I'm Afraid Debbie From Marketing Has Left for the Day

1. Context is king: Behavior is shaped by immediate surroundings

When the map and terrain differ, follow the terrain.

Real-world context matters. People's behavior is heavily influenced by their immediate environment, not abstract concepts or strategies. This is why many well-intentioned change initiatives fail – they're designed for an idealized world, not the messy reality where people actually live and work.

Examples of context influencing behavior:

• Loft insulation uptake increased when cleaning services were offered
• Hand hygiene improved with visual cues near sinks
• Workplace standing increased with asymmetrical picture frames

To create effective behavioral change:

1. Conduct field observations to understand the true context
2. Identify and remove contextual barriers to desired behavior
3. Add contextual cues that prompt the desired action
4. Design interventions that fit seamlessly into people's existing routines

2. Actions create attitudes, not vice versa

If we want to change a person's behaviour, we should not begin by trying to change their attitude and wait for them to change their actions. We should change their actions and wait for them to develop a different attitude based on acting differently.

Behavior precedes belief. Many change initiatives focus on changing people's attitudes or motivations, assuming this will lead to behavior change. However, research shows that the reverse is more effective – by changing people's actions first, their attitudes tend to follow.

Examples of action-first approach:

• Seinfeld's "don't break the chain" writing habit
• Standing desks creating positive attitudes about less sitting
• Handshakes before surgery improving team communication

To leverage this principle:

1. Focus on specific, actionable behaviors rather than abstract concepts
2. Create opportunities for people to act in the desired way
3. Provide immediate positive feedback for desired actions
4. Allow time for attitudes to align with new behaviors

3. Simplicity trumps motivation in behavior change

In the real world, structural simplicity beats motivation every time.

Make it easy. While motivation is important, the ease or difficulty of performing a behavior is often the deciding factor. People naturally gravitate towards the path of least resistance, especially when their mental resources are depleted.

Examples of simplicity driving behavior:

• Online church membership cancellations skyrocketing
• One-click shopping increasing online purchases
• Default organ donation increasing donor rates

To apply the principle of simplicity:

1. Identify and remove friction points in the desired behavior
2. Create clear, simple paths to action
3. Use defaults to make the desired behavior the easiest choice
4. Break complex behaviors into smaller, manageable steps

4. Mental bandwidth limits our ability to change

The capacity of the System 2 thinking of employees, colleagues, citizens and managers is already strained to the breaking point by KPIs, strategies, restructuring, compliance and so much more.

Cognitive load matters. People have limited mental resources, especially for effortful, conscious decision-making (System 2 thinking). When these resources are depleted, people default to automatic, habitual behaviors (System 1 thinking).

Factors that deplete mental bandwidth:

• Stress and fatigue
• Information overload
• Complex decision-making
• Poverty and financial strain

To work within bandwidth limitations:

1. Simplify complex processes and decisions
2. Provide clear, actionable guidance
3. Time interventions when people have more mental resources
4. Design for System 1 (automatic) thinking where possible

5. Habit formation is key to lasting behavioral shifts

If you don't take people's habits into consideration, you'll find yourself working against some central biological principles. You'll lose every time.

Build habits intentionally. Lasting behavior change requires the formation of new habits. Understanding the habit loop – cue, routine, reward – is crucial for designing effective interventions.

Components of the habit loop:

1. Cue: The trigger that initiates the behavior
2. Routine: The behavior itself
3. Reward: The positive reinforcement that follows

Strategies for habit formation:

• Start small and build gradually
• Create clear, consistent cues
• Provide immediate, satisfying rewards
• Use "if-then" planning to link behaviors to specific situations
• Leverage existing habits as a foundation for new ones

6. Design for the remembering self, not the experiencing self

We do not base our behaviour on what we actually experience. We base our behaviour on what we remember about the experience.

Peak-end rule matters. People's memories of experiences are primarily shaped by the most intense moment (the peak) and the ending. These memories, rather than the overall experience, drive future behavior.

Applications of the peak-end rule:

• Structuring customer experiences for positive peaks and endings
• Designing meetings and presentations for memorable moments
• Creating impactful endings for campaigns and initiatives

To design for the remembering self:

1. Identify opportunities for positive peak experiences
2. Ensure strong, positive endings to experiences
3. Use sensory and tangible elements to create memorable moments
4. Focus on creating stories people will want to retell

7. Social proof and personalization drive behavior

What other people say about you makes a greater impact than what you say about yourself.

Leverage social influence. People are heavily influenced by the behavior of others, especially those they identify with. Combining social proof with personalization can significantly increase the effectiveness of behavioral interventions.

Effective uses of social proof:

• Comparing individual behavior to peer groups (e.g., energy usage)
• Highlighting positive behaviors of respected individuals or groups
• Using testimonials and user-generated content

Personalization strategies:

• Use names and individual data points
• Tailor messages to specific contexts or situations
• Create a sense of exclusivity or special selection
• Demonstrate prior investment in the individual

8. Always test your behavioral interventions

Testing is always the right option, and for you it is better to do something unscientific with somewhat shaky evidence if the alternative is doing nothing at all.

Measure and iterate. Testing is crucial for understanding the effectiveness of behavioral interventions and refining strategies over time. While rigorous scientific testing is ideal, even simple tests can provide valuable insights.

Levels of testing:

1. Basic: Informal observations and feedback
2. Intermediate: Before-and-after measurements, small-scale pilots
3. Advanced: Randomized controlled trials, large-scale data analysis

Key testing principles:

• Focus on measuring actual behavior, not just attitudes or intentions
• Use control groups when possible to establish causality
• Be cautious about extrapolating results beyond the specific context
• Iterate and refine interventions based on test results

Last updated: December 3, 2024