Category

Citizen Behaviour

Behavioural Design applied to shaping citizen behavior

What is Behavioural Design

By All, Behavioural Science Insights, Citizen Behaviour, Customer Behaviour, Employee behaviour, Personal Behaviour

This blog post is an extended introduction to Behavioural Design. You will get a clear idea about what it is, how you can use it in your professional and personal life to influence minds and shape behaviour, and what you could do to learn more about it. Moreover, this blog post is the perfect entry to most other blogposts we published on the SUE Behavioural Design website.

 

1. Behavioural Design is about influence

How do you influence minds and shape behaviours? How do you change other people’s, as well as your behaviours? How do you help people to make better decisions? Isn’t it strange that the majority of all of our behaviours and communication aims at influencing other people? Yet, at the same time, we have no clue about the principles and laws that govern influence?

 

Behavioural Design is a systematic understanding of how people think and how they make decisions. This understanding forms the basis of thinking about interventions that lead to behavioural change. Maybe you want to influence the behaviour of your partner or children. You might want to influence your colleagues or managers. Some people like to develop a healthy habit for themselves or want to live a more sustainable life. Maybe you want to influence customer behaviour or win elections. No matter what the subject is, you can all think of them as a behavioural design challenge.

 

So what is Behavioural Design? The most pragmatic definition of Behavioural Design we came up with so far is the following:

 

Behavioural Designers combine Psychology, Design, Technology, and Creative Methods to find out why people do the things they do and to figure out through experimentation how to activate them to change their behaviour.

 

2. Behavioural Design is a method

The best way to think about Behavioural Design is to think of it as the combination of Design Thinking with the Science of Influence. Design Thinking is the method through which designers solve problems. Designers start with empathy. Through interviews and observations, they try to “fall in love with the problem”: Why do people do what they do and where could we spot opportunities for improvement? This insight phase forms the groundwork for creativity. First, designers develop as many ideas as possible, and then they prototype the most promising ones. They take the prototypes back to the real world and test them with real people to learn and observe how the prototype influences the targeted behaviour. Design Consultancy Ideo, the godfathers of Design Thinking, explain the process like this:

When you combine the method of design thinking with behavioural science, you will get design thinking on steroids or Behavioural Design Thinking. Because a better understanding of human psychology you will get:

1) Better insights into why people do what they do;
2) Better ideas on where to look for solutions;
3) Better prototypes, because you will have a much sharper understanding of what specific behavioural outcome you’re designing for.

At SUE the essence of what we do is to train the Behavioural Design Method© at our Behavioural Design Academy and at in-company training and we run the Behavioural Design Method© in Behavioural Design Sprints together with our clients.

More about Behavioural Design as method:

Would you like to power up your team or project with behavioural intelligence?

Feel free to contact us. We are happy to tell you more about our consultancy or academy. Helping you innovate, transform or grow levering insights from behavioural science in practice.

Contact us

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3. The ethics of Behavioural Design

Behavioural Design is dark wisdom. The difference between positive influence and manipulation is a very fragile line. In the end, we have to be aware that Behavioural Design is about using deliberate action and techniques to influence the behaviour of the other in the direction you want.

The problem is that those who want to design for good quite often feel bad about using dark forces. Whereas those who use this dark wisdom to manipulate and mislead are usually much more motivated, advanced, and have fewer scruples about its application. Think about how extreme-right populists exploit fear and uncertainty, or think about how technology companies use our vanities and our desire for social recognition and belonging to the extent that it leads to (social media) addiction.

The world of interaction design is full of “dark patterns“, which are manipulative ways to present choices to us in such a way that they manipulate us into making a specific decision, whether we want it or not.

 

Doctor Evil

At SUE, we are very sensitive to this ethical component. We even encoded it in our mission. The SUE mission is “to unlock the power of behavioural psychology to help people make better decisions in work, life and play”. Our point of departure for designing interventions for behavioural change always starts with the question, “How might we help people to make better choices? Moreover, how could we create products, services, and experiences to contribute to helping people achieve their goals or dreams? Our commitment to this mission is sacred, even to the point that we refuse to accept work that doesn’t match this mission. You can find more about this way of thinking below at “5. Outside-in Thinking“.

More on the ethical side of Behavioural Design:

4. Behavioural Design is about designing choices

Multiple levels of influence
In a certain sense, the term ‘Behavioural Design’ is a little bit misleading. Behavioural change is the outcome we aim for when we design an intervention. When we want to achieve this outcome, we need to create interventions on multiple levels at the same time:

  1. Design attention: How do you make sure something catches people’s attention?
  2. Trigger curiosity: How do you get people to invest time and mental energy to learn more about what you want from them?
  3. Change the perception: how do you get something to stand out as the attractive option between other choices? How do you design the desired perception?
  4. Design the experience: How do you get someone to have a positive feeling? How can you reduce stress or uncertainty?
  5. Trigger the behaviour: How do you trigger the desired behaviour? How can you increase the chance of success that people act upon your trigger?
  6. Change habits: How can you get people to sustain the behaviour? Most behaviours require much more than a one-time action. Think about saving, living healthy, exercising, recycling, collaborating, etc.

Thinking fast and slow

This simple list of influence levels teaches us that:

Behavioural Design is all about how we design choices and how we present those choices.

Behavioural Design has everything to do with human decision-making and how the brain works. The cornerstone of human decision-making is the masterpiece “Thinking Fast and Slow” by Kahneman and Tversky. This book – awarded with the Noble Memorial Prize in Economic Sciences in 2002 – is the fascinating journey of the collaboration between two Israeli psychologists and their discoveries of how the mind works. This book is the ultimate work on thinking about thinking.

Kahneman and Tversky discovered that about 96% of our thinking is automatic and unconscious. Our brain is making most of the decisions for us by taking shortcuts – which they call heuristics -, with the goal of not having to invoke the 4% bandwidth of our slow, rational brain. In a way:

Influencing behaviour comes down to helping people to decide without having to think. Because the more we need to think about something, the more stress we get, the less we end up making choices.

Since 2018, we now have a second psychologist in the ranks of noble prize winners. Richard Thaler built upon the work of Kahneman and Tversky and zoomed in on how to make use of System 1-System2 thinking to nudge people into better decision-making in wealth, health, and happiness.

 

Our hard-wired tendency to persuade

When it comes to our attempts to influence minds and shape behaviours, our biggest fallacy is that we always tend to persuade the other with rational arguments. The problem with persuasion is two-fold:

  1. Persuasion evokes system 2-thinking, and we don’t like that. When you try to persuade someone, you want them to think about your argument. Thinking complicates things.
  2. System 2 is the little slave of system 1: we only accept rational arguments or facts when they align with how we already think about matters. You can only persuade someone who’s already convinced.

The real challenge is to make a decision making extremely easy. More about designing choices:

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5. Behavioural Designers think ‘outside-in’

When we try to influence minds and shape behaviour, the most common mistake we make is to think inside-out. We take the benefits of our product or service as our point of departure, and we try to figure out how we could pitch those benefits so that people would realize the value of what we have to offer. Behavioural Designers work the other way around.

We take the human behind the customer as our focal point, and we try to figure out what this human needs to be successful.

Which anxieties, doubts, prejudices or bad habits he holds stand in the way of embracing the desired behaviour or which pains or frustrations we could solve for him.

The SUE | Influence Framework©

We developed the SUE | Influence Framework© as a tool to do outside-in thinking systematically,. This model brings all the forces to the surface that influence the behaviour of the people for whom we need to design interventions. The Influence Framework© consists of five questions we need to answer to understand why people do what they do and how to get them to act:

  1. Job-To-Be-Done: What is the underlying goal for which people would have to embrace the new behaviour? How might we align the desired behaviour with goals that matter to them?
  2. Pains: What are possible frustrations and pains in their current behaviour, for which we need to come up with a solution?
  3. Gains: What are the benefits we have, compared with their current solutions?
  4. Anxieties: What are anxieties, doubts, prejudices or other barriers that prevent someone from embracing the new behaviour?
  5. Habits: Which habits keep them locked in their current behaviour?

Finding the answers to these questions will provide you with a blueprint of where to spot opportunities for behavioural change. In this video, you can find a brief explainer of the SUE | Influence Framework©.

 

More about outside-in thinking:

6. Behavioural Designers work with principles from the science of influence

The next step in the Behavioural Design Method© is about turning a deep understanding of the forces that explain people’s behaviours, into ideas for behavioural change.  These are two different games. Whereas the SUE | Influence Framework© uncovers the unconsciousness of people, is this part about applying principles from the science of influence to come up with solutions on how to change behaviour. We have developed a helpful tool for this: the SUE | SWAC Tool©:

It is foremost a very easy-to-use tool. It explains which four pieces of the puzzle you need to solve to create a context that will persuade someone into doing something and to have them keep doing it. What makes the tool so easy to use in practice, is that anytime you want to design for behavioural change, all you have to do is ask yourself four simple questions:

  1. How can we make sure someone WANTS to perform the new behaviour?
  2. How can we make sure someone CAN perform the new behaviour?
  3. How can we SPARK new behaviour at the moments that matter?
  4. How can we activate this new behaviour AGAIN and again?

 

When the new behaviour does not happen, at least one of those four elements is missing. The most important implication of this is that by using the SUE | SWAC Tool© as a guide you can quickly identify what stops people from performing the behaviours that you seek.

