On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and...
-
Upload
sustainable-brands -
Category
Environment
-
view
631 -
download
0
Transcript of On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and...
![Page 1: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/1.jpg)
Alex Batchelor | @alexbatchelor Chief Operations Officer BrainJuicer
On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks
#SB15London
Joss Tantram | @terrafinity Founding Partner Terrafinity
Sille Krukow Chief Behavioral Designer Krukow
![Page 2: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/2.jpg)
On a quest to solve behaviour change challenges Alex Batchelor – BrainJuicer
![Page 3: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/3.jpg)
©BrainJuicer® 2
The first framework is to get your priori>es right!
WHERE MARKETING FOCUSES ITS EFFORTS
A$tude Change
WHERE MARKETING SHOULD FOCUS ITS
EFFORTS
Behaviour Change
![Page 4: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/4.jpg)
©BrainJuicer® 3
Q. How many pa>ents successfully change their diet and lifestyle as a consequence
of heart bypass surgery?
The second one is to understand human behaviour
![Page 5: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/5.jpg)
©BrainJuicer® 4
Let’s Begin at the Beginning
![Page 6: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/6.jpg)
©BrainJuicer® 5
AXer some years of evolu>on…
![Page 7: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/7.jpg)
©BrainJuicer® 6
…and finally…
![Page 8: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/8.jpg)
©BrainJuicer® 7
The Behavioural Model
DECISIONS
![Page 9: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/9.jpg)
©BrainJuicer® 8
Environmental | Social | Personal
![Page 10: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/10.jpg)
©BrainJuicer® 9
S Shell S BT S Tesco S Bri>sh Gas S HSBC S GlaxoSmithKline
S Pruden>al S Centrica S BP S Barclays
S Google S Starbucks S Amazon
S eBay S Vodafone S BAT S Tate & Lyle S Vedanta S Rolls Royce S WPP
Which list is which?
![Page 11: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/11.jpg)
©BrainJuicer® 10
What are the numbers?
S 29.3 million
S 236,000 S 6,000
![Page 12: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/12.jpg)
©BrainJuicer® 11
What’s bigger (in terms of CO2 emissions)?
S Data Centres S Global Avia>on
![Page 13: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/13.jpg)
©BrainJuicer® 12
The Guardian
![Page 14: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/14.jpg)
©BrainJuicer® 13
We are all liars and hypocrites!
S And we shouldn’t feel too bad about it S Most of us don’t!
S But we could think about how we might change their behaviour!
![Page 15: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/15.jpg)
©BrainJuicer® 14
Tradi5onal Perspec5ve
S We are socially isolated individuals with rela>vely stable preferences
S All our choices are the result of a delibera>ve, linear and controlled thought processes
S People are benefit-‐maximising and cost-‐minimising
S Behaviour change is brought about through: « Increased awareness of the issue
« Be<er informa5on
« Educa5on
S The right incen>ves will help people change their ac>ons
Behavioural Science Perspec5ve
S We are socially connected with very malleable preferences
S Our choices are oXen impulsive and the result of non-‐linear thought processes
S People are mo>vated by factors beyond benefit-‐maximisa>on and cost-‐minimisa>on
S There are more effec>ve ways to bring about behaviour-‐change than through:
« Raising awareness
« Providing be<er informa5on
« ‘Educa5ng’ people
S Monetary incen>ves are not always necessary to get people to change their ac>ons
How Behavioural Science challenges marke>ng….
![Page 16: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/16.jpg)
©BrainJuicer® 15
The environment where we choose majers too!
![Page 17: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/17.jpg)
©BrainJuicer® 16
We copy others much more than we’d like to admit
![Page 18: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/18.jpg)
©BrainJuicer® 17
How we feel also drives our decisions…..
![Page 19: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/19.jpg)
©BrainJuicer® 18
How many steps trumps how much…
22 INPUTS 8 INPUTS 4 INPUTS
![Page 20: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/20.jpg)
©BrainJuicer® 19
Which one’s worth more?
![Page 21: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/21.jpg)
©BrainJuicer® 20
Consumers don’t do maths!
Source: When More Is Less: The Impact of Base Value Neglect on Consumer Preferences or Bonus Packs over Price Discounts, Haipeng (Allan) Chen, Howard Marmorstein, Michael Tsiros, & Akshay R. Rao, Journal of Marke>ng, 2012
Sales 75% higher than “35% Off“
condi5on
![Page 22: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/22.jpg)
©BrainJuicer® 21
Work with the grain of human behaviour
![Page 23: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/23.jpg)
©BrainJuicer® 22
Even as a method of informing people!
![Page 24: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/24.jpg)
©BrainJuicer® 23
And you can s>ll have fun with it!
![Page 25: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/25.jpg)
©BrainJuicer® 24
Title and Text
S We don’t have all the answers!
S We do know that our understanding of how people actually behave has changed in the last 20 years
S We want to encourage everyone engaged in sustainability to understand human behaviour bejer using a range of resources beyond just asking direct ques>ons
S We want everyone engaged in sustainability to use their understanding of human behaviour to have greater success in changing behaviour – this will mean that they need to experiment more!
S The paradox of success is that you need some failure to achieve it……
So… what are we saying?
![Page 26: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/26.jpg)
©BrainJuicer® 25
Title and Text
S We aren’t intelligent or ra>onal decision makers – and simply giving us more informa>on doesn’t seem to change our behaviour
S We are influenced by other people – and they unconsciously change our behaviour
S We are oXen bejer at understanding and predic>ng the behaviour of other people than at predic>ng our own behaviour
S Our memories of our behaviour are oXen weak and unreliable
S Context is everything in behaviour
● “If your house burns down in a freak fire you are devastated – but if your whole city is destroyed in an earthquake and hundreds of your neighbours die then you feel lucky to be alive!” (If I want to make this sound smarter I call it the “theory of rela>ve depriva>on”)
S Emo>on drives our behaviour – so if you want to turn human understanding into business advantage then understand emo>on
…and again – in English, please!
![Page 27: On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks](https://reader031.fdocuments.in/reader031/viewer/2022030301/587e767e1a28ab38068b6857/html5/thumbnails/27.jpg)
Thank you [email protected]