1. Establish the scope.
2. Break the challenge into addressable parts.
3. Identify the target outcome.
4. Map the relevant behaviors.
5. Identify the factors that affect each behavior.
6. Choose the priority behaviors to address.
7.Create evidence-led intervention(s).
8. Implement the intervention(s).
9. Assess the effects.
10. Take further action based on the results
Excerpt from: Behavioural Insights by Michael Hallsworth
Research shows there are many psychological processes at work which together limit the effectiveness of brainstorming. ‘Social loafing’ – a group situation encourages and allows individuals to slack off. ‘Evaluation apprehension’ – we’re nervous of being judged by colleagues or looking stupid. ‘Production blocking’ – because only one person can speak at a time in a group, others can forget or reject their ideas while they wait. We’re also learning more about the power of our “herd’ tendencies. As humans, we have innate desires to conform to others with only the slightest encouragement. When asked to think creatively, these implicit norms are invisible but powerful shackles on our ability to think differently.
No wonder so few ideas emerge.
Excerpt from: How not to Plan: 66 ways to screw it up by Les Binet and Sarah Carter
Social scientists have long understood that statistical metrics are at their most pernicious when they are being used to control the world, rather than try to understand it. Economists tend to cite their colleague Charles Goodhart, who wrote in 1975: ‘Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes. (Or, more pithily: ‘When a measure becomes a target, it ceases to be a good measure.’) Psychologists turn to Donald T. Campbell, who around the same time explained: “The more any quantitative social indicator is used for social decision-making, the more subject it will be to corruption pressures and the more apt it will be to distort and corrupt the social processes it is intended to monitor.
Goodhart and Campbell were on to the same basic problem: a statistical metric may be a pretty decent proxy for something that really matters, but it is almost always a proxy rather than the real thing.
Excerpt from: How to Make the World Add Up: Ten Rules for Thinking Differently About Numbers by Tim Harford
One ongoing U.S. study has tracked how much money adults over age fifty spend on just about everything, from refrigerators and rent to alcohol and art. When researchers link these spending choices to happiness, only one category of spending matters. And it’s not refrigerators, or even alcohol. It’s what the researchers label “leisure”: trips, movies, sporting events, gym memberships, and the like. People who spend more of their money on leisure report significantly greater satisfaction with their lives. Not surprisingly the amount of money these older adults reported spending on leisure was dwarfed by the amount they spent on housing. But housing again turned out to have zero bearing on their life satisfaction.
Except from: Happy Money: The New Science of Smarter Spending by Elizabeth Dunn and Michael Norton
Early in the ‘Love/Hate’ Marmite campaign, an ad showed a couple on a first date going back ‘for coffee’. After eating toast and Marmite in the kitchen, the girl returns to the sofa. They kiss. Her boyfriend retches violently at the Marmite taste.
Most people in research thought it was hilarious. But older Marmite users didn’t. You could say it ‘alienated them. But the ad ran. And the older users changed their view when they saw how popular it was. In fact, it turned out to be the ‘lift-off’ ad of the now-famous campaign, awarded for its creativity and for its results. Market research overestimates people’s resistance to change and boldness, and underestimates ‘herd effects’.
Alienation worry isn’t just wrong, it’s also dangerous. Because it can kill the bold, penetration-gaining ideas that you need for brand growth. So relax: it’s actually quite hard to win friends and alienate people.
Excerpt from: How not to Plan: 66 ways to screw it up by Les Binet and Sarah Carter
Ephron still remembers the first day of her journalism class. Although the students had no journalism experience, they walked into their first class with a sense of what a journalist does: A journalists gets the facts and reports them. To get the facts, you track down the five Ws-who, what, where, when, and why.
As students sat in front of their manual typewriters, Ephron’s teacher announced the first assignment. They would write the lead of a newspaper story. The teacher reeled off the facts: “Kenneth L. Peters, the principal of Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new teaching methods. Among the speakers will be anthropologist Margaret Mead, college president Dr. Robert Maynard Hutchins, and California governor Edmund ‘Pat’ Brown.”
The budding journalists sat at their typewriters and pecked away at the first lead of their careers. According to Ephron, she and most of the other students produced leads that reordered the facts and condensed them into a single sentence: “Governor Pat Brown, Margaret Mead, and Robert Maynard Hutchins will address the Beverly Hills High School faculty Thursday in Sacramento … blah, blah, blah.”
The teacher collected the leads and scanned them rapidly. Then he laid them aside and paused for a moment.
Finally, he said, “The lead to the story is “There will be no school next Thursday”.
