In Thinking, Fast And Slow, Daniel Kahneman provides an overall metaphor for human thinking as well as describing a long list of heuristics (mental rules of thumb) that we all use to make decision-making simpler, quicker and more efficient. All these heuristics happen in System 1, the description Kahneman gives to non-conscious and implicit thinking.
Archive for the 'behavioural change' Category
Recently I learnt a very useful way to describe one of the differences between System 1 and System 2, courtesy of Roger Dooley’s Brainfluence podcast (link here). In a very interesting discussion with Neale Martin on habit, there was a discussion of Donald Norman’s distinction between the ‘taxonomic’ rational brain and the ‘taskanomic’ emotional brain. Read more »
The Small Big by Martin, Goldstein & Cialdini was published last year and is highly recommended for anyone who wants insights into how behavioural science insights can be applied to practical problems of behaviour change. The book follows on from Cialdini’s classic work Influence (read more details here) and another work Yes! published by the same authors. Both The Small Big and Yes! are packed full of examples of using small ‘nudges’ or changes in context, design and wording to create big impacts in human behaviour. Reading through these books, along with Influence itself, you are bound to find many great examples of behaviour change that you can immediately apply in your own work.
Just over a week ago I was invited to appear on a local radio breakfast show in Singapore to discuss government social campaigns and behavior change. In particular, we discussed the current LTA (Local Transport Authority) campaign on buses and trains to encourage graciousness and good behaviours.
The campaign has just added two new ‘characters’ called Bag-Down Benny and Hush-Hush Hannah, in addition to Move-In Martin, Stand-Up Stacey and Give-Way Glenda. My initial reaction to the campaigns was bemusement, and a feeling that the tone was a little childish and patronizing. One of the discussion points on the radio show was around whether such campaigns were simply to raise awareness of an issue or aimed at changing real behaviours. Read more »
While the lessons of the two Dan’s (Pink and Ariely) are important for all our interpersonal relationships, they are arguably most important when we seek to change behaviour in an organisation. Change management often involves training programs and workshops which are used to influence and change behaviours (I have run many of these myself). The following lessons from behavioural economics are critical to success: