Survey Analytics for Behavioural Change
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Transcript of Survey Analytics for Behavioural Change
SURVEY ANALYTICS FOR BEHAVIOURAL CHANGE
Leong Chee TungPartner
WHAT WE’LL COVER
2Copyright Triskelion Group 2016. All rights reserved.
In the age of Big Data, why use surveys?
How to construct a good survey question
How frequently should surveys be conducted
What kind of analytics are possible
with survey dataWhat behavioral levers can be addressed with
surveys
BIG DATA
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More data has been transferred in the last 1 sec than all data stored in 1996
Velocity
5 exabytes (1Bn GB) are being created every day
VolumeSurveys only 1 means of data collection, wearables, internet searches, clickthroughs, etc.
Variety
Source: Big Data: The Management Revolution – Harvard Business Review Oct 2010
BIG DATA, BIG PROBLEMS
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Hard to concretely test
hypothesesProcessing
power intensiveTime
consuming
Correlation & Causation
Source: http://gizmodo.com/5977989/internet-explorer-vs-murder-rate-will-be-your-favorite-chart-
today
OTHER BIG DATA LIMITATIONS
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Multiple methods of data collection – unstable predictive power (e.g. Google
Flu Trends)
Best used: extremely common. When less
common, not as good‘Echo-chamber’ effect: eg Google Translate & Wikipedia
Misleading degree of scientific precision
WHAT’S GOOD ABOUT SURVEYS?
Relatively cheap to collect & process data
CHEAP
Allows representative-ness for large populations
EXTENSIVE
High degree of control in structuring data collection
FLEXIBLE
Methodological techniques are well-established, tradeoffs (e.g. margin of error) are mostly known
DEPENDABLE
GOOD SURVEY QUESTIONS
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ACTIONABILITY: e.g. Net Promoter Score
• Single question with strong correlations to outcomes that matter
• What should you do to change it?
SORTING EFFECT: Differentiates positive and negative outcomes
• Bad question “I believe I am paid fairly at work”
• Good question “I have the opportunity to do what I do best everyday”
LINKED TO BUSINESS OUTCOMES
BEST PRACTICES IN SURVEY CONSTRUCTION
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Avoid loaded/leading words
Pay attention to question ordering
Avoid non-specific questions (e.g.. The culture of my organisation is the right one for the business environment we are in)
No double-barreled questions
Use unbalanced scales carefully (e.g. Strongly
Disagree, Moderately Disagree, Disagree, Agree,
Strongly Agree)
Question wording simple: “Do you have a best friend at
work?”
Depends On Purpose &
Data Stability
SURVEY FREQUENCY
Effective habit building: 2 – 8 months** Source: Phillippa Lally et al, How are Habits Formed: Modelling Habit Formation in the Real World, European Journal of Social Psychology, 16 Jul 2009
POSSIBILITIES
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Predictive attrition modelling Performance/Engagement Causality
POSSIBILITIES (CONT’D)
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Linkage to Customer metrics Sentiment analysis
“FEELINGS ARE FACTS”
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Simon Cooper, former President for the Ritz Carlton Hotel Company
BEHAVIOURAL LEVERS
Source: Gallup
NEGATIVE EXAMPLE
COGNITIVE BIASES THAT SCREW UP
YOUR DECISIONS
Anchoring bias
Availability heuristic
Bandwagon effect
Blind-spot bias
Choice-supportive bias
Clustering illusion
Confirmation bias
Conservatism bias
Information bias
Ostrich effect
Outcome bias
Overconfidence
Placebo effect
Pro-innovation bias
Recency
Salience
Selective Perception
Stereotyping
Survivorship bias
Zero-risk bias
SUMMARY
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Use surveys in conjunction with other data sources for best effect
Consider purpose & underlying data stability to determine frequency
Beware of cognitive biases in change efforts
SURVEY ANALYTICS FOR BEHAVIOURAL CHANGE
Visit us at http://triskeliongroup.co