If a sufficient degree of capability (CAN) to perform a behaviour is matched with the willingness (WANT) to engage in that behaviour, all that is then needed for the behaviour to occur is to set someone into action (SPARK) at the Moments that Matter.

Maybe you notice that in the tool it says moments that matter. Not one moment, but moments. As we learned, behavioural change doesn’t happen overnight. Most of the times someone needs to be reminded of the desired behaviour more than once for it to happen in the first place. Furthermore, behaviour becomes easier when repeated. Therefore, we have to make sure we SPARK someone AGAIN and again to activate the desired behaviour. So, you need to design several interventions at multiple moments that matter. In practice your intervention strategy will look something like this:

The objective of most intervention strategies is to not only to change behaviour, but to change this new behaviour into a routine behaviour (a habit), so the new behaviour will stick.

Often your desired behaviour is new behaviour for people and that’s why it is important to spark behaviour AGAIN and again. Only then the behaviour will take place, as illustrated above as the BEHAVIOURAL CHANGE THRESHOLD. When your objective is to design repeat behaviour, it almost goes without saying that you have to make sure the desired behaviour is performed repeatedly. If you can make someone perform new behaviour over and over AGAIN, it can become automatic.

7. Behavioural Designers research, prototype, test

The more familiar you get with how the brain works and how influence works, the more you become aware that human behaviour obeys a different kind of logic than formal logic. Rory Sutherland calls this “psycho-logic” in his brilliant book Alchemy.

The way people make decisions is highly context-sensitive. These decisions are full of stories they tell themselves and full of irrational beliefs they hold. Furthermore, even the slightest difference in how something is framed can dramatically affect how people perceive the meaning. When an English native speaker says they think something is “interesting”, it usually means precisely the opposite. Whereas a non-native Dutch audience would think “interesting” means what they think it means.

The importance of doing the research yourself

That’s why research and prototyping are so important. Before you come up with an idea for behavioural change, you first need to fall in love with the problem. You observe or interview humans and try to put yourself in their shoes. You’ll be surprised about how many thoughts and beliefs you hold are projections of your limited worldview onto the world of the target audience you want to influence.

Prototyping and testing are all about finding out which variation of your intervention has the highest potential to design perception, attention, curiosity, experience, behaviour or habit. Even with the clearest of insights, you can still develop an intervention that ultimately misses its desired effect. What you thought your intervention was supposed to trigger sometimes triggers the exact opposite.

More about prototyping and testing:

Want to shape behaviour and decisions?

Then our two-day Fundamentals Course is the perfect training for you. You will learn the latest insights from behavioural science and get easy-to-use tools and templates to apply these in practice right away!

Download the brochure

Go ahead, it’s completely free of charge!

8. Domains of Behavioural Design

The number of applications for Behavioural Design is endless. Because in the end, most of the things we do as humans aim at influencing the behaviour of others. You can apply it from managing teams to the design of products. Or from getting people to buy products to changing the way they perceive a service or experience. And from the creation of financial habits, personal habits and healthy habits till the raising of children. At SUE, we’re particularly fascinated by six specific domains for behavioural change:

  • customer behaviour (product, marketing, sales)
  • citizen behaviour (government/society)
  • financial behaviour (financial independence)
  • voter behaviour (politics and government)
  • self-improvement (personal development)
  • team-behaviour (organisational design)

Most of our blogs and our weekly newsletter “Behavioural Design Digest” is about one of these topics.

 

9. Start to learn more about Behavioural Design

Now you have a deeper understanding about what Behavioural Design and how you can apply the Behavioural Design Method to influence minds and shape behaviour, there’s a couple of next steps you can take to learn more about the method:

  1. Subscribe to our weekly newsletter Behavioural Design Digest, in which we take a closer look at how influence works in daily life.
  2. Subscribe to one of the upcoming editions of our Behavioural Design Academy courses and master the SUE | Behavioural Design Method© to create next-generation, people-centred products, services, campaigns or policies.
  3. Book in-company training for your team and learn the method while applying it to a critical business challenge for your organisation.
  4. Hire SUE to run a Behavioural Design Sprint to fast-track your innovation, transformation or growth by leveraging behavioural science to develop people-centred products, services, campaign or policies with an evidence-based approach.
  5. Book SUE for a keynote or workshop (contact us).
  6. Check or frequently asked questions and discover answers to questions you didn’t even know you had.

How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

sue behavioural design

The SUE Influence Framework© explained

By All, Behavioural Science Insights, Citizen Behaviour, Customer Behaviour, Employee behaviour, Personal Behaviour

The SUE | Influence Framework© is a powerful mental model we developed at SUE to analyse the forces that shape behaviour systematically. The framework will provide you with all the human insights you need to develop ideas for behavioural change. A deeper understanding of the forces that prevent people from change or boost behavioural change is essential to influence minds and shape behaviour. In this blog post, we explain the model step-by-step and illustrate it with lots of examples.

 

1. How does influence work?

For a complete overview of the essence of behavioural design, I want to urge you to read our blog “What is behavioural design“. For this blogpost, it suffices to understand that you need three ingredients for successful behavioural change: 

  1. Understand how people think and how they make decisions. (cognitive psychology)
  2. Know how you can analyse the forces that shape people’s behaviour (SUE | Influence Framework©)
  3. Learn how you can come up with ideas for behavioural change 

One of the biggest misconceptions of behavioural design is that it’s limited to this third ingredient. Think about all the persuasion techniques in the field of interface design and UX to boost online sales. Booking.com has turned these techniques into an art form

However, if you don’t consider what happens inside the human mind you try to influence, you can use as many persuasion tactics as you want; you’re not going to be successful. 

Let me illustrate this with an example: You can use all the scarcity, authority, social proof in the world to persuade me to make my next city trip with Flixbus. But as long as you haven’t addressed my (probably irrational) prejudice that travelling by bus coach will be a social nightmare, full of annoying people, my brain will stay locked for every attempt to change my behaviour.

Flixbus

 

2. The forces that shape behaviour

The best way to think of the SUE | Influence Framework© is to think of it as a tool that brings the dynamic forces to the surface that shape behaviour. With this framework:

 

You will understand why people do the things they do and what prevents them from changing their behaviour.

Understanding these forces helps you to spot opportunities for behavioural change. Only when you have armed yourself with these opportunities you can start to come up with ideas. 

To illustrate this with the example from above. Only when you consider that I have anxieties, doubts and prejudices that prevent me from travelling by coach will you have the proper insight to come up with ideas to influence my decision-making. You will ask yourself how we might take away the prejudice that cheap coach travel equals a social nightmare. 

If you want to design a successful strategy for behavioural change, you will have to work outside-in. You start with learning what happens inside people’s minds, and you adapt your intervention to this understanding. 

Would you like to power up your team or project with behavioural intelligence?

Feel free to contact us. We are happy to tell you more about our consultancy or academy. Helping you innovate, transform or grow levering insights from behavioural science in practice.

Contact us

No worries, no strings attached!

The SUE | Influence Framework© has three parts, with a total of seven elements. We will delve into these three parts below.

  1. Part 1: Current and Desired Behaviour 
  2. Part 2: The Job-to-be-Done
  3. Part 3: Pains, Gains, Comforts and Anxieties

3. Current and Desired Behaviour 

The best way to think of behavioural change is that you need to have someone (or yourself) switch from a current to desired behaviour. This sounds obvious but is actually quite challenging. Because people need to stop doing the things they do and start doing something new. Stopping is hard because your current behaviour is full of comforts. You don’t need to think about it, and your behaviour is more than often driven by habits that are difficult to control. 

Furthermore, there are several difficulties associated with new behaviour too: Am I able to do this? Do I want it? Do I trust it? Do I get it? Can I afford it? What will others think of me? 

You immediately sense that, if you want to get someone from A to B, you will have to deal with several forces at work that lock us in our current behaviour and prevent us from switching to the desired behaviour. The SUE | Influence Framework© is nothing more or less than a tool to uncover these forces.  

4. The Job-to-be-Done

If you want to understand why people do the things they do, then the Job-to-be-done framework by Clayton Christensen is essential. In a famous Harvard Business Review paper, Christensen argues that people “hire products and services” for a job that arises in their life. Understanding the “job” or “task” is the key to understanding what motivate people to do the things they do. If you want to know how to get more people to buy milkshakes in a fast-food restaurant, you need to understand the job-to-be-done for which people would come in and “hire” a milkshake. In the famous lecture below, Christensen argues that most people who buy milkshakes at a fast-food restaurant buy them because they have a long and tedious drive to work. They want something to fill their stomach while keeping the commute interesting. The milkshake does this job better than any other product. It keeps you busy for at least 10 minutes, it doesn’t crumble all over you, and you can easily keep it in your hand while steering the car. 

 

Job-to-be-Done thinking unlocks a deeper understanding of the human behind the customer.

A while ago, we discovered in a Behavioural Design Sprint we did for a health tech company that the real Job-to-be-done for people with diabetes is to live everyday life. They want to be reminded as little as possible by their disease. People with diabetes look at every product and service through the prism of this Job-to-be-done. The unconscious question they ask themselves is: Does this product help me to approach my Job-to-be-Done to live a care-free life in which I am bothered as little as possible by my disease? This insight was crucial because, until that point, our client always communicated to people as patients.

