change behaviour; not threats and taxes,” says Dorte Radik.

The nudging catalogue for AAB was created based on an inspection of the entire area and has resulted in 22 recom-mendations or nudges that Skovparken is now pursuing.

Nudging for EveryoneThe Keep Denmark Clean toolbox ”Our Neighbourhood” (“Vores kvarter”) has worked as the basis for creating the nudge catalogue which offers simple solutions for reducing littering. The toolbox is used nation-wide by housing associa-tions. Keep Denmark Clean hopes the nudging catalogue will become equally popular.

To read the full article go to:

http://designcamp2012.dskd.dk/about/articles/nudge-changes-littering-behaviour/

Nudge Changes Littering Behaviour By Susanne BrøggerProject Manager, Keep Denmark Clean


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cases

“Nudge is a cue for attention. It creates awareness; it doesn’t try to steal awareness. Nudge is about observing and knowing human behaviour and then creating a simple solution that will alter this behaviour. Often, companies and policy makers tend to work against the human psychology rather than with it. When you create a really complicated process for filing a complaint, you deliberately wear out your customers and eventually alienate them. However, creating an easy process you work with the human mechanisms and you get happy customers. Sometimes it is as simple as that. Nudge for good is part of the philosophy. That is why nudge lends itself particularly well to areas of health, energy, environment, and economy because here personal interests and preferences are not challenged by opposing concerns”

Andreas Maaløe Jespersen, Research Assistant, The Initiative for Science Society and Policy

InternatIonal DesIgnCamp2012 – Designing positive behavioural changecases

Kirsten Møller Jensen, Innovation Manager, EasyFood A/S

“Thank you for a fantastic Camp! This is the best, most well-organised event I’ve ever been a part of. I’ve learned a lot and am eager to integrate design further in our activities at EasyFood”

InternatIonal DesIgnCamp2012 – Designing positive behavioural change participants

Kolding Municipality Social and Health Care ServicesDepartment for Health Promotion and Prevention

Nytorv 116000 Kolding

Jane KudskDiet Coordinator

Kolding MunicipalityDepartment for City and Development

Nytorv 116000 Kolding

Morten Harder HougaardHead of Department for PlanningandMalene LeerbergDevelopment Consultant

EasyFood A/S

Albuen 396000 Kolding

Kirsten Møller JensenInnovation Manager

DesignCity

Kolding Åpark 26000 Kolding

Tina ThomsenProject Developer

DONG Energy

Kraftværksvej 53, Skærbæk, 7000 Fredericia

Louise Buch LøgstrupIndustrial PhD student

Middelfart Savings Bank

Havnegade 215500 Middelfart

Kristian GrenHead of IT, Communication and MarketingandTroels EmborgCommunication Consultant

Area Secretariat, Boligkontoret Fredericia and Boli.nu Sønderparken and Korskærparken

