BEHAVIOUR WORKSHOP. Changing behaviour for good. 0020_Hamell_Workshop_Workbook_FAW.indd 1 14/09/ :43

Size: px

Start display at page:

Download "BEHAVIOUR WORKSHOP. Changing behaviour for good. 0020_Hamell_Workshop_Workbook_FAW.indd 1 14/09/ :43"

Wilfrid Bradley
5 years ago
Views:

1 BEHAVIOUR WORKSHOP 0020_Hamell_Workshop_Workbook_FAW.indd 1 14/09/ :43

2 YOUR COMPANY NAME A FRAMEWORK FOR CHANGING BEHAVIOUR System 1 thinking Automatic Mind System 2 thinking Reflective Mind Fast Slow Associative Deliberative Effortless Conscious Unconscious Logical Without self awareness or control Deductive 0020_Hamell_Workshop_Workbook_FAW.indd 2 14/09/ :43

3 What answer springs to mind when you read the following questions? 1 1. A bat and a ball cost 1.10 in total. The bat costs 1.00 more than the ball. How much does the ball cost? 2. If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets? 3. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half of the lake? Now reflect. Try again.* Kahneman and Tversky s influential book Thinking, Fast and Slow, illustrated that we have two very different ways of thinking: fast and instinctive, our system 1 versus rational and deliberative, our system 2. The degree to which either system is engaged depends on a multitude of factors including the motivation and resources attached to each decision. This may sound counterintuitive why would you ever want to be anything but rational? But when you think about the constant pressure and speed of human life, is it surprising that often we rely on cues from system 1, especially when it so often serves us well? 1. Frederick, S. (2005). Cognitive Reflection and Decision Making. Journal of Economic Perspectives, 19(4), *Answers to questions: 1. Bat 1.05, ball Five minutes (it takes each machine 5 minutes to make a widget) 3. Work it backwards: if the pond is covered after 48 days, and they double in size every day, then day 47 would be half covered. So the answer is 47 days. Hamell is a full service behaviour change agency with a clear focus on delivering evidence-based sustained change. Hamell seek to get an in-depth understanding of where your audiences attention lies, and the system of thinking they are likely to tap into. Hamell couple this understanding of behavioural drivers, with their knowledge about heuristics, to nudge your audiences in the right direction. 0020_Hamell_Workshop_Workbook_FAW.indd 3 14/09/ :43

4 YOUR COMPANY NAME System 1 thinking MINDSPACE is a behavioural economic framework developed by Dolan et al. 2 MINDSPACE is a nine letter mnemonic (a checklist ) for the different effects that drive behaviour. MINDSPACE focuses on influencing the System 1 thinking: the Automatic mind. 2. Dolan, P., Hallsworth, M., Halpern, D., King, D., & Vlaev, I. (2010). MINDSPACE: influencing behaviour through public policy. Cabinet Office and Institute for Government. London: Cabinet Office. MESSENGER We are heavily influenced by who communicates information INCENTIVES Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses NORMS We are strongly influenced by what others do - particularly people like us DEFAULTS We tend to go with the flow of pre set options SALIENCE Our attention is drawn to what is novel and seems relevant to us PRIMING Our acts are often influenced by subconscious cues AFFECT Our emotional associations can powerfully shape our actions COMMITMENTS We seek to be consistent with our public promises, and reciprocate acts EGO We act in ways that make us feel better toward ourselves 0020_Hamell_Workshop_Workbook_FAW.indd 4 14/09/ :43

5 System 2 thinking Hamell through their 360* approach also capture individual behavioural drivers, which influence System 2 thinking: the Reflective mind. SELF EFFICACY The degree to which we believe that we will be able to successfully engage in a behaviour NECESSITY vs CONCERN We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns CONTROL We need a sense of control over behaviour in order to engage in it MOTIVATION Our personalities mean that we are motivated by different desires and goals RESISTANCE Some of our known prejudices and beliefs make us resistant to behaviour change 0020_Hamell_Workshop_Workbook_FAW.indd 5 14/09/ :56

6 YOUR COMPANY NAME MESSENGER We are heavily influenced by who communicates information 0020_Hamell_Workshop_Workbook_FAW.indd 6 14/09/ :43

7 INCENTIVES Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses 0020_Hamell_Workshop_Workbook_FAW.indd 7 14/09/ :43

8 YOUR COMPANY NAME NORMS We are strongly influenced by what others do - particularly people like us 0020_Hamell_Workshop_Workbook_FAW.indd 8 14/09/ :43

9 DEFAULTS We tend to go with the flow of pre set options 0020_Hamell_Workshop_Workbook_FAW.indd 9 14/09/ :43

10 YOUR COMPANY NAME SALIENCE Our attention is drawn to what is novel and seems relevant to us 0020_Hamell_Workshop_Workbook_FAW.indd 10 14/09/ :43

11 PRIMING Our acts are often influenced by subconscious cues 0020_Hamell_Workshop_Workbook_FAW.indd 11 14/09/ :43

12 YOUR COMPANY NAME AFFECT Our emotional associations can powerfully shape our actions 0020_Hamell_Workshop_Workbook_FAW.indd 12 14/09/ :43

13 COMMITMENTS We seek to be consistent with our public promises, and reciprocate acts 0020_Hamell_Workshop_Workbook_FAW.indd 13 14/09/ :43

14 YOUR COMPANY NAME EGO We act in ways that make us feel better toward ourselves 0020_Hamell_Workshop_Workbook_FAW.indd 14 14/09/ :43

15 SELF EFFICACY The degree to which we believe that we will be able to successfully engage in a behaviour 0020_Hamell_Workshop_Workbook_FAW.indd 15 14/09/ :43

16 YOUR COMPANY NAME NECESSITY vs CONCERN We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns 0020_Hamell_Workshop_Workbook_FAW.indd 16 14/09/ :43

17 CONTROL We need a sense of control over behaviour in order to engage in it 0020_Hamell_Workshop_Workbook_FAW.indd 17 14/09/ :43

18 YOUR COMPANY NAME MOTIVATION Our personalities mean that we are motivated by different desires and goals 0020_Hamell_Workshop_Workbook_FAW.indd 18 14/09/ :43

19 RESISTANCE Some of our known prejudices and beliefs make us resistant to behaviour change 0020_Hamell_Workshop_Workbook_FAW.indd 19 14/09/ :43

YOUR COMPANY NAME If you want to know more about how to initiate behaviour change that lasts and generate campaigns that reasonate, contact Fiona

20 YOUR COMPANY NAME If you want to know more about how to initiate behaviour change that lasts and generate campaigns that reasonate, contact Fiona Hammond or Linda Cowie on , or 0020_Hamell_Workshop_Workbook_FAW.indd 20 14/09/ :43

Getting the rent in. Anna O Halloran Managing Director 25 February 2016

Getting the rent in. Anna O Halloran Managing Director 25 February 2016 Getting the rent in Anna O Halloran Managing Director 25 February 2016 A new solution to an old problem getting the rent in. Today? A new world We heard yesterday about: The 1% rent cut Universal credit