Case: Zoku Amsterdam

The founders of Zoku Amsterdam had given themselves more than two years to figure out how they could design the ultimate hospitality experience for people who needed to stay longer in a city because of their job.

 

Zoku Amsterdam - Hotel Room

 

The Job-to-be-done that Zoku took as the critical opportunity for their prototyping is that people want to feel at home. They want to feel part of the community of the city. And this experience is precisely what most hotels don’t offer you. Every hotel reminds you in everything of the fact that you’re just a passenger. Zoku designed the room with this Job-to-be-done in mind. The centrepiece of the room is a dining/working table, not the bed. Lunch and dinner at Zoku are to be consumed at a long communal table. You can invite your customers for meetings, and they have daily activities in which you can participate. More about Job-to-be-Done:

Want to learn how to design behaviour?

Join our two-day Fundamentals Course and master a hands-on method to use behavioural science to develop ideas that change minds and shape behaviour.

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5. The forces diagram

We already argued above that the biggest challenge with designing for behavioural change is that people need to stop doing things. Furthermore, they have all kinds of insecurities and discomfort about the new behaviour we want them to perform. We have also argued that the best way to motivate them to embrace new behaviour is to connect with their deeper goals in their life (called Jobs-to-be-done). 

The third and final component of the SUE | Influence Framework© is four dynamic forces that push people towards or pull people away from the desired behaviour. The Influence Framework works with these four forces: 

  1. Pains of the current behaviour
  2. Gains of the desired behaviour
  3. Anxieties, doubts, and other barriers to the desired behaviour 
  4. Comforts of the current behaviour

Force 1: Pains

Pains are what people experience as shortcomings and frustrations related to their current behaviour.

Pains are often the problems to which a behavioural designer designs a solution. Pain and frustration trigger a propensity or willingness for change. The better you can connect with people’s pain, the higher the eagerness to change their behaviour.

In our behavioural design sprints, we often discover that they reward you with their trust if you can articulate people’s pain quite well. They appreciate that you understand their world. Every populist in the world knows that people are not interested in what you want to do. They want to feel instead that you get their pain. It’s a meme in every sales training that the best salesmen sell pain.


Force 2: Gains 

Gains are the positive consequences that people will experience when they perform the new desired behaviour.

Whenever I stay at Zoku, I can at least work in my room if I want. I can eat healthy without having to go out. I can enjoy hanging around in the big co-working living room with my laptop. I can impress my clients with the view, etcetera. These are all gains you will experience if you book at Zoku. 

However, these gains only make sense relative to the Job-to-be-Done. You appreciate the Gain of the design of your room, the shared breakfast table, the healthy food kitchen and the co-working living room because they all contribute to the Job-to-be-done of feeling at home in the city you have to stay in for work. 

Important to remember: Always connect the Pains and Gains with the Job -to-be-done

 

Case: Pains and Gains and travelling by train 

I often need to travel between Amsterdam and Belgium. I have stopped taking the car, and I only go by train these days. My Job-to-be-done is to spend my time as purposeful as possible. The Pain of driving my car is obvious: I can’t answer e-mails, write blogs, or finish reports. I’m utterly exhausted after a six-hour drive, of which I regularly spend two hours in traffic jams (Belgium is a traffic jam inferno). The Gain of travelling by train is also apparent: Travel time equals working time. I can read, write, or answer e-mails. For travellers like me, a power socket and a little table for my laptop are worth a lot.


Force 3: Comforts

Comforts are the routines and habits that get people to stick to their current undesired behaviour.

It’s not that I wouldn’t like to work out more often. And if I’m honest with myself, I do have the time to go to the gym in the morning. My only problem is that I have too many bad habits that stand in the way: I want to wake up slowly. I need to have breakfast. I need to bring my toddler to school (and she adores not cooperating). By the time I dropped her at school, my window of opportunity to go to the gym is closed. It’s already late, my stomach is full, and my mind is already at work. 

You could argue that everything is in place for me to start working out. I desire to have more energy and lose a couple of kilos (my JTBD). I feel the pain of not being fit. I know how much I enjoy the feeling of being healthy (gain), and I only have to walk 200 meters to my gym, so I can’t blame it on an inability to get there. As the co-founder of SUE, I’m pretty free to decide how I run my schedule (no anxieties). I can’t break through my comforts/ habits. What works for me is that my gym organises a 10-minute abs workout every hour. If I can make it in time to join this 10-minute class, I will probably stay a bit longer.


Force 4: Anxieties 

Anxieties are fears, doubts, prejudices and other barriers to the desired behaviour.

Anxieties could be all the things that prevent you from changing behaviour Anxieties could be related to: 

  • The desired behaviour: Too complicated, too hard, too socially uncomfortable, etc. 
  • The supplier: can I trust this supplier? 
  • My own capability: I’m not sure if I can do this or if it matches with my self-image. 
  • My environment: I don’t know what my significant others will think of this behaviour

Taking away Anxieties are often underestimated in a strategy for behavioural change. However, they form a crucial piece of the puzzle. Sometimes taking away anxiety is the last puzzle piece needed to turn an intervention into a success. Like in the Flixbus example I wrote about earlier: taking away my fears and prejudices towards coach travel and address the most critical force between me and the desired behaviour. 

Case: De Porsche Pitch

In The Perfect Pitch, a book by advertising legend Jon Steel about the art of pitching, the author shares the story of a pitch his agency won for the Porsche account. The killer insight that got them to win the agency competition was that advertising doesn’t need to persuade Porsche drivers. It needs te to convince non-drivers that Porsche drivers are not cars for men with a middle-crisis. They called it the “asshole factor” of a Porsche driver. Taking away these anxieties and prejudices towards the Porsche driver became the most genius advertising strategy ever for the brand.

Want to shape behaviour and decisions?

Then our two-day Fundamentals Course is the perfect training for you. You will learn the latest insights from behavioural science and get easy-to-use tools and templates to apply these in practice right away!

Download the brochure

Go ahead, it’s completely free of charge!

6. Working with the SUE | Influence Framework©

 The Influence Framework helps you to build empathy for your target audience. Our Behavioural Design Sprints always kick off with five or six interviews. If you interview five or six people from the target audience, you will be able to fill in your Influence Framework©. For a proper Behavioural Design interview, there’s only one simple rule of thumb:   

Past behaviour never lies

When we conduct interviews, we always try to map human journeys. What we’re looking for is how real humans think, feel and behave. How does a successful journey look like? What about a failed journey? Why did people fail? What made them feel uncertain or uncomfortable? Why didn’t they do the things they wanted to do?  

In 5 or 6 interviews, you’ll get a clear idea about the Jobs-to-be-Done, the Pains and Comforts of their current behaviour and the Gains en Anxieties of the desired behaviour. It can also be gratifying to interview extreme users. Experienced people can tell you a lot about Jobs-to-be-Dones and gains. People who are struggling can teach you a lot about pains, comforts and anxieties. When you have mapped out these forces, you can spot opportunities for behavioural change by asking yourself these five questions: 

  • How might we help people to achieve their goals? (Jobs-to-be-Done)
  • Can we come up with solutions that solve pains or frustrations that people experience (Pain) 
  • Can we break into an existing habit? Or do we need to change a problematic habit? (Comfort)
  • Which anxieties, doubts, prejudices, and other barriers do we need to take away? (Anxiety)
  • What could be the psychological value that we can create for people (Gain)

More about this topic: 

 

7. Examples

  • The best way to think about the success of Uber and Lyft – aside from a nearly unlimited supply of cheap investor capital – is that they successfully eliminated all the pain from the taxi experience. Not knowing when your car is going to arrive, not being confident about whether the cabbie will rip you off or having to negotiate about the price. They brilliantly help you to achieve your job-to-be-done to experience the city. An Uber-Gain is that you never have to worry when you go out: You order an Uber when you leave the club, and within 5 minutes, you’re back on your way home.
  • Airbnb is a much more gratifying way to experience new places. This is the ultimate traveller Job-to-be-done. The pain that is associated with hotels is that they’re anonymous. They make you feel like an outsider-tourist. The Gain of AirBnB on an emotional level is that you can feel at home abroad. This feeling gets even strengthened on a functional level: Since you do your cooking and supermarket shopping, you can feel what it is to live like a local. There are some anxieties Airbnb needs to take away, like whether the place is as good as advertised (that’s why they always demand professional pictures). A relatively new anxiety is the worry that the neighbourhood might be sick and tired of Airbnb tourists.

7. The ethics of Behavioural Design

We have argued above that a successful behavioural design strategy consists of three ingredients:

  1. A deeper understanding of human decision-making.
  2. Understanding the forces that shape behaviour.
  3. Using principles from the science of influence to come up with ideas and interventions for positive behavioural change.

The SUE | Influence Framework© is a powerful mental model for understanding why people do what they do and what prevents them from changing their behaviour. It is also the best guarantee that a strategy for behavioural change will be human-centered.

Behavioural Designers always ask themselves what they can do to help people become more successful at what they do or help them overcome their anxieties or help them break bad habits.

Suppose you take your time to build empathy with your target audience, and you use the Influence Framework to analyse their behaviour. In that case, you will always spot opportunities to design positive choices. 

PS: The mission of SUE is to unlock the potential of behavioural science to help people make better decisions in work, life and play. We use this mission as our guiding principle for everything we do. We’re very conscious that behavioural design can be a ‘dark wisdom’ and that those who master it are often the ones with the worst intentions. We don’t want to be naive that people will abuse this knowledge to manipulate people. Still, we firmly believe that the world would be much better off if we can inspire more people with a better understanding of how influence works and do positive things with this knowledge. Please check out our Behavioural Design Ethics Toolkit here.

