I used to hear the words ‘the
client wants it yesterday’ a lot when I used to be in advertising. And for
various reasons people in advertising succumbed to the pressure. This in turn
led to clients crunching the timelines even shorter as years passed, while the
ad industry diligently kept working harder at keeping deadlines, lowering the
quality of strategic thinking, thereby positioning ad agencies as short-term ad
Though you may not be from the
ad industry you may find yourself in a similar situation. Unfortunately, the
temptation in such time-pressured situations is to use habitual responses to
get started on the solution immediately. Since problem-construction feels like
a waste of time, it’s the phase that gets sacrificed most often. In reality, it
is the most important part of the creative process.
In the classic study on creative
preparation conducted by behavioural scientists Jacob W. Getzels and Mihaly
Csikszentmihalyi, they asked art students to create a still-life painting of an
object, which was later evaluated professionally. The study found that students
judged to have created the best work were those who spent the longest preparing
– thinking about the object itself and how they were going to use it. When Mihaly
returned to the same people 7 and 18 years later, he found that it was these
measures of problem identification and construction that predicted the artists’
long-term success. Even 18 years later, artists who spent longer constructing
the problem were more successful.
Says Jeremy Dean of www.psyblog.co.uk, “The choices made in the early stages
have a massive impact later. That’s why spending longer thinking about the problem
before you dive in is likely to lead to higher levels of creativity in the
final product. Fools rush in where the more creative dare to tread.”
Needless to say, deadlines are part and parcel of constraints in any commercial work. Constraints bring out the best in us, but we need to give ourselves adequate time to analyze the problem well enough. That’s why before identifying the Behavioural Design principles to be applied to the challenge, we spend a substantial amount of time analyzing the product and customer data and map out the customer journey, whether the customer is a consumer, employee, investor or simply put, the user.
Source: Jacob W. Getzels and Mihaly Csikszentmihalyi – The creative vision: A longitudinal study of problem finding in art – Wiley New York 1976
S.M. Rostan – Problem finding, problem solving and cognitive controls: An empirical investigation of critically acclaimed productivity – Creative research journal 7, no. 2 (1994): 97-110
We were happy to be invited to speak at Milano Arch Week 2019 on applying Behavioural Design to urban planning or as they liked to refer to it ‘Urban Regeneration’. We are happy that architects are opening up to our practice of Behavioural Design to build cities that work for people living in it and to use architecture to modify public behaviour.
Our talk included Behavioural Design examples from my Instagram feed. Some of the examples we referred to were the Ballot Bin that gets cigarette smokers to stub their cigarette buds at the Ballot Bin because they are motivated to vote for their choice, whether the choice is about your favourite football player or some other topical question. We were asked about Bleep horn reduction system as a Behavioural Design nudge to reduce drivers’ honking. We spoke about how the Bureau of Energy Efficiency (BEE) in India has made it mandatory for appliances to come with star ratings and how it’s nudging people to choose higher star rated appliances so that people can save money and in doing so also consume lower power and contribute towards climate crisis in a positive manner. Some of the other examples we spoke about were Behavioural Design nudges to reduce overspeeding, getting people to – use trash bins in the outdoor, use sanitizers in hospitals, use stairs instead of escalators, and many more. If you’re curious to know more, click here.
get automatically activated by our environment, especially so in stressful
situations like when you get home hungry and tired – that time our habits are
in full control of us. An effective way to change the habit is to change the
scientists Neal and
colleagues had participants sit in a cinema watching trailers while others sat
in a meeting room watching music videos. None were aware that the study was
about eating habits; they were told it was about attitudes and personality.
sitting in the cinema, strong habits cued by familiar circumstances had their
familiar effect – people ate popcorn like robots. In the cinema, it didn’t
matter whether the popcorn was stale or fresh or whether the person was
starving or had a full stomach. Liking for popcorn had very little effect on
how much they ate. Those with weaker popcorn eating habit did eat less of the
contrast, participants in the meeting room, all behaved, more thoughtful,
whether or not they had a strong habit of eating popcorn at the cinema. They
ate less of the stale popcorn, and less overall if they weren’t hungry. Even
for those with strong popcorn eating habit, the change of environment was
enough to disrupt their automatic behaviour. Overall, in the meeting room,
people ate 50% less popcorn than those in the cinema.
some people in the cinema were told to eat with their non-dominant hand. If
they were right-handed, they were told to eat with the left hand. This jolted
them out of their habitual behaviour and brought the conscious mind back into
Take a close look at your kitchen. Is the first thing you see healthy or unhealthy? What’s easily accessible – fruits or packaged snacks? How big are the containers in which food is stored? How big are the plates you eat out of?
Source: D.T. Neal, W. Wood, M. Wu, D. Kurlander – The pull of the past – personality and social psychology bulletin 37, no. 11 (2011): 1428-1437
How often have we heard that we must take the stairs especially if we
need to go to Floor nos. 1/2/3, yet how many times do we take it? It’s an
exercise that can be so easily incorporated into everyday life, but awareness
yet again doesn’t translate into action.
So a few behavioral scientists put a sign at the bottom of the stairs
telling us that walking up the stairs burns about five times as many calories
as taking the lift. Sixteen
studies analyzed this intervention
and found that on average, stair use increased by 50%. Sure this is from a low
baseline, because not many people generally use the stairs in the first place,
but it does demonstrate that a small nudge can do more than any big-budget-ad-campaign
to change behavior. Few stations in Tokyo, Japan like Tamachi station have
implemented it by mentioning the number calories burned with each step. And a
friend of ours says he feels better while walking up the stairs because he can
see how many calories he’s burning with each step.
Of course there’s a way of making climbing stairs fun like the Volkswagen piano staircase, but putting signs is probably a thousand times cheaper.