Ullerupdalvej 97000 Fredericia

Anni LindumEducation Consultant

Partners


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participants

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Bree Diana Galbraith, Emily Carr University, CanadaSolveig Catherine Buckle Johannessen, Emily Carr University, CanadaThomas Henley Bonamici, Pratt Institute, USAMatte Berit Nyberg, Pratt Institute, USAMariel Lanas, Stanford University, USAAriana Tae Koblitz, Stanford University, USAJulia Anne Davids, Stanford University, USADavid M. Smith, Case Western University, USASara Mesing, Case Western University, USAClaire Markotter, Greenside Design Center, South AfricaMatthew Price, Greenside Design Center, South AfricaTom Even Even, Bezalel Academy of Art & Design, IsraelSari Dayan, Bezalel Academy of Art & Design, IsraelSvabhu Kohli, Sristhi School of Art, Design and Technology, IndiaAman Kaur Randhawa, Sristhi School of Art, Design and Technology, IndiaAi Xi, Tongji University, ChinaDongjin Song, Tongji University, ChinaAngelica Fontana, Tongji University/Politecnico di Milano, Chine/ItalyAmie Holman, Unitec Institute of Technology, New ZealandHelen Jarvis, Unitec Institute of Technology, New ZealandMikail Pehlivan, Utrecht School of the Arts, HollandRaymond Reints, Utrecht School of the Arts, HollandLisa Vera Langmantel, Pforzheim University, GermanyGeorgia Gaye, Pforzheim University, GermanyPrianka Sisodiya, Kingston University, Great BritainMatthew Marshall, Kingston University, Great BritainSimone Pastring, London College of Fashion, Great BritainSophie Abboud, London College of Fashion, Great BritainFaraz Ahmed Khan, Aalto University, FinlandPeta-Gaye Martin, Aalto University, FinlandOana Camelia Guraliuc, Politecnico di Milano, ItalyChristian Bo Michelsen, Roskilde Universitets Center, DanmarkVictoria Cullen, University College London, EnglandRickey Lindberg Jensen, SDU - Design Management, DenmarkChristina Melchior Juhl , SDU - Design Management, DenmarkLouise Henriette Werge, SDU - Design Management, DenmarkMelle Zijlstra, Kolding School of Design, DenmarkChristian Leth, Kolding School of Design, DenmarkGiuseppe Formica, Kolding School of Design, DenmarkLars Majlund Mørk, Kolding School of Design, DenmarkLasse Breinholm Skovlund, Kolding School of Design, DenmarkPhan Thao Benn Dang, Kolding School of Design, DenmarkJacqueline Frances De Abrew, Kolding School of Design, DenmarkPatrick Bennekov Bomholt Johansen, Kolding School of Design, DenmarkLyuba Tsancheva Halacheva, Kolding School of Design, DenmarkLola Le Berre, Kolding School of Design, DenmarkEva Sofia Aude, Kolding School of Design, DenmarkHeike Hilpert, Kolding School of Design, DenmarkKatrine Terese Nielsen, Kolding School of Design, DenmarkOlav Kristoffer Markussen Johannessen, Kolding School of Design, DenmarkNynne Nadja Boje Sander, Kolding School of Design, DenmarkNanna Rosalia Sigaard, Kolding School of Design, DenmarkLene Drachmann Sørensen, Kolding School of Design, DenmarkCecilie Marie Skov, Kolding School of Design, DenmarkBirkir Gudmundsson, Kolding School of Design, DenmarkSylvester Agerbæk Hansen, Kolding School of Design, DenmarkNina Wasland, Kolding School of Design, DenmarkJonas Prip Thorsen, Kolding School of Design, DenmarkBenjamin Buus Pedersen, Kolding School of Design, DenmarkSigne Mårbjerg Thomsen, Kolding School of Design, Denmark


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participants

Bree Galbraith,Emily Carr University, Canada

“I say it was the greatest opportunity ever, and that I felt like a superstar with the amount of effort that was put into making me feel welcome, informed and included. I have never been in an institution where it feels like what you are doing makes a difference”

InternatIonal DesIgnCamp2012 – Designing positive behavioural changeparticipants

Lamb Curry Servings: 5-6

1 bundle of coriander3 sprigs of mint1 green chili1 ½ tablespoons of ginger, grated or finely chopped½ dl of coconut milk30 grams of cashew nuts½ dl of water700-800 grams of lamb meat, leg or shoulder2 onions2 garlic cloves2 tablespoons of olive oil¼ stick of cinnamon, roughly smashed5 cardamom capsules, roughly smashed4 whole cloves, roughly smashed½ teaspoon of mustard seeds½ teaspoon of turmeric½ litre of water200 grams of spinach, thawed3 dl of whole milk natural yoghurt

Chop the coriander and pick the leaves from the mint sprigs. Cut the green chili in half and remove the seeds. Finely chop fresh corian-der, mint, chili, ginger, coconut milk, cashew nuts. Cut the lamb into cubes (2 by 2 cm).Peel and chop the onions and slice the garlic cloves. Roughly crush the spices: cinnamon, cardamom and cloves in a mortar. Heat a pot with olive oil on the fire and roast the spices for approx. 20 seconds; then add the onions and let them cook until they are tender and slightly golden. Add the lamb and make sure to brown it on all sides. Add the green coconut paste with the cashew nuts along with the mustard seeds and the turmeric and let it cook for 1 minute with the meat. Pour 1 litre of water with the meat (or until the water covers 2/3 of the meat) and cook the dish for 50-60 minutes at low temperature. Be sure to stir once in a while. When 20 minutes remain, add the spinach and the yoghurt and mix it well with the other ingredients. Keep cooking until the lamb is tender and the sauce is tasty.The dish serves well with Basmati rice, chut-ney and bread.

Flat Bread with Herbs

Basic white bread, e.g.: 5 dl of flour2 dl of milk1 tablespoon of oil2 teaspoons of salt25 grams of yeast200 grams of chopped ground elder, onion cress, dandelion, wood sorrel, water mint, beech leaves, birch leaves (as you prefer)

Some extra oil and flour

Warm up the milk, stir in the yeast and add oil, salt and flour. Knead the dough and set it to rise for minimum half an hour. You can prepare the dough in advance and put it in a plastic bag that is not completely “inflated” and place it inside another bag to allow the dough to rise without the bags bursting. Knock the air out. Roughly chop the herbs and put them into the dough. Knead the dough into very flat, round pieces of bread that fit the pan. Fry them in a little bit of oil over a hot fire. Dust the pan with flour first to prevent the bread from sticking.

Chocolate Fondue Servings: 6

500 grams of sugarstrawberriesorangesgrapespitted prunespreserved ginger2 dl of cream2 tablespoons of brandy or rum250 grams of chocolate

Rinse the strawberries and allow the water to drip off the grapes using a strainer. Peel the oranges and cut them into fillets. Rinse the grapes and remove the stems. Break the chocolate into smaller pieces and let them melt in a thick-bottomed pot at low tem-perature on the embers. Pour in the cream and stir the chocolate paste until it becomes shiny. Add brandy or rum and pour the fon-due into a small fondue pot.

Stick the fruits onto the fondue forks and dip them in the chocolate. Reheat the fondue if it becomes too cold.

Campfire Meal RecipesMette Thrane FrandsenFood Designer and Canteen Manager, Kolding School of Design

Enjoy!


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recipes

“I really enjoyed meeting people from different countries and different backgrounds and working with them. It was great to see what we could come up with when put into this situation. The food was amazing!”Prianka Sisodiya, Kingston University, Great Britain

international Designcamp2012 – deSigning poSitive beHavioural CHange

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recipes

The DesignCamp2012 topic was nudging – that is designing positive behavioural change – within Nutrition and Public Health, City, Society and Architecture, and Education and Play. How might we nudge customers to make healthier choices in fast food environments? How might we nudge isolated members of a com-munity to engage with each other? Students from universities in Asia, USA, Canada, New Zealand, The Middle East and Europe teamed up with companies and public authorities to answer these and many other real-life questions focusing on ways for companies to include nudging in their products and services – to benefit the individual as well as the community – and how to equip designers to perform this work.

This publication presents student suggestions of how to address specific challenges facing companies and societies at large and offers valuable insight into the work methods of contemporary design students and design experts.

“When designers employ nudging as an alternative to traditional information campaigns it is an attempt to change behaviour without imposing new rules or restricting user options. Instead, the designers use their knowledge from related professions such as anthropology, psychology, and sociology to design for the human decision processes”

Mette Strømgaard Dalby, Head of Culture and Communication at Kolding School of Design

Read more on designcamp2012.dskd.dk

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INTERNATIONAL DESIGNCAMP2012NUDGE – DESIGNING POSITIVE BEHAVIOURAL CHANGE

international Designcamp2012 was organiseD by kolDing school of Design anD Design2innovate in collaboration with the Danish nuDging network

International DesignCamp2012 Nudge

Documents

Transcript of International DesignCamp2012 Nudge