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How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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Case Study: How to get people to separate their organic waste?

By All, Citizen Behaviour

In this guest blog, our Behavioural Design Academy alumnus Ron Ghijssen, founder of ANDC Design shares a fascinating and very well executed intervention strategy he worked on in the Dutch City of Amersfoort. The target of the intervention was to get people to start separating their organic waste. The case demonstrates of the power of behavioural design thinking combined with creativity for designing sustainable behavioural change.

 

The Human Insight

The research phase (i.a. questioning a group of citizens of Amersfoort) led to several exciting insights which formed the base for the campaign strategy. The core of this strategy contained two central elements:

  • Emphasize separating organic waste is normal; it’s a common thing
  • Facilitate citizens in separating organic waste

With this strategy as an essential guideline, we focused a bit more on insights from the research phase. It triggered us that the majority of citizens consider separating waste as an annoying task because it implies effort (this applies not only to people in Amersfoort, former research shows that this applies to the majority of people in the Netherlands). 

And you know what? People are right. It’s so much easier to throw the organic waste in the ‘normal’ household trash can. For separating organic waste the right and efficient way, you need a small organic waste bin that you can place on the kitchen countertop (which people often regard as a stand in the way). People who are motivated to separate organic waste have this kind of bin. But the majority isn’t motivated enough to buy such a bin and place it consequently on their kitchen countertop. So despite the good intentions people have (which they overall really have), these elements form significant barriers to separate organic waste for most people.

 

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The solution: Reframe the Organic Waste Bin

We felt we were on the right track with the ‘bin issue’. By discussing this issue more deeply in brainstorms, by physically analyzing our own kitchens and by adding some common sense (where would you be without), we concluded that every kitchen has só many potential organic waste ‘bins’: a pot used during cooking, an empty little mushroom box, an empty salad bowl. In other words, simply every kitchen object where you can put organic waste in will do (I don’t recommend using a little girl’s lunchbox, my daughter didn’t appreciate it).

So we realized that asking ‘Do you have a little bin?’ wasn’t the right question. The right question was: ‘What’s your little bin?’ (in Dutch: ‘Wat is jouw bakkie?’)

 

Behavioural Design In Action

This question reframes almost every cooking object in a little organic waste bin. And it contains a facilitating message to all citizens. After all, suddenly, they see little waste bins all around them in their kitchen. And the best part is: people have freedom of choice and can pick the one they find most suitable. So we just helped people make the first step in desired behaviour by making it easy. Where’s that resistance now?

Another great advantage of this message is that people are being facilitated by this question instead of investing in tangible physical goods. After all, there was no budget to give all citizens their little bin. But why should you, when everyone has more than enough by themselves? So there was no needless time and money wasted (sorry) for getting everyone a particular organic waste bin.

Finally, the question also contains the desired social norm we wanted the campaign to express: everyone has a little bin, what’s yours? 

Campaign Execution

Furthermore, we designed and developed several interventions to stimulate the desired behaviour to reach the target group. We created visuals for an Amersfoort wide (poster) campaign. We asked citizens of Amersfoort to be our ‘models’ because we wanted the question (What’s your little bin?) the target group to ask the question themselves. 

Also, we designed a so-called ‘wheelie bin bingo’. All citizens of Amersfoort with a green wheelie bin (for organic waste) received a brochure in their postbox. This brochure contained, amongst other things, information about the importance of separating waste and tips & tricks regarding the right way to do it. But it also included a sticker upon which people had to write down their house number. By pasting their sticker on their green wheelie bin, all citizens were automatically enrolled in the periodic ‘green wheelie bingo’ (having a chance to win modest but fabulous prizes).

Again, the stickers carry out the social norm when visible on the sidewalks and serve as prompts or reminders for the desired behaviour.

The campaign launched in May 2021, and the city council will monitor the results through an annual analysis of the share of organic waste in residual household waste. One of the most critical desired outcomes is a significant decrease of the organic part in household waste. We hope that our combination of behavioural design and creativity will contribute to this vital goal.

I hope the case of Amersfoort showed you how using insights from solid research, selecting the correct behavioural design principles and techniques ánd adding some creativity can lead to a positive, appealing and hopefully effective campaign.

 

Ron Ghijssen is a SUE Behavioural Design Academy alumnus. He is the founder of  creative agency ANDC.

 

Cover visual by: Joshua Hoehne on Unsplash.

 

How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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Why motivating people for climate action is problematic.

By All, Citizen Behaviour

Of all ‘wicked design problems’, motivating people for climate action and designing for sustainable behavioural change are topics many people at SUE are passionate about. When Tom recently suggested Futerra’s paper Sizzle to me, I dove right in, eager to find additions to our toolbox. It’s an excellent read and it makes a persuasive case for a new way of ‘selling’ climate action: instead of selling the negative necessity, we have to sell the positive results of action. Not the hunger, not even the sausage, but the sizzle. Being half-German it invoked lots of appealing memories of grilling bratwurst, so I was all aboard.

We know what dystopias look like, but we lack images of a green utopia.

Lame jokes aside (it’s a cultural thing), it reminded us of a podcast we made some time last year (sorry, Dutch only), in which we discussed climate inaction and stumbled upon the realization that we badly lack utopian visions of the future in popular culture for behavioural change in sustainability. I really don’t know of any book, film, game or piece of art from the last couple of decades that plays out in a positive future. Albeit in many different variations, it’s pretty much all cyberpunk or otherwise dystopian and apocalyptic visions and the message is simple: one way or another, in the not-to-distant future we’re gonna fuck it up. Big time.

That is a symptom of a lack of positive imagination within our cultural avant-garde and a serious problem for the rest of us. Why invest in a future that’s doomed? Why take part in process of change if you don’t have any mental pictures of the exciting and bright future that it could lead to? It’s hardly a surprise that indeed many people simply don’t: compared to where they fear change will lead them, they like where they are just fine, and inaction or worse is the result. So yes: I think Futerra makes a meritorious point. Climate action must be framed in a far more positive way if we are to motivate people for behavioural change.

Yet, for some reason it didn’t sit with me well.

Aren’t we just yet again preaching to the choir?

Isn’t this all a – granted, greatly – improved version of a still fundamentally flawed approach, which is that through communication we should try to achieve a level of aspirational motivation among the population to contribute to a sustainable way of life, and that behavioural change will follow from that? And won’t it, when that inevitably yields limited results, still turn out as a way of preaching to the converted, but with a nicer preach? Isn’t it therefore essentially still focused on fulfilling the emotional and social jobs-to-be-done of the activist, rather than purposefully designing large scale behavioural change? In other words, use behavioural psychology to drive real behavioural change?

Now, I don’t mean this to feel harsh. In fact, the authors explicitly invite a behavioural perspective on their approach. Here it comes.

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Intention is a bad recipe for motivating people for climate action.

One concept from behavioural psychology that’s particularly interesting in this regard to behavioural change is the intention-action gap. As a rule, people have a hard time acting up on their intentions. More than often, people even behave in a way that directly contradicts them. This happens at the level of individual behaviour (just think back to everything you’ve intended to do to live more healthily and reflect on how much of it you’ve actually accomplished), and definitely at the level of collective behaviour as well.

We love our local shops, but with every purchase on Amazon, we give them the finger.

A good example is the struggle that local retailers have in their competition with the big webshops. Both individually and collectively, we all want flourishing city and town centers, with lots of locally owned shops and cozy restaurants and such, but with every passing day we buy more of our stuff at a small number of big webshops. With every purchase at Amazon, BOL or Zalando, we’re tightening the rope around those local entrepreneur’s necks, and yet we keep doing it – even employees of the local shops.

Why? Because it’s simply easier and cheaper. Individually it’s the better decision.

Even when motivation to support local entrepreneurs peaked during the first COVID-lockdown, Dutch online giants BOL and Coolblue did better than ever and Amazon managed to very successfully enter the Dutch market. We heedlessly make choices that completely contradict our intentions, let alone our larger aspirations. Behavioural psychology at work?

In other words, even when exactly the right messaging manages to build up peoples’ intention to contribute to climate action, it’s not at all likely that this will lead to matching behaviour. That’s a sobering insight which, especially when it comes to climate action, we must be very clear-eyed about. The stakes are too big.

How might we break this behavioural pattern?

Apparently, many behaviours emerge, even if they lead to an outcome that people aren’t motivated to achieve – in fact even if it’s an outcome they’re motivated to prevent. Current consumer behaviour will lead to a web-only retail sector, dominated by a handful of giants. Nobody wants it, but it’s the outcome of our daily choices, which are heavily determined by convenience and costs.

This can work to our advantage.

Many of the most fundamental changes in our way of life have occurred over time, without people having some clear end goal in mind, or even an expectation of what the end result of the road they were on could be, or even a desire to look further than the immediate short-term. When steam machines and electric light bulbs were first put to use, nobody had the ermergence of the industrialised welfare state in mind. When people ordered their first modem, nobody had their sights on the cyborg-like relationship we have with our smartphones a couple decades later. What kind of a way of life these first behaviours would eventually lead simply to didn’t matter. What mattered was that that machine, that lightbulb, that modem, and every small steps that followed, made those peoples’ lifes a little bit easier, more convenient, or in another way humanly more pleasing, in that moment.

