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SUE's Influence Framework™

SUE | Influence Framework Explained

By | All, SUE Amsterdam & Behavioural Design Academy originals

SUE | Influence Framework™:
Understand the forces that shape behaviour

SUE | Infliuence Framework™

The Influence Framework™ is a powerful mental model we developed at SUE to systematically analyse the forces that shape behaviour. The framework will provide you with all the human insights you need to come up with ideas for behavioural change. A deeper understanding of the forces that prevent people from change, or that could 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 full overview of the essence of behavioural design, I want to urge  you to go 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. Understand how you can analyse the forces that shape people’s behaviour (SUE | Influence Framework™)
  3. Understand how you can come up with ideas for behavioural change (BJ Fogg and the science of Influence

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 take into account what happens inside the mind of the human 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 is going to be a social nightmare, full of annoying people, my brain will stay locked for every attempt to change my behaviour. 

Flixbus

2. Analysing 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 be able to 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 take into account that I have anxieties, doubts and prejudices that prevent me from travelling by coach, you will have the right insight to come up with ideas to influence my decision-making. You will ask yourself the question: How might we take away the prejudice that cheap coach travel equals 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 mind, and you adapt your intervention to this understanding. 

Master the Behavioural Design Method

In our two-day masterclass Behavioural Design Fundamentals, you will learn how influence works and how you can come up with interventions for positive behavioural change.

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, Habits and Anxieties

3. Part 1: 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. Part 2: 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. Christensen argues in a famous Harvard Business Review paper 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 you can 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 it because they have a long and boring 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 requires 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 a normal 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 incredibly important 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 2 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:

5. Part 3: The forces diagram

5.1. Four forces 

We already argued above that the biggest challenge with designing for behavioural change is that people need to stop doing the things they do. 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 of the desired behaviour 
  4. Comforts of the current behaviour

SUE | Infliuence Framework™

5.2. 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 if you can articulate people’s pain quite well, they reward you with their trust. 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 sales-men sell pain.

 

5.3. 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 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. 



5.4. 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 in the morning to go to the gym. 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 feel the desire to have more energy and to 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 fit (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 just can’t break through my comforts/ habits. What works for me is that my gym organises a 10-minute abs-workout every hour. I know that if I can make it in time to join this 10-minute class, I will probably stay a bit longer.

5.5. Force 4: Anxieties 

Anxieties are fears, doubts, prejudices and other barriers for 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 is addressing the most critical force that stands 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 persuade 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 turned out to be the most genius advertising strategy ever for the brand.


7. How to start 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 six interviews. If you conduct six interviews with 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 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 5 questions: 

  • How might we help people to achieve their goals (Jobs-to-be-done)? (Job-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? (comforts)
  • Which anxieties, doubts, prejudices and other barriers do we need to take away? (anxieties)
  • What could be the psychological value that we can create for people (gain)

More about this topic: 

8. 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 home abroad. This feeling gets even strenghtened 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 completely fed up with AirBnB-tourists.

9. The ethics of influence

 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 behavioural change

The SUE | Influence Framework™ is a powerful mental model to get a clear understanding of why people do the things they do, and what prevents them from changing their behaviour. 

The SUE | Influence Framework™ is also the best guarantee that a strategy for behavioural change will be human-centred. When using this framework, Behavioural Designers always ask themselves the question on what they can do to help people to become more successful at what they do, or help them to overcome their anxieties or help them to break bad habits. if you take your time to build empathy with your target audience and you use the Influence Framework to analyze their behaviour, you will always spot opportunities to design positive choices. 

PS: The mission of SUE is to unlock the potential of behavioural psychology to nudge people into positive choices about work, life and play. We use this mission as our guiding principle for everything we do. We’re very conscious of the fact 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 about the fact 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. 

More about our mission at SUE

More about human-decision making (system 1 system 2)

More about ideas for behavioural Change (BJ Fogg Model and Cialdini)

In this overview of our Behavioural Design Blog, you will find our essential reads, key concepts, and Behavioural Design Thinking applied to citizen behaviour, employee behaviour, consumer behaviour, personal development and politics and society.

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Schrijf je in voor de Behavioural Design Academy and leer hoe je positief gedrag kan beïnvloeden. SUE heeft intussen meer dan 600 mensen uit 30+ landen getraind en krijgen een  9,2 tevredenheid score. Ontdek het programma.

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What is Behavioural Design?

