How to sound like Zendesk Our product is an extension of our brand and we want it to feel like Zendesk. We use visual design to shape what Zendesk looks like, and voice and tone to shape what Zendesk sounds like.
Planned Parenthood sexual health chatbot
Anticipated regret can indeed be a powerful motivator. When you think about what you don’t want in the future—and the picture in your mind is unpleasant enough—it can influence the decisions you make right now. While anticipated regret sometimes comes across as fearmongering, it can be done more artfully. In behavior change communications, we can apply the right dose of this strategy to prompt a person to action.
Story revolves around transformation and change, defined as the “Transformational journey of a human being.“ First type: A character changes drastically for the better, exemplified by “A Christmas Carol“ and “Groundhog Day.“ Second type: A character remains steadfast in their beliefs, changing the people around them instead. Third type: A character fails to change or realizes the need to change too late, resulting in a tragedy. The essence of a story is determined by its support of transformation, guiding what to include or exclude in the narrative.
Our latest capability “Ask Viamo Anything” is providing access to the latest AI technology to the digitally disconnected – at no cost to them. It was built and will soon be offered on the Viamo Platform. Ask Viamo Anything works on simple mobile phones without internet access. And because of its use of voice technology, it can even be used by people with low literacy — leapfrogging text-based approaches and truly democratizing access.
Could this guide us towards a structured approach for assessing the level of community involvement in SBC programmes? At the highest level, “Citizen Control“, communities independently lead programmes with full decision-making authority. “Delegated Power“ and “Partnership“ designate significant community influence on programme decisions, either through majority control or collaborative governance. In contrast, “Placation“, “Consultation“, and “Informing“ indicate lower degrees of participation, where community input may be sought but is not necessarily instrumental in shaping outcomes.
Notifications are extremely beneficial to users, but they often demand their attention at inappropriate moments. In this paper we present an in-situ study of mobile interruptibility focusing on the effect of cognitive and physical factors on the response time and the disruption perceived from a notification. Through a mixed method of automated smartphone logging and experience sampling we collected 10372 in-thewild notifications and 474 questionnaire responses on notification perception from 20 users. We found that the response time and the perceived disruption from a notification can be influenced by its presentation, alert type, sender-recipient relationship as well as the type, completion level and complexity of the task in which the user is engaged. We found that even a notification that contains important or useful content can cause disruption. Finally, we observe the substantial role of the psychological traits of the individuals on the response time and the disruption perceived from a notification.
In their landmark 1959 report often referenced in leadership theory, social psychologists John R. P. French and Bertram Raven pinpointed five bases of power: Legitimate: when people perceive that your rank in a formal hierarchy—e.g., manager, CEO, or president—gives you the right to “prescribe” their behavior Reward: when people perceive your ability to distribute rewards for completed tasks or met goals Coercive: when people perceive your ability to distribute punishments and disincentives (the opposite of reward power) Expert: when people perceive your special knowledge or expertise, which causes them to defer to your expertise Referent: when people feel “oneness” with you or a desire to be like you, leading to their respect and admiration of you Referent power is considered the most potent because it doesn’t require that a leader micromanage, use coercion, or reward to influence others. People follow a leader with referent power based on who the leader is and how they behave. According to French and Raven, referent power has the broadest range of influence of any power, allowing it to be leveraged on a large scale.
Results indicated that emotional shift messages generated more talk than single-valence messages because they elicited greater emotional intensity and deeper message processing.
Out of the 93 behavior change techniques that can be used, on average only 7 were chosen, and the most common were related to: 1. Feedback on behavior 2. Goal setting 3. Action planning As the study says: “within the “Goals and Planning” BCT group, only 3 out of 9 BCTs were utilized.
Start with the Quick 2+1™ to find your answer. The next phase is to trust your intuition to Label™ and Mirror™ the circumstances or dynamics that may have led to the confrontation. Then use a little Dynamic Silence™ to allow room for a response from the other side. Once they respond, use mirrors and labels to encourage them to keep talking and gather the information you need to get to the heart of the matter.
In my research, I focus on three things that ran through people’s minds when they were working toward something. These three things are: inner thinking, thoughts, pondering, reasoning emotional reactions, feelings, moods guiding principles, personal rules
Communification - only focusing on marketing communications (promotion) - 8% of marketing
Do you wonder why people are so inconsistent? Why people often seem to contradict themselves? Why they believe things they know aren't true? Why they say “Don't do X and then do that very thing? Robert Kurzban explains why. The reason is that the human mind is modular, made up of a large number of parts with different functions. Sometimes these parts conflict with one another.
This manual includes information about Open Policy Making as well as the tools and techniques policy makers can use to create more open and user led policy.
The new toolkit crosses local, central and international government action. It has many of the elements of the previous framework but also covers new ground. The most obvious is that we have changed the horizontal axis to better reflect the way government works in practice. This has meant including a number of new areas namely, influencing, engaging, designing, developing, resourcing, delivering and controlling (or managing). The vertical axis still follows the same logic from ‘softer’ more collaborative power at the top, down to more formal government power at the bottom of the axis. The update includes many familiar things from nudging behaviour to convening power and also adds new areas like deliberative approaches such as citizen juries. This is the framework for Policy Lab's new Government as a System toolkit. The new Government as a System toolkit framework. When looking across the whole system, it now has 56 distinct actions. Of course this isn’t an exhaustive set of options, you could create more and more detail as there is always more complexity and nuance that can be found in government. Importantly, we want policymakers to be considering how multiple levers are used together to address complex problems.
And remember, keeping screeners under 12 questions is the magic number to prevent attrition.
Over the past decade, behavioural scientists have identified five different holistic effects which can all impact on the overall effectiveness of a behaviour change intervention. Some of these effects or concepts can be positive, whereas others may end up neutralising the effect of any nudge, or worse, having a negative impact: Licensing effects Compensating effects Positive spillover effects Displacement effects Systemic effects or what we are calling ‘nudge fatigue’