Developing a climate neutral way of life is a fundamental change of a similar order, and for the population at large, climate neutrality will similarly be an emerging property: the outcome of their choices, rather than the goal of their choices. This is the only way forward is to influence group behaviour for climate change.

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The solution: Make sustainable choices more desirable.

Hence to motivate people for climate action, we shouldn’t put too much of our collective creative energy into convincing people of the larger goal and building up their motivation to contribute to climate action, and put nearly all of it into simply designing those incrementally better everyday choices. If we want to design for genuine behaviour change, it means innovating on sustainable products, services and behaviours, so that they’re increasingly convenient or in many other possible ways the more fulfilling choice.

Tesla doesn’t want you to drive electric for the environment, but because they offer an exciting driving experience. Beyond Meat doesn’t want you to go vegan on your hamburgers, they want you to eat the juiciest hamburger in the world, which happen to be vegan.

That requires above all ruthless, methodical empathy for those humans whose behaviours and choices we want to change. Don’t wash away their anxieties, comforts, pains and deep-rooted human needs and desires in service of climate neutrality – start with them. In fact, I’d put it even stronger:

The only way to achieve climate neutrality in time is to be ruthlessly empathetic with the people whose behaviour we need to change.

Tim Versnel

Tim is a Behavioural Design Lead at SUE. In his spare time, he’s a councillor for the Dutch Liberal Party at the City of Rotterdam
He recently co-authored a book with Klaas Dijkhoff, Group Chairman of the Dutch Liberal, in which they plead for an optimistic renaissance based on the fresh liberal concept.

Cover Photo by Markus Spiske

How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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Behavioural Design Advice for Environmentalists

By All, Citizen Behaviour

This blog summarises a lecture I gave at a social innovation conference a little while ago in Belgium. Governments, NGOs, and Environmentalists worldwide are trying to get people and companies to change their behaviours sustainably. To achieve these goals, they use a mix of interventions and strategies: they urge for stricter policies, campaign for greener buying decisions and name and shame companies that benefit from polluting ecosystems. A combination of all of these tactics is needed to influence minds and to change behaviour. Here are a couple of thoughts on what behavioural design thinking can teach us to be more effective at achieving long term sustainable behavioural change.

Four classic mistakes in campaigning for sustainable change

To design for sustainable behavioural change is a pretty tough challenge.

First of all, there’s the problem of hyperbolic discounting.

Humans find it very difficult to align their current behaviour with abstract rewards in the future. We find it much easier to align our actions for smaller tangible rewards in the near future. People are also very good at providing themselves with all kinds of post-rationalisations to justify their behaviour to themselves and others. (See our blog on System 1 – System 2 thinking). Climate activists need to be aware that you can’t achieve behavioural change for abstract rewards in the far future. 

A second mistake is the desire to persuade people.

Facts only matter if they confirm what people already believe. Activists, therefore, only tend to convince other activists. They’re preaching to the choir. If you’re a Trump fan, you will dismiss all lies and accusations as fake news, or deep state undermining. If you’re a hard-working ordinary guy who can barely make ends meet, you’ll get very upset by green fanatics who want to tax your old diesel. Like you should never try to persuade someone with facts to have sex with you, you shouldn’t try to convince someone into sustainable behavioural change. 

A third mistake: If I ask you not to think an elephant, you can’t help but think of an elephant.

By pointing your attention to the elephant, I activated your brain to think about it. Climate activists and environmentalists ignite thoughts and images of fear, danger, suffering, guilt and hopelessness. These thoughts are highly unproductive for action, because they paralyse people at best, or get people to feel too small and irrelevant at worst. If you insist that we’re not doing enough as a society, you strengthen the belief that it makes no sense to act, because nobody else isn’t doing anything neither. 

A fourth mistake is the fascinating world of perverse incentives.

Quite often an intervention that was designed with the best intentions trigger the exact opposite behaviour. When you increase the fines for texting while driving, people don’t stop the behaviour but lower their phone between their legs. When you clean up people’s mess after they littered, you give them a free pass for littering. 

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Five Behavioural Design Principles for better campaigning.

Principle 1: Think outside-in.

Find the deeper needs and drivers in people’s lives and try to connect with those. Donald Trump discovered that a deep sense of not being recognised and respected is an emotional goldmine. Translated to environmentalist campaigning: Never expect the masses to change their behaviour for the climate. But do expect them to change their behaviour if it’s in their self-interest. Turn climate-activism into a right-win theme and appeal to self-centred motives: local jobs, national pride, more quality of life, lower costs of living. Tell a story of how the small guy takes back control against big corporations with deep pockets. Don’t talk about costs; talk about investments. Link abstract ideas to words and images that people can relate to. Littering is abstract, but not when you talk about little kids on the beach, putting cigarette buds in their mouth. 

Principle 2: People want to follow exciting leaders.

The problem with environmentalists is that they always lose the battle for public appreciation. They are either too kind (hippy tree-huggers) or too irritating (stubborn activists). Figure out how to make environmentalism more bad-ass. You want the tough kids and the cool kids to be on your side. Don’t get me wrong: You also need the Greta’s, but you need other persona’s to take activism from the fringes to the masses. 

Principle 3: Framing is war.

Our brain is hard-wired to interpret the world in terms of battles and enemies. Environmentalists need to create better narratives with in-groups (us) versus out-groups (them). Every populist in the world can only thrive by stirring the anger of the masses against their enemies. The right-wing populist provokes their rage against the liberal elites. The left-wing populists stir anger against the billionaire class. Frame the environmental challenges in terms of a battle between ordinary people and all the evil forces that make their lives more difficult. For an ‘us-story’ to catch on, we need to start telling a vivid ‘them-story’.

Principle 4: Social Proof.

Social proof is the most powerful principle in the universe. Humans are highly social animals. We are continually looking at what other people do to calibrate our own beliefs and behaviours. As long as I have the feeling that majority is not moving the needle, then I’m not going to be the lonely sucker who does. Conversely, when a critical mass for behavioural change is reached, things can change very fast. Environmentalists need to create the feeling that everyone’s on board, to make people feel more comfortable to join the change. 

Principle 5: Ability.

Ability is the dark horse of behavioural change. Many people shifted to solar in the Netherlands when iChoosr organised a group-buying scheme. Norway is the world leader in the percentage of electric cars buying sold, by allowing toll-free passage for EVs and turning parking in Oslo free. Meatless Monday has been a worldwide success to trigger trial behaviour for eating vegetarian. You can’t change people’s eating habits if you can’t activate them to try it first. 

Conclusion

  • Environmentalists and climate activists need to embrace the science of influence to become more effective at achieving their goals. 
  • Sometimes this requires to act against their impulses to persuade and convince people for the need for action. In the end, the outcome is all that matters. 
  • If you want to create lasting sustainable behavioural change:
    • Make the desired behaviour selfish
    • Make the desired behaviour easy (and don’t give a damn if people don’t give it a thought) 
    • Frame the desired behaviour in terms of a surplus in joy and happiness, instead of a decrease. 

One more thing: Activists still matter. They set the agenda and move the needle. They create awareness for problems and take the issue from the fringes towards the critical mass. But the tactics that brought them there stand in the way of mass adoption. 

 

Tom De Bruyne
Co-founder SUE Behavioural Design

Cover Photo by Nick Fewings on Unsplash

How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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We are the product of the stories we inhabit

By All, Citizen Behaviour

In previous posts, I wrote about Identity, Growth-KPI, and economic policies as examples of macro-forces for behavioural change. They have a profound impact on how people behave in society. Today I want to introduce a fourth macro-force for behavioural change: Stories. I want to explain the central role of stories in how we think about ourself and the world. And I want to argue that stories are perhaps the essential ingredient of a strategy for behavioural change on a massive scale. As always, I hope you enjoy reading Behavioural Design Digest. Don’t hesitate to share your thoughts, suggestions or remarks at tom@sueamsterdam.com.

We are nothing more than actors in other people’s stories. 

A couple of days ago, as we were enjoying one of the first warm sunny days in July at our family’s summer house, I noticed a couple sitting outside at the nearby bungalow. They were sitting next to each other for more than 3 hours, drinking coffee, smoking cigarettes, staring into the abyss. They must have decided that, since it was summer, the smartest thing they could think of was to rent a bungalow on a bungalow park.

The whole scene struck me. It felt like this couple were actors in a story that went nowhere. And since there was no story left for them to participate in, they were sitting there, side by side. Numb and paralyzed. I imagined that probably 20-30 years ago, a different story must have structured their lives and their relationship. A story filled with dreams and plans. A story of what they wanted to become and the hero journeys they would embark upon to achieve those outcomes.

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Who we are is produced mainly by the stories we inhabit

The whole scene reminded me of why Freudian and Lacanian psychoanalysis fascinates me so much. What the French Psychiatrist Jacques Lacan (see image above) highlighted in his re-reading of the work of Freud, was Freuds struggle to understand the essence of the concepts that define humans: Our identity, our desires, our unconsciousness, and our relationship with lust, authority and death.

Lacan argued that what Freud discovered was that there is no such thing as a self. The words I produce are not initiated by a core self that is running the show deep inside our brain. In contrast, Lacan argues that the ‘self’ is instead an emerging property. It emerges out of the words and stories that we inhabit.