Excerpt from: Made to Stick: Why some ideas take hold and others come unstuck by Chip Heath and Dan Heath
It is to be found in the exceptional human capacity to synthesize our experiences, influences, knowledge and feelings into one, unified, original entity. To have such an inbuilt facility that enables us to make seemingly random connections across a broad It has to be the single most important creative faculty we have, as Einstein observed when he said, “Combinatory play seems to be the essential feature in productive thought.’
The process our conscious and unconscious selves go through when editing, connecting and combining all that we know and feel into an original coherent thought happens over a period of time. It cannot be forced. It happens when we are awake and when we are asleep. It happens when we are thinking about something else entirely, or playing a game of tennis. It happens because a stimulus in our immediate surroundings – usually without our knowing
Excerpt from: Think Like an Artist: . . . and Lead a More Creative, Productive Life by Will Gompertz
You saw Trump use the intentional wrongness persuasion play over and over, and almost always to good effect. The method goes like this:
- Make a claim that is directionally accurate but has a big exaggeration or factual error in it.
- Wait for people to notice the exaggeration or error and spend endless hours talking about how wrong it is.
- When you dedicate focus and energy to an idea, you remember it. And the things that have the most mental impact on you will irrationally seem as though they are high in priority, even if they are not. That’s persuasion.
Excerpt from: Win Bigly: Persuasion in a World Where Facts Don’t Matter by Scott Adams
The explanation for Kahan’s results? Ideology. Irrespective of the actual figures, Democrats who identified as liberal, normally in favour of gun control, tended to find that stricter laws brought crime down. For the conservative Republican participants, the reverse was the case. They found that stricter gun control legislation did not work.
These answers are no longer to do with the truth, Kahan argued. They are about protecting your identity or belonging to your tribe! And the people who were good at maths, Kahan also found, were all the better at this. Often completely subconsciously, by the way. It was their psyche that played tricks on them.
Excerpt from: The Number Bias: How Numbers Lead and Mislead Us by Sanne Blauw
Say you had the choice between two surgeons of similar rank in the same department in some hospital. The first is highly refined in appearance; he wears silver-rimmed glasses, has a thin build, delicate hands, measured speech, and elegant gestures. His hair is silver and well combed. He is the person you would put in a movie if you needed to impersonate a surgeon. His office prominently boasts Ivy League diplomas, both for his undergraduate and medical schools.
The second one looks like a butcher; he is overweight, with large hands, uncouth speech, and an unkempt appearance. His shirt is dangling from the back. No known tailor on the East Coast of the U.S. is capable of making his shirt button at the neck. He speaks unapologetically with a strong New Yawk accent, as if he wasn’t aware of it. He even has a gold tooth showing when he opens his mouth. The absence of diplomas on the wall hints at the lack of pride in his education: he perhaps went to some local college. In a movie, you would expect him to impersonate a retired bodyguard for a junior congressman, or a third generation cook in a New Jersey cafeteria.
Now if I had to pick, I would overcome my sucker-proneness and take the butcher any minute. Even more: I would seek the butcher as a third option if my choice was between two doctors who looked like doctors. Why? Simply the one who doesn’t look the part, conditional on having made a (sort of) successful career in his profession, had to have much to overcome in terms of perception. And if we are lucky enough to have people who do not look the part, it is thanks to the presence of some skin in the game, the contact with reality that filters out incompetence, as reality is blind to looks.
Excerpt from: Skin in the Game: Hidden Asymmetries in Daily Life by Nassim Nicholas Taleb
Here’s how it works. If you want to be a successful consultant or marketing guru you must to convince the hysterical and gullible (that’s us!) that things are changing dramatically and they danger of becoming irrelevant if they don’t understand the new type of human that is now changing the world. The only way to stay ahead of this curve is to rely on…hmm, let’s see… Us!…and our proprietary knowledge and expertise about this new species.
So every fifteen or twenty years they invent a new generation that’s completely different from the last. They have distinctive, mysterious characteristics that only the deeply connected and erudite (that’s Us!) can explain.
It’s all bullshit. It’s astrology. How can you possibly take an enormous component of the population – tens of millions of people – and say they all have this or that characteristic? The absurdity is thrilling.
Excerpt from: Advertising for Skeptics by Bob Hoffman
It is not only history that misleads us. The future also misleads us. If you attend a lot of conferences as I do, you have undoubtedly noticed that speakers love to talk about the future. In fact, it’s almost the only thing they ever talk about. Why? Because the present is too confusing, too complicated and largely incomprehensible. But the future is great. You can’t be wrong when you talk about the future. No one can factcheck the future. You can say anything you want and people will think you are brilliant. They will applaud you and quote you in the news.
And then 10 years from now when it turns out you were wrong, who cares? Nobody remembers.
Excerpt from: Advertising for Skeptics by Bob Hoffman
