This narrative review summarizes several health equity frameworks to help digital health practitioners conceptualize the equity dimensions of importance for their work, and then provides design approaches that accommodate an equity focus. Specifically, the Double Diamond Model, the IDEAS framework and toolkit, and community collaboration techniques such as participatory design are explored as mechanisms for practitioners to solicit input from members of underserved groups and better design digital health tools that serve their needs.
Here, we develop a novel cognitive framework by organizing these interventions along six cognitive processes: attention, perception, memory, effort, intrinsic motivation and extrinsic motivation. In addition, we conduct a meta-analysis of field experiments (i.e. randomized controlled trials) that contained real behavioural measures (n = 184 papers, k = 184 observations, N = 2 245 373 participants) from 2008 to 2021 to examine the effect size of these interventions targeting each cognitive process. Our findings demonstrate that interventions changing effort are more effective than interventions changing intrinsic motivation, and nudge and sludge interventions had similar effect sizes.
The first objective was to provide an overview of all activities that were employed during the course of a research project to develop a relapse prevention intervention for interdisciplinary pain treatment programs. The second objective was to examine how co-design may contribute to stakeholder involvement, generation of relevant insights and ideas, and incorporation of stakeholder input into the intervention design.
Gamification services are hailed as effective tools for influencing users’ behaviours, increasing engagement, motivation, and enhancing learning. In the field of behaviour change, transformative outcomes have been reported for gamification services; with some conceptualisation undertaken regarding transformative gamification services. However, there is a lack of research on practical implementation of transformative gamification services. Also, previous studies have often isolated a single component of gamification and not discussed the synergistic effects and behavioural outcomes of the experiences that the combination of gamification elements can create. To bridge this gap, we provide an implementation framework for transformative gamification services. This is achieved by identifying different components of transformative gamification from a social marketing and transformative service research (TSR) lens and their behavioural outcomes. To do this, we delve into game design, gamification and behaviour change literature and suggest a practical implementation framework which incorporates users' perspectives in the form of transformative values, user engagement types (play typologies), and consumption/service encounter experiences. This research contributes to gamification theory and practice by furthering the understanding of transformative gamification services in social marketing and TSR. It also provides behaviour change practitioners with detailed steps for implementation of such services aiming to create positive behavioural changes.
Promoting agency – people's ability to form intentions and to act on them freely – must become a primary objective for Behavioural Public Policy (BPP). Contemporary BPPs do not directly pursue this objective, which is problematic for many reasons. From an ethical perspective, goals like personal autonomy and individual freedom cannot be realised without nurturing citizens’ agency. From an efficacy standpoint, BPPs that override agency – for example, by activating automatic psychological processes – leave citizens ‘in the dark’, incapable of internalising and owning the process of behaviour change. This may contribute to non-persistent treatment effects, compensatory negative spillovers or psychological reactance and backfiring effects. In this paper, we argue agency-enhancing BPPs can alleviate these ethical and efficacy limitations to longer-lasting and meaningful behaviour change. We set out philosophical arguments to help us understand and conceptualise agency. Then, we review three alternative agency-enhancing behavioural frameworks: (1) boosts to enhance people's competences to make better decisions; (2) debiasing to encourage people to reduce the tendency for automatic, impulsive responses; and (3) nudge+ to enable citizens to think alongside nudges and evaluate them transparently. Using a multi-dimensional framework, we highlight differences in their workings, which offer comparative insights and complementarities in their use. We discuss limitations of agency-enhancing BPPs and map out future research directions.
Should a person describe what they look like during a virtual meeting or webinar?
Response # of respondents % of respondents
Yes 363 31.8%
No 779 68.2%
The majority (68.2%) of respondents do not prefer descriptions of appearances in online meetings.
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.
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.
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.
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’
Thinking Styles are the archetypes that you would base characters on, like characters in TV episodes. (Try writing your scenarios like TV episodes, with constant characters.) Characters think, react, and made decisions based on their thinking style archetype. BUT they also switch thinking styles depending on context. For example, if you take a flight as a single traveler versus bringing a young child along–you’ll probably change your thinking style for that flight, including getting to the gate, boarding, and deplaning.
Free Behavior Design, Innovation and Change Tools
These frameworks started out as internal tools we would use on client projects at Aim For Behavior, that would help us save time and create better outcomes for the customers and the companies we were working with.
We are always adding more frameworks or iterating the current ones based on the feedback.
100+ open source innovation tools from the greatest design & strategy agencies in the world.
Ideal for both offline or online workshops. All tools are pixel perfectly packaged in a vectorized PDF or PNG and can be downloaded for free.
I sometimes make a further suggestion to client teams who have years of experience working directly (via research) with the diversity of the people their organization supports. I suggest they abandon “persona” (a representation of a person) and replace it with “behavioral audience segment” (a representation of a group). (Note: I have begun calling these “thinking styles” to emphasize that a person can change to a different group based on context or experience.)This change allows those qualified teams to get away from names and photos. I don’t suggest this for everyone.