You can think of your identity as a web of positions that are assigned to you. Your first position in life is your place as a child to two parents. They teach you over and over again how they expect you to behave. Then, during adolescence, you have to start searching for your own position. You borrow a lot from role models and friends, and in that process a new identity gradually takes shape. Then you find a partner. Your relationship with that partner is very much bounded by the rules that your culture offers for your role: You need to be loyal, faithful, produce a family, create a stable life, raise kids, etc. The moment you utter the words: I am your husband, and you are my wife, your thoughts and behaviours are being shaped by the hidden rules of what it means to be someone’s husband or wife.

Gradually, as you grow older, more and more storylines emerge and force you to play an ever more growing set of roles. Meanwhile, you try to figure out whom you need to be, to be recognized and appreciated by your friends, your team, your boss, your clients, your neighbours?

 

Being human is exhausting.

If you think about it: Being a human is pretty exhausting. We’re acting in a never-ending play that consists of multiple storylines. And this is exhausting for several reasons:

  1. The roles we have to play are often in profound conflict. If we want to develop an interesting character in our professional story, we need to show ambition. If we would like to make progress in the professional story, we need to invest in our skills, our network, and our relationship with our colleagues. We need to hunt for promotions, and we need to put up fights with our competitors. But this often conflicts with another demanding storey: The relationship story. Our relationship story demands that we act according to the rules of the script: be a loving, caring lover, father, and friend at the same time.
  2. We’re fundamentally insecure about what others are thinking of us. So we waste our time and money to set up all kinds of performances to signal the desired image to others. Comedian Will Rogers famously said, “Too many people spend money they haven’t earned to buy things they don’t want to impress people they don’t like.”.
  3. We have the tendencies to lose ourselves in these stories. Successful people are as much a victim of being lost in stories. I have had the privilege to work with many successful entrepreneurs, and they all reach a point where they suddenly realize that the leading role in the “success story” that they bought into, actually sucks. They got addicted to the part, and it brought them success and recognition, but they end up being bored and feeling lonely. If you think about it: The presidency of Donald Trump is nothing more than a never-ending obsessive desperate role-play to be seen as a successful businessman.

 

Why the current story sucks. 

Remember, the value of stories is that they produce our identities. Your identity is the product of the stories you inhabit. As I argued in my previous posts, the most important reason for the growing discontent in society is that people have lost confidence that the economy will produce an exciting future for them. What is there to dream for, if society has reduced you to a consumer of goods? If you’re robbed of the ability to secure a stable life and maintain that same level of living after retirement. How would you feel if you would be acting in a play in which a tiny elite re-writes the script to produce ever more wealth for themselves and burden society with all the costs, while climate catastrophe is looming on the horizon?

Unless you are part of the lucky few for which this storyline creates social status, prosperity and access to exclusive places and very cool friends, more and more people haven’t got that much to strive for, unless avoiding the stress of getting into trouble.

The story is broken.

Stijn Siekelink – a well known Dutch researcher on radicalization – argues that we should think of radicalization as an identity crisis that went wrong. Time and again, radicalized youngsters say that the Jihad Recruiters were the first people who gave them a perspective to be part of something that society wasn’t going to provide them with: status, purpose, pride, and identity. Jihadist recruiters understand perfectly well that their praying on a sense of being a loser. They offer a much more thrilling answer than regular societies.

 

What the new stories should look like. 

Why do we love movies or series? The simple reason is that we love exciting narratives. A well-crafted story has it all: a tension, a hero journey, a goal to strive for, and lots of obstacles that need to be overcome. Every movie in the history of the world follows this recipe. We, humans, crave for stories like these.

No think about your own life: When was the last time you had the feeling you were living the plot of an exciting movie? What was the last time you felt you were part of an epic journey? When did you think that the life you’re living was fueled with a desire to achieve something bigger than yourself?

There are so many major problems to be solved: Humanity can fix hunger, poverty, inequality, climate change, rewilding nature etc… but we’re no longer part of the solution anymore. We can all make individual choices, like driving electric, eating plant-based, travelling less, but these are all choices we make as a consumer. Everything else, we have outsourced to governments and international organizations.

The central thesis of my blogpost is the Freudian-Lacanian psychoanalytic concept that our identities are being produced by the stories we inhabit. If we don’t change the script, we’ll end up as bored and annoyed actors in a sad storyline. A boring narrative of success and social status. Meanwhile, there are so many epic adventures ahead of us to solve the world’s most pressing problems.

While the world is gradually turning into Instagram, we should live it more like Minecraft, a game in which people are encourage to join forces to create beautiful new worlds.

Tom De Bruyne
Co-founder SUE Behavioural Design

Image Courtesy: Joshua Rawson Harris via Unsplash

BONUS: free ebook 'How to Convince Someone who Believes the Exact Opposite?'

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How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

sue behavioural design

Why our obsession with identity is a problem

By All, Citizen Behaviour

I have spent a lot of time reading lately about identity, and its role in politics as well as in human decision-making. Isn’t it bizarre that the challenges of the COVID-19 crisis and the emerging climate crisis should urge us to overcome our differences and start collaborating on an unprecedented scale? Yet, all we are capable of is quarrelling about who we are? We need to examen the hidden role of identity in behavioural change. And I believe that overcoming our obsession with our identity is probably one of the biggest challenges of today if we want humanity to deal with the mega-challenges it’s facing.

 

Both the left and the right are sharing the same obsession.

‘Don’t think of an elephant’. Never was a book title as revealing as George Lakoff’s famous book on political framing. With this provocative title, he illustrated the point that fighting a frame strengthens it. In other words: If I ask you not to think of an elephant, you cannot help but think about elephants. If I try to argue that immigration is not the problem, I reinforce the frame that the real discussion is indeed about immigration.

Identity has become the dominant frame in public discourse. All over the world, right-wing national populists are trying to win elections with a romantic idea of what it means to be a Real Dutch, A  real Hungarian, a real American, etc. In their world view, the pure soul of a nation is being compromised by uncontrolled immigration, liberal politics, Muslims, gays, radical-left postmodernist academics and [fill in the blanks]. What they’re selling is a return to a ‘pastopia’, an idealised version of the past.

Meanwhile, the left has gradually fallen back into a similar toxic obsession with identity. All the anger and resentment around cancel culture (see picture below), Black Pete, transgender rights, and wokeness, are all about a deep craving for respect for this particular part of their identity.

Whereas the radical right is craving for a monolithic group identity around conservative Christian values, are the left craving for recognition of their niche identities. It’s pretty much the same story, only a different flavour.

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Where does this obsession come from?

The Dutch philosopher Bas Heijne, recently published a beautiful essay on identity and liberalism, called “mens/nonmens”, roughly translated as “human/inhuman”. In this essay, he asks himself the question of why liberalism has such much difficulty to deal with ‘nationalpopulism’. I found his answer quite surprising. The problem with liberalism (and moderate politics in general) is that they stopped having a seductive vision about the future. They act as if the current society is the pinnacle of human achievement, and that our only task is to manage it properly. But more and more people understand perfectly well that the deal that their parents had with society isn’t working for them anymore. The essence of this deal was that if you work hard, you will be able to have a house, your kids can get a proper education, and when you finish your career, there’s going to be a nice pension waiting for you to enjoy the last part of your life.

Historian Philip Blom argues that for more and more people, this contract with society is broken. No matter how hard you work today, you can’t make ends meet, while the rich are getting richer. Buying a house means entering a world of lifelong debt, just like trying to get a proper education. It seems that the wealthy have re-written the rules to benefit their interest.

The reason why ‘nationalpopulists’ have such an appeal, even when they are flawed or openly corrupt individuals themselves, is that they do a far better job in harvesting these feelings of anger for being left behind. They offer something precious in return: a utopia from the past, where society was structured amongst clear lines, where life was simple, where you derived part of your pride from your place in that society, and where virtues and values still mean something. Populists like Putin and Orban are romantic nostalgia. They reject – in the words of Philip Blom – a technocratic world that has been stripped away from all of its magic.

The liberal world that people reject is the cold and hypercompetitive world that consists of individual consumers.  A world that keeps reminding you that no matter how much you buy to express your deeper needs and desires, there’s always a group of better people than you: more prosperous, more successful,… No matter what you do, you will still feel insecure and failed.

Bas Heijne observes that identity only comes into play when it’s under threat. When your world is neatly structured, and your future is bright, you don’t need to think about identity. Only when your identity is under threat, you will start shopping for new answers.

Both the radical left and radical right are more than happy to supply answers to this ‘market demand’ for identity.

Why this is problematic, and what to do about it?

Already in the 1930s, the English psychoanalyst Wilfred Bion observed in his famous book “Experiences in Groups” that groups can only overcome their unconscious tendencies for fighting, flighting, and their dependencies on leaders, by forming what he calls “working groups”. If a group succeeds in joining forces to solve a problem, they will be able to overcome the irrational and destructive forces that the group will revert to by default. Put us in groups, and we still are hardwired to act like a band of primates.

This vision about what kind of society we would like to become is the key element that is missing in politics. We need a story about the sort of community we want to create, not in terms of wealth, but also in terms of the quality of life. Wealth – although important, when there’s not enough of it – turns out to be an empty dream. The market has a big appetite for ideas and stories about how we could design a society in which you can live a qualitative life in a qualitative ecosystem.

