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Wscc behaviour change capacity building workshop
1. 14 th December 2010 Oliver Payne, Founder, CEO, The Hunting Dynasty [email_address] , … “ Just as no building lacks an architecture , so no choice lacks a context.” …”
3. There’s one trait that we all share (irrespective of age, sex, and location)
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11. “ I’m playing all the right notes, but not necessarily in the right order.” http://www.youtube.com/watch?v=mTAcbsKZlcE#t=6m8s
12. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
13. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
14. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
15. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
16. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
17. 1. Loss aversion The pain of loss is twice as bad as the pleasure of gain of equal size
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22. 2. Temporal discounting the tendency for people to have excessively stronger preferences for immediate gains relative to future gains.
23. 2. Temporal discounting the tendency for people to have excessively stronger preferences for immediate gains relative to future gains. Make hay while the sun shines; Eat, drink, and be merry; A bird in the hand is worth two in the bush
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28. 3. Scarcity value When making valuations circumstantial factors tend to crowd out absolute value: Scarce items appear more valuable than those that are plentiful.
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33. 4. Authority effect The tendency to ascribe value according to the opinion of someone/something seen as an authority.
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35. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
36. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
37. 5. Goal dilution When multiple goals are pursued they are less effectively achieved than goals pursued individually. @OctoberJones “Colleague gave me a letter to mail. I was so preoccupied texting I almost slotted it into the bin next to the postbox.” Twitter for iPhone . 24/09/2010
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42. 6. Price perception We should be willing to pay what we think something is worth. In reality, the price that is demanded for something, makes us value it.
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44. 6. Price perception $0.10 $2.50 61% experienced a reduction in pain http://www.medicalnewstoday.com/articles/99532.php
45. 6. Price perception $0.10 $2.50 61% experienced a reduction in pain 85% experienced a reduction in pain http://www.medicalnewstoday.com/articles/99532.php
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48. 6. Price perception “… one of the finest classical musicians in the world…” Washington Post
49. 6. Price perception “… one of the finest classical musicians in the world…” Washington Post
50. 6. Price perception “… one of the finest classical musicians in the world…” Washington Post
51. 6. Price perception “… one of the finest classical musicians in the world…” Washington Post For a total of…
52. 6. Price perception “… one of the finest classical musicians in the world…” Washington Post For a total of ( )
53. 7. Framing Choosing is relative to what you can have, not absolutely about what you want.
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59. 8. Commitment & Consistency The tendency to persue a course of action if we have publicly committed it (even when we feel an action is not right).
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63. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
64. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
65. 9. Anchoring & Decoys The common human tendency to rely too heavily, or ‘anchor’, on one trait or piece of information when making decisions.
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76. 10. (Mere) Exposure effect We tend to develop a preference for things merely because we are familiar with them. In studies of interpersonal attraction, the more often a person is seen by someone, the more pleasing and likeable that person appears to be.
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80. 11. Status quo bias The tendency to like things to stay relatively the same: keeping - and liking - what we have. (Combination of loss aversion and the endowment effect)
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83. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
84. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation
93. 13. Defaults There are so many decisions to make in life, those that are made for us a often welcomed. (An apathetic version of status quo bias. )
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97. 14. Reciprocation Responding to a positive action with another positive action, and responding to a negative action with another negative one. Not altruistic action or social gift = no expectation of future positive response
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99. 1. Loss aversion 2. Temporal discounting 3. Scarcity value 4. Authority effect 5. Goal dilution 6. Price perception 7. Framing 8. Commitment & Consistency 9. Heuristics: anchoring, decoy 10. Exposure effect 11. Status quo bias 12. Social norms 13. Default 14. Reciprocation Done
101. Reducing energy use in the home 1. Ask people to indicate the extent to which they think energy efficiency is a good thing (Temporal discounting: people tend to discount effort required in the future) 2. Make their thoughts public (Commitment & consistency) 3. Focus on what stands to be lost instead of what stands to be gained (Loss aversion: pain of loss twice as strong as pleasure of gain) 4. Tell them what their neighbors are doing (Social norms) 5. Tell them what experts are saying (Authority effect) Never mind what people believe—how can we change what they do? A chat with Robert Cialdini
102. If you remember one thing… Never mind what people believe—how can we change what they do? A chat with Robert Cialdini
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104. Influential Cameron, highlights OPOWER at TED2010 President Obama speaks at OPOWER, Arlington “ I want companies like OPOWER… all across America. It’s good for consumers. It’s good for our economy. It’s good for our environment.” “… Behavioural Economics can transform people's behaviour in a way that all the bullying and badgering from a Government cannot possibly achieve.”
105. “ Just as no building lacks an architecture , so no choice lacks a context.” …”
106. “ Just as no building lacks an architecture, so no choice lacks a context.” Dr. Robert Cialdini, ex-Regents' Professor of Psychology and Marketing Arizona State University
107. “ Just as no building lacks an architecture, so no choice lacks a context.” Dr. Robert Cialdini, ex-Regents' Professor of Psychology and Marketing Arizona State University Thank you
Notas do Editor
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
(Mentioned in the book ‘Blink’)
NOTES: Gas prices aren’t the only reason for more hybrid sales http://nudges.wordpress.com/gas-prices-arent-the-only-reason-for-more-hybrid-sales/ http://www.thehuntingdynasty.com/2010/01/death-and-taxes-why-your-decisions-kill-you-and-cost-you-money/
NOTES: Gas prices aren’t the only reason for more hybrid sales http://nudges.wordpress.com/gas-prices-arent-the-only-reason-for-more-hybrid-sales/ http://www.thehuntingdynasty.com/2010/01/death-and-taxes-why-your-decisions-kill-you-and-cost-you-money/
NOTES: Gas prices aren’t the only reason for more hybrid sales http://nudges.wordpress.com/gas-prices-arent-the-only-reason-for-more-hybrid-sales/ http://www.thehuntingdynasty.com/2010/01/death-and-taxes-why-your-decisions-kill-you-and-cost-you-money/
NOTES: Gas prices aren’t the only reason for more hybrid sales http://nudges.wordpress.com/gas-prices-arent-the-only-reason-for-more-hybrid-sales/ http://www.thehuntingdynasty.com/2010/01/death-and-taxes-why-your-decisions-kill-you-and-cost-you-money/
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