Note: “Behavioral audience segment” is the name I use, although there may be a better one. In its defense, Susan Weinschenk uses “behavioral science” to mean what I am trying to represent. And “audience segment” is a common way to express a group an organization is focused on.
Why are your organization’s personas so hard to use? It might be because they are marketing personas, based on the way customers buy what you produce—segments of the market divided up by the way each group tends to make a purchase decision. Maybe what you’re designing for isn’t the purchase process.
A problem many organizations run into is relying on only one set of personas. Personas can be derived from any sort of audience segment. There are many ways your organization might have divided the people it supports into segments.
There are marketing or buying segments, demographic segments, preference segments, and behavioral segments, to name but a few. Within each of these types of segments, your organization might take different perspectives, such as first-time buyer and return buyer.
But she did explain how researching and designing for the majority or “average user” actually end up ignoring, othering, and harming the people our designs are meant to serve. Indi shared how she finds patterns in people’s behaviors, thoughts, and needs—and how she uses that data to create thinking styles that inform more inclusive design decisions.
Indi talked about…
Why researchers should look for patterns, not anecdotes, to understand real user needs.
What are thinking styles and how to uncover and use them.
Why your “average” user often doesn’t exist in the real world, and how we can do better.
From a process perspective, our task then becomes figuring out the optimal behavioral flow that reduces the friction between intentions and desired behaviors and stimulates progression through the journey – assuming at least a moderate interest in what is being offered by the organization.
The fact of the matter is that each market/user group has its own particular set of situational and psychological differences that determine which behaviors will be adopted and which will never even be attempted.
The job of every product team, whether they know it or not, is to make it as easy and delightful as possible for their target market/user group to perform a behavior that they find doable, useful, compelling, and enjoyable that also leads to an important business outcome for the company.
If any of these things are missing, there is no Behavior Market Fit and the project and any associated products will be a failure.
Ikea researchers explore Kiwi homes before opening first NZ store
Christine Gough, head of interior design at Ikea Australia, is one of 40 Ikea researchers visiting hundreds of Kiwi homes to gauge what products to stock in its Auckland mega store.
Nudging provides a way to gently influence people to change behavior towards a desired goal, e.g., by moving towards a healthier or more environmentally friendly lifestyle. Personalized and context-aware digital nudging (named smart nudging) can be a powerful tool for efficient nudging by tailoring nudges to the current situation of each individual user. However, designing smart nudges is challenging, as different users may need different supports to improve their behavior. Determining the next nudge for a specific user must be done based on the user’s current situation, abilities, and potential for improvement. In this paper, we focus on the challenge of designing the next nudge by presenting a novel classification of nudges that distinguishes between (i) nudges that are impossible for the user to follow, (ii) nudges that are unlikely to be followed, and (iii) probable nudges that the user can follow. The classification is tailored to individual users based on user profiles, current situations, and knowledge of previous behaviors. This paper describes steps in the nudge design process and a novel set of principles for designing smart nudges.
If you have ever been tasked with influencing a behaviour, you will know that it is critical to understand that behaviour in context. You need to understand the issues faced by the people affected. At BIT, we refer to the process of understanding behaviour in context as Exploring. Exploring is about discovering what people do and crucially why.
Draft your emotional Before/During/After for each moment. Challenge yourself to superforecast how you think people will feel at each moment. Design, adjust, re-adjust. Jobs to be Done
The JTBD Canvas 2.0 is a tool to help you scope out your JTBD landscape prior to conducting field research. It frames your field of inquiry and scopes of your innovation effort. Jobs to be done
Personas are a widely used tool to keep real users in mind, while avoiding stereotypical thinking in the design process. Yet, creating personas can be challenging. Starting from Cooper's approach for constructing personas, this paper details how behavioral theory can contribute substantially to the development of personas. We describe a case study in which Self-Determination Theory (SDT) is used to develop five distinctive personas for the design of a digital coach for sustainable weight loss. We show how behavioral theories such as SDT can help to understand what genuinely drives and motivates users to sustainably change their behavior. In our study, we used SDT to prepare and analyze interviews with envisioned users of the coach and to create complex, yet engaging and highly realistic personas that make users' basic psychological needs explicit. The paper ends with a critical reflection on the use of behavioral theories to create personas, discussing both challenges and strengths.
To do so, we propose a framework, which rearranges
the 17 SDGs into five main categories to which concepts
from behavioural and social scientists can relate:
wellbeing, inclusivity, sufficiency, empowerment,
and resilience (WISER; panel). The WISER framework
can enable behavioural scientists to both design their
interventions in a way that encompasses several
SDGs, and to more clearly report and review how their
interventions contribute to behavioural change towards
SDGs, thus enhancing progress towards planetary health
Viewing 1 - 50, 50 links out of 894 links, page: 1