More and more thinkers come to the same conclusion. Leading economist Mariana Mazzucato argues in her book “the value of everything” that societies need big hairy audacious projects to bundle excitement, energy, capital and innovation towards solving a wicked problem like eradicating poverty or achieving a CO2-neutral economy.

Does this mean we have to get rid of identity politics? Not at all. We need even more of it. People crave more than ever for a sense of identity, belonging and meaning. Liberals or moderates need to start telling a compelling story about how ‘a society worth living in’ should look like and how we’re going to get there by joining forces and becoming a working group. If not, they will leave the market for identity to nostalgics, frustrated Millenials and radicals.

This is what’s at stake.

Tom De Bruyne

BONUS: free ebook 'How to Convince Someone who Believes the Exact Opposite?'

Especially for you we've created a free eBook 'How to Convince Someone who Believes the Exact Opposite?'. For you to keep at hand, so you can start using the insights from this blog post whenever you want—it is a little gift from us to you.

Download ebook

Go ahead, it’s completely free of charge!

How do you do. Our name is SUE.

Do you want to learn more?

Suppose you want to learn more about how influence works. In that case, you might want to consider joining our Behavioural Design Academy, our officially accredited educational institution that already trained 2500+ people from 45+ countries in applied Behavioural Design. Or book an in-company training or one-day workshop for your team. In our top-notch training, we teach the Behavioural Design Method© and the Influence Framework©. Two powerful tools to make behavioural change happen in practice.

You can also hire SUE to help you to bring an innovative perspective on your product, service, policy or marketing. In a Behavioural Design Sprint, we help you shape choice and desired behaviours using a mix of behavioural psychology and creativity.

You can download the Behavioural Design Fundamentals Course brochure, contact us here or subscribe to our Behavioural Design Digest. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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Amsterdam

The Behavioural Design of Cities

By All, Citizen Behaviour

I have been thinking a lot lately about how spaces shape our behaviour. I believe that COVID-19 crisis might change something profoundly about how we feel about living and working, and this could have a dramatic impact on how we think about living spaces, office spaces, public spaces and retail spaces

PS: While you’re here: Yesterday we had the first post-corona offline Behavioural Design Academy Fundamentals Course. It was great! You can still decide to enrol in the online or offline edition in August, or – if you are an alumnus of the BDA – you can become a certified Behavioural Design Lead by attending our 5-day summer course in August. 

Office Garden

The lockdown uncovered a disturbing truth

Until the COVID-19 crisis hit us, we were collectively trapped in a narrative about living and working: Cities are the places where the opportunities are, so you need to live near or in a city to find a job. Commuting from the countryside became more and more insane. The psychological price you had to pay for living in an affordable house away from the city was having to spend 3 hours in traffic jams or being crammed in public transport during rush hours. 

So we ended up collectively fighting for the scarce spaces in the big cities. To give you an idea of the consequence: the value of our apartment in Amsterdam has doubled in 5 years. Completely unsustainable. 

The same thing has happened with office spaces. The more a city attracts talent and entrepreneurs, the more office space they need, the more prices were soaring. The same thing happened with retail spaces. As long as a city is growing in popularity, landlords could increase their rents to ridiculous levels (and a lot of them did), because if the current tenants couldn’t pay the rent, then there were ten others desperately waiting to give it a shot. 

I think this bubble is bursting. 

Here’s why.

Since two years it became more and more apparent that all the young people I know are leaving the city in large numbers. They loved Amsterdam, but they felt that the cost of living had reached a tipping point where they couldn’t afford it anymore. With pain in their heart, they had to give up their dream. 

And then came the lockdown. And suddenly people living in cities are starting to realise that the reason why they were sitting in overpriced tiny apartments and expensive office space is that they are collectively trapped into thinking that they needed to be in the office from 9 to 5. 

However, within less than four weeks into the lockdown, a big hole was blown into this illusion. We all discovered that we can be productive and creative and can get to high-performance team output using a laptop, videoconferencing and collaboration software. 

This changes everything.

The importance of being thrown of a cliff

I cannot stress enough how significant this forced experiment is from a behavioural point of view. 

Despite all efforts in the last decade to introduce “the new way of working’, in reality, we all kept each other locked in the old way. Managers felt it was more convenient to manage and control teams on an office floor. Employers invested heavily in office space, so they thought it should be used properly. Employees felt that they were better able to manage their reputation while being in the office (hence all the meetings). It was a stalemate, and the lockdown made us overcome this stalemate.

Implications for living

Why would you buy a 65m@ Appartement for € 450.000 in a big city, if you could buy a much bigger house with a garden within 30-60 minutes commuting distance? It makes so much more sense, since you can work from home for most of the week, and only show up at the office for creative sessions with your team. You and your team can carefully plan these sessions after rush hour.

I had a lunch meeting with a fellow entrepreneur yesterday. We met at about 30 minutes driving from Amsterdam, where – to my surprise – he picked me up with his boat to take me to his summer house on an island in the middle of a lake. He was running his company of 25+ staffers from his summer house and only went to the office once or twice a week. Later, when I grow up, I want to be him 🙂

Could it be that we will massively start to re-appreciate living in the countryside? If we can do our work from home, why wouldn’t we live close to nature or close to outdoor recreation? This could be the beginning of new ways of thinking about real estate development. If the home office is the centrepiece of people’s daily activity, how would you design new houses or new neighbourhoods? It would make much sense to be able to work from your garden, and to have leisure opportunities nearby: boating, fishing, biking, walking, boot-camping, playing golf,… 

If I had to design a new village from scratch, I would start my design with home-working professionals as my first design principle. 

Lunchmeeting with MJ

Implications for working

Why would you pay an exuberant price for office space if you could flip the default: What if the new default way of working is that you work from wherever you like to work and that you visit the office only for creative workshops with your team? Wouldn’t it make more sense to have smaller offices and offer your employees subscriptions to make use of co-working spaces all over the country (if they don’t like working from home)? 

Instead of investing in employee mobility, why wouldn’t we incentivise companies to include perks for people working from home, like comfy chairs, big screens, (virtual) gym subscriptions, etc.   

(Wouldn’t it be great if every time we meet in the SUE office Marjan – see picture below – is there to take care of us with her vegetarian magic ?)

Implications for retail 

What will happen to retail space if the number of people who live and work in cities stops rising? Retailers are already suffering from the e-commerce boom. At a certain point, there’s simply no way to make a profit if 1) their rent is sky-high, 2) they’re getting out-competed by Amazon, and 3) the number of people coming into town is decreasing. How can we re-think the way we design retail spaces?

The problem with shopping streets is that they have become so expensive that only international retailers can afford the rent. The effect is that these places have transformed into mono-cultures. If you want to excite people for retail spaces, you need to think outside-in. They are not there only to buy stuff. They want to have a great time with their partner, mum or friends. They want to have a great afternoon together and feel great about themselves. That’s their deeper motivation. So you need to think about how you can help them to fulfil this deeper need by offering them things to discover or to explore, opportunities to be indulged and spoiled, spaces to connect and be playful, etc.. 

There’s an exciting story about the city of Mulhouse, on the border between France and Germany. They were able to bring their high street back from the deaths. One of the interventions that blew back live into the retail streets was that 75% of new shops were independent. Their presence transformed the place into a place for excitement and discovery. Within 3 years the commercial heart of the city was thriving again.

Conclusion

Both inhabitants, retailers and entrepreneurs have reached the limits of their capacity to keep up with inflating prices. I argued that the psychological conditions are ripe for the bubble to burst. This will force us to fundamentally re-think the way we design our spaces for living, working, and leisure, with the working-from-home professionals and their needs and desires at the core of how we create. 

Tom De Bruyne

You can e-mail me at tom@sueamsterdam.com, or follow my Behavioural Design Mini-courses on LinkedIn, or learn more about behavioural design on our website and blog. Learn the Behavioural Design Method in the Behavioural Design Academy or invite us to facilitate a Behavioural Design Sprint to improve your product, service or marketing with psychological intelligence.

Want to learn more?

If you want to learn more about how influence works, you might want to consider our Behavioural Design Academy masterclass. Or organize an in-company program or workshop for your team. In our masterclass we teach the Behavioural Design Method, and the Influence Framework. Two powerful frames for behavioural change.

You can also hire SUE to help you to bring an innovative perspective or your product, service or marketing in a Behavioural Design Sprint.  You can download the brochure here, or subscribe to Behavioural Design Digest at the bottom of this page. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

sue behavioural design
sue behavioural design
Mark Blyth

Why Government Spending is about Designing Behaviour

By Citizen Behaviour, Government & Politics

In this blogpost,  I want to shine the Behavioural Design lens on economic thinking. I believe that how governments deal with the crisis has got everything to do with Behavioural Design.

The choices they make all have one intended goal: To positively influence the behaviour of the players in the economic ecosystem: citizen, entrepreneurs, investors, etc. Their interventions matter a lot because if they are based on wrong thinking about how incentives shape behaviour, they will result in worsening the crisis.

Mark Blyth

The economy is the sum of our beliefs of what it is

The health of an economy is nothing more or less than the collective believe we have about the future. If we are collectively convinced that things will go wrong, we will together cause the economy to contract. If you use this frame to look at the behaviour of the players in the marketplace, then the first thing you’ll notice is that the stock markets seem to be drunk with optimism again. Investors bet massively on a belief in a sharp recovery.