By | All, SUE Amsterdam & Behavioural Design Academy originals


This blog post is an extended introduction of 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
  2. Behavioural Design is a Method
  3. The ethical side of Behavioural Design
  4. Behavioural Design is about designing choices
  5. Behavioural Designers think ‘outside-in’.
  6. Behavioural Designers work with principles from the science of influence
  7. Behavioural Designers research, prototype and test
  8. Domains of Behavioural Design
  9. Start to learn more about Behavioural Design

 

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 personal 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, and 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 of children. You might want to influence your colleagues or managers. Some people want 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 ideation. First, designers come up with 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 to observe how the prototype succeed in influencing the targeted behaviour. Design Consultancy Ideo, the godfathers of Design Thinking uses this simple graphic to explain the process:

This image describes the process of design thinking

When you combine the method of Design Thinking with Behavioural Sciences, you will get Design Thinking on Steroids. 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 Design Thinking:

3. The ethical side 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 the application of it.  Think about how extreme-right populists exploit fear and uncertainty, or think about how technology companies exploit 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 potential of Behavioural Psychology to nudge people into positive choices 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 design products, services and experiences in such a way that they contribute to helping people to 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 with this mission. You can find more about this way of thinking below at “5. Outside-in Thinking“.

More about 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 design on multiple levels at the same time:

  1. The design of attention: How do you make sure something catches people’s attention?
  2. The triggering of curiosity: How do you get people to invest time and mental energy to learn more about what you want from them?
  3. The change of perception: how do you get something to stand out as the attractive option between other choices? How do you design the desired perception?
  4. The design of experience: How do you get someone to have a positive feeling? How can you reduce stress or uncertainty?
  5. The triggering of behaviour: How do you trigger the desired behaviour? How can you increase the chance of success that people act upon your trigger
  6. The change of 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 thinking about 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 98% 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 2% 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 on wealth, health and happiness.

Our hard-wired tendency to persuade

Our biggest fallacy, when it comes to our attempts to influence minds and shape behaviours, 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 are in line with how we already think about matters. You can only persuade someone who’s already convinced.

The real challenge is to make decision making extremely easy.

More about designing choices:

5. Behavioural Designers think ‘outside-in’.

The most common mistake we make when we try to influence minds and shape behaviour, is to think inside-out. We take the benefits our product or service as our point of departure, and we try to figure out how we could pitch those benefits in such a way that people would realize the value of what we have to offer.

Behavioural Designer 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 hold that stand in the way of embracing the desired behaviour, or which pains or frustrations we could solve for him.

The Influence Framework

We developed the 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 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 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 use a variety of principles, but the basic framework is this elegant and simple   formula of Prof. BJ Fogg:

B=MAT,
Behaviour = Motivation x Ability x Trigger.

bjfogg model uitgelegd

When we try to come up with ideas and interventions for behavioural change, we try to find answers to three simple questions:

  1. Trigger: What’s the perfect time and place to prompt a desired behaviour?
  2. Ability: How might we make the desired behaviour easier (or the undesired behaviour more difficult)?
  3. Motivation: How might we boost motivation for the desired behaviour?

The purpose of these three questions is to help system 1 to decide without having to think.

You could plot every known persuasion principle in the literature onto these three axes. The persuasion principles by Robert Cialdini (authority, scarcity, social proof, liking, reciprocity, commitment), can be understood as techniques to boost motivation. Lot’s of usability-principles are ability principles: default options, choice reduction, simplicity, affordance, all aim at making the desired behaviour easy.

More about principles from the science of influence:

7. Behavioural Designers research, prototype and test

The Psycho-logic is a different kind of logic

The more familiar you get with how the brain works and how influence works, the more you become aware of the fact that human behaviour obeys to 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 have a dramatic effect on how people perceive the meaning. When an English native speaker says he or she thinks something is “interesting”, it usually means precisely the opposite. Whereas a non-native Dutch audience would think they “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 actually projections of your limited world view onto the world of the target audience you want to influence.

Prototyping and testing is all about trying to find 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 come up with 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:

8. Domains of Behavioural Design

The number of applications for Behavioural Design Thinking 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 design 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:

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 masterclasses and learn the Behavioural Design Method step by step.
  3. Organize an in-company training for your team and learn the method while applying it to a critical business challenge for your organization.
  4. Hire SUE to run a Behavioural Design Sprint to research, prototype and test ideas to improve the success of your product or service
  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.

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