However, I’m not sure if we can use this signal for the real economy. Financial markets and the real economy don’t seem to have much in common these days. The stock exchange reflects more a collective belief in which companies will dominate markets in the future, and these dominating firm don’t correlate well with employment, prosperity and tax-income for the countries that host them.

 

‘Austerity is the dumbest idea ever.’

In the past, I have written about the Scottish Political Economy professor Mark Blyth, the author of the book ‘Austerity: The History of a Dangerous Idea’ (and the man behind the picture above). This lecture was the first lecture that made me understand fiscal policy-design and macro-economics (bonus: he’s a great speaker).

He makes the case that austerity is the dumbest idea ever. An idea that is gaining new momentum now since economy professor Stephanie Kelton published The Deficit Myth . The central idea that both economists propagate is that countries are not households. Countries can print money and can profit from negative interest rates, which means they get paid for lending. In other words: Countries that spend during crises, recover much faster. I wrote about this before in the blog “When accounts rule the country: On irrationality and politics“.

If this is true, then we can be hopeful that we can rebound soon, given the fact that the EU, as well as national governments, are pumping nearly unlimited amounts of capital into the economy. The question remains if this money eventually trickles down to citizens, employees, and SME’s, or if they end up filling the unlimited pockets of multinationals, and their investors. If you have inspiring sources on this topic, please share them with me.

The stimulus package debate, as seen through the lens of behavioural design

Why am I writing a newsletter on economic thinking? Because I think the choices governments are making to save the economy have every to do with behavioural design and behavioural economics.

Here’s why:

  • First of all, a lot of the debates around fiscal policy seem to be completely irrational, something I have written about in the past. The fact that the Nordic countries keep insisting that the southern European countries need to feel the pain for their sinful spending behaviour in the past hasn’t got anything to do with solid economic thinking, but everything with moralism.
  • When you read Mark Blyth, a thriving economy is an economy where people have money to spend. A contracting economy follows from people who are afraid to spend. European Countries so far have been doing a great job to make sure that people can keep on spending. They seem to have learned the lesson from the financial crash of 2008. This is possibly an excellent indicator for a fast rebound. He summarizes this argument very eloquently in this 5-minute video.
  • Third, every intervention in the economy is a behavioural intervention. The way governments design their funds will trigger intended and unintended behaviours. Quite often, the money is not being used by those who could benefit the most from it. Quite commonly, the money is being used by ‘smart’ investors who use cheap capital to fill the war funds of technological disrupters so they can conquer the market and kill all competition. And the reason why they love these companies is that digital companies, in the end, deliver a far higher ROI, because the cost of reproduction of digital products is near zero and they rely far less on physical labour. In other words: If the rules around the abundance of cheap capital are not designed with a greedy capitalist in mind, they will only make things worse. For more on this topic: see this blog I wrote last year on The Behavioural Design of The Economy, on incentives and rewards.

I hope this gives you a new view on how to think bout these abstract concepts like Eurobonds or recovery funds. In the end, they are designed to shape the behaviour of players in the economy. If you understand how they shape behaviour, you can start thinking about the question if they are designed well or if they don’t make any sense at all.

Tom De Bruyne

You can e-mail me at tom@sueamsterdam.com, or follow my Behavioural Design Mini-courses on LinkedIn, or learn more about behavioural design on our website and blog.

Discover the missing layer of behavioural design

Join our Behavioural Design Academy and learn how to positively influence minds and shape behaviour

Want to learn more?

If you want to learn more about how influence works, you might want to consider our Behavioural Design Academy masterclass. Or organize an in-company program or workshop for your team. In our masterclass we teach the Behavioural Design Method, and the Influence Framework. Two powerful frames for behavioural change.

You can also hire SUE to help you to bring an innovative perspective or your product, service or marketing in a Behavioural Design Sprint.  You can download the brochure here, or subscribe to Behavioural Design Digest at the bottom of this page. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

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sue behavioural design

Thoughts on the setup of a Corona Advisory Team

By All, Citizen Behaviour

The course of history for the upcoming decade needs to be written in a couple of weeks. Massive failure is not an option. The situation is too dangerous for dogmatic thinking. It’s time to let scientists, behavioural economists, designers and makers to join forces and embrace a build-measure-learn attitude to nudge people safely into the one-and-a-half-meter economy.

Here are 5 principles to set up a Corona Advisory Team that needs to shape society after the Big OpenUp.

 

Kahneman system 1 and 2

From Intelligent lockdown do smart OpenUp.

There’s a growing call in the public debate for the next group of scientists the government should rely upon, to fix the crisis. Up until now, most countries relied heavily on virologists and epidemiologists. With the opening up of society, it’s time now to shift gears and bring in the psychologists, economists, designers of public space, social geographists, etc. 

I think that’s a great idea. Just like we relied on smart people to guide us quite successfully through the intelligent lockdown, we will now need to rely on smart people to guide us through the intelligent OpenUp. The ultimate task of this board is to design behaviour on a massive scale. It needs to figure out the 1000 billion dollar question on how to reboot the economy, without re-activating the COVID-19 virus.

As a consultancy for behavioural change, I think we learned a few things on how to set up a projects like this . So thought it might be a good idea to draft a checklist of criteria for setting up these boards. 

Principle 1: The method is as important as the people

The fundamental principle for this board to run effectively is to have a creative methodology and an experienced facilitator that knows how to guide a multidisciplinary group through that process. If you need to come up with interventions to influence minds and shape behaviour on a massive scale, you need to go through a step-by-step process of gathering behavioural insights, generate hypothesises, prototype ideas and test them as fast as you can. 

There’s so much knowhow on how to guide teams to high-performance output in a context of extreme uncertainty: Lean Startup, Design Thinking, the Behavioural Design Method, to name a few. The team needs to agree to one method and stick to it.

Principle 2: Put human irrationality at the core of what you do

Your goal is to open up society again, while at the same time getting everyone to stick to elementary rules of precaution. Most people aren’t evil or anti-social; they simply forget to think. Or worse, they observe the spontaneous behaviour of other people and assume they can follow that norm. Before you know it, everything falls into pieces. To craft policies for the intelligent open-up demands a deep understanding of how people think, feel and behave. A lot of policies are designed with rational, disciplined people who act in their self-interest in mind. These interventions are doomed to fail. 

Principle 3: Establish rules for good judgement. 

I have written about rules for good judgement in a previous post “How to smell bullshit? Seven rules for good judgement“. The team needs to operate in a context of high uncertainty, flawed data, considerable risk and incredible public sensitivity. There’s a lot of science out there on how to get to better judgement in groups. To name a few principles I mentioned in my blogpost:

  • Superforcasting principles: a set of techniques to predict with fewer biases
  • The use of mental models for decision-making: the discipline to look at the problem through multiple scientific concepts
  • Blue team / red team approach: the discipline to set up a team that argues for counter-arguments, with the purpose of spotting flaws, wishful thinking or other biases in the reasoning

Principle 4: Prototyping and testing before implementing

Behavioural change requires experimentation. The success of an intervention is very sensitive to ‘little big details’. Sometimes it’s just the wrong word, a wrong timing or an unexpected second-order effect that could completely turn the intervention useless. Humans are complex beings operating in complex systems.

Every little act signals something to the group and vice versa: Everything their social network thinks or says, deeply affect their thoughts, feelings and behaviours. 

When your task as the Corona Advisory Team is to design behaviour on an unprecedented scale, there’s only one way to make progress: Rapid experimentation. Expect a lot of experiments to fail, with the simple idea to stumble upon winning strategies a lot faster.

Principle 5: Select people with skin in the game. 

I applaud the experiment that the Dutch Government had done last week. They organised a hackathon to speed up the process of finding an app that could work to track and isolate infected people, while at the same time respecting privacy. Although the hackathon resulted in a ‘failure’, in the sense that it didn’t produce a winning prototype, I think you can also think of it as a success.

The government went through a steep learning curve without having spent millions of taxpayers money. And they learned that the usual consultancy suspects – companies that are very good at understanding how to win tenders – are probably not the best builders. The reason is simple: They have no skin in the game. They don’t have the maker, builder, tweaker or hacker skills that are so desperately needed for this job. 

If the government wants to set up a Corona Advisory Team, I would urge the government to use the principles I outlined above. Don’t go with the usual team of pundits and advisors. Go for a board of practitioners. Or at least: Give them an equal share-of-voice: People who think in terms of understanding the problem and experimenting with solutions. People who move fast, know how to make, build, measure, learn and adapt. People who are humble about the fact that they operate in high uncertainty, but are willing to experiment their way out of it. 

If you want to read more thoughts on this topic on the Behavioural Design Blog:

Discover the missing layer of behavioural design

Join our Behavioural Design Academy and learn how to positively influence minds and shape behaviour

Want to learn more?

If you want to learn more about how influence works, you might want to consider our Behavioural Design Academy masterclass. Or organize an in-company program or workshop for your team. In our masterclass we teach the Behavioural Design Method, and the Influence Framework. Two powerful frames for behavioural change.

You can also hire SUE to help you to bring an innovative perspective or your product, service or marketing in a Behavioural Design Sprint.  You can download the brochure here, or subscribe to Behavioural Design Digest at the bottom of this page. This is our weekly newsletter in which we deconstruct how influence works in work, life and society.

Or maybe, you’re just curious about SUE | Behavioural Design. Here’s where you can read our backstory.

sue behavioural design
sue behavioural design