Source: R.E. Soler, K.D. Leeks, L.R. Buchanan, R.C. Brownson, G.W. Heath and D.H. Hopkins – Point-of-decision prompts to increase stair use: A systematic review update – American Journal of Preventive Medicine 38, no.2 (2010): S 292 – S 300
Recently it was reported that a 9W 697 Mumbai-Jaipur flight was turned back to Mumbai after take off as, during the climb the crew forgot to select the bleed switch to maintain cabin pressure. This resulted in the oxygen masks dropping. Thirty out of 166 passengers experienced nose and ear bleeding, some also complained of headache.
Aviation safety experts say such an incident was “extremely rare” as turning on the bleed switch is part of a check-list that pilots are expected to mandatorily adhere to. If turning on a switch that regulated cabin pressure is part of standard protocol, how could the pilots make such a simple, common-sensical error. And more importantly how can such errors be avoided in the future?
Traditional thinking suggests increasing the training of the pilots so that it makes them better and thereby avoid such errors. But training is not a full-proof method of ensuring human errors don’t get repeated. That’s because as long as humans need to rely on their memory to ensure the cabin pressure switch is turned on, errors are bound to happen. Sure check lists work. But that’s still a manual method of ensuring that the switch is turned on. And after repeatedly performing the tasks on the checklists over multiple flights, checklists themselves become routine habitual tasks done without much thinking. Also given that there are multiple tasks pilots need to perform in the 3-4 minutes after taking off, the chance of errors happening during those critical moments becomes high.
So instead of the pilot having to rely on their memory or routine check-lists, the answer to avoid such human errors lies in implementing simple behavioural design nudges. For example, if there was a continuous audio-visual reminder that the bleed switch had not been turned on, it would draw the pilot’s attention and it would be highly likely they would have turned it on. Such an audio-visual reminder was not present in this kind of an older generation of aircraft, and therefore the chance of human error increased.
The Japanese have a term for such error-proofing – poka yoke. This Japanese word means mistake proofing of equipment or processes to make them safe and reliable. These are simple, yet effective behavioural design features that make it almost impossible for errors to occur. The aim of error-proofing is to remove the need for people to think about the products or processes they are using. Some examples of behaviourally designed products used in everyday life are the microwave oven that doesn’t work until the door is shut or washing machines that start only when the door is shut and remains shut till the cycle is over. Elevator doors now have sensors that cause them to not close when there is an obstruction. This prevents injury to someone trying to enter as the doors are closing.
Human behaviour cannot be trusted to be as reliable as a machine. In fact, human behaviour is far from perfect. Yes, the people who operate expensive and complicated machines may be the best trained, but human errors in the form of simple error, lapse of judgment or failure to exercise due diligence are inevitable. According to Boeing, in the early days of flight, approximately 80 percent of accidents were caused by the machine and 20 percent were caused by human error. Today that statistic has reversed. Approximately 80 percent of airplane accidents are due to human error (pilots, air traffic controllers, mechanics, etc.) and 20 percent are due to machine (equipment) failures.
Another instance of how systems could be made safe by applying behavioural design is of airplane emergency evacuations. During the emergency landing of the Emirates flight EK521 at the Dubai airport in 2016, passengers were running to get their bags from the overhead cabins, instead of evacuating the plane. Only when the airplane staff began yelling at them to leave their bags and run, did the passengers finally pay heed to their calls and evacuate. Just a few minutes after the evacuation, the plane caught fire. It was a near miss situation. Had even a few passengers waited to get their bags from the overhead cabins, many of them would have got engulfed in fire. Again the natural instinct to correct such a situation would be to train people to evacuate and get them to listen to the flight’s safety instructions. But behavioural science studies have proven that such efforts are time-consuming, money-draining, unscalable and most importantly ineffective at changing human behaviour. In such an emergency situation, if the overhead cabins were automatically locked, with a label “Locked due to emergency”, passengers would not waste time trying to open them. That would in turn get passengers to behave in the desired manner and evacuate faster.
Sometimes behavioural design nudges are intuitive. Other times they are counter-intuitive. In a fire-drill experiment by behavioural scientist Daniel Pink, he found that placing an obstacle like pillar in the middle of a doorway got people to exit a hall 18% faster than without the pillar. The pillar was an obstacle but it split up people into two streams at the exit. That got people to use each side of the door, which in turn made the flow of people exiting the hall a lot smoother and faster. When the pillar wasn’t there to separate them at the exit, people bottle-necked at the door making the exit slower. Likewise, behavioural design could go a long way to design safer buildings, machines and systems and reduce human errors.
Drinking water is essential to human health. The amount one should drink varies from person to person based on gender, age, height, weight, physical activity, sweat levels, metabolism level, body temperature, humidity levels, external temperature, altitude, quantity and quality of food intake, quantity and quality of other fluids’ intake and host of other details. When you don’t get enough water, every cell of your body is affected. You lose a lot of electrolytes, including sodium, potassium and chloride, which are essential to your body’s functions. Pretty much all of your cellular communications revolve around sodium and potassium, including muscle contractions and action potentials. Fatigue, lethargy, headaches, inability to focus, dizziness and lack of strength are all signs of dehydration. Nature has given us a powerful alert system – thirst. But in our busy chaotic lives we often ignore it and forget to drink water.
Behavioural Design vs awareness
There is enough information about why we should drink more water, yet most people feel they don’t drink enough. Education doesn’t change behaviour.
Behavioural change requires a different approach. Drinking water regularly is a good habit. Habits are essentially automatic in nature, where one does not consciously think about the action. In other words, habits are auto-pilot behaviours. For a behaviour to become a habit, it requires three things to come together – trigger, action and reward. When the loop gets completed, the habit sets into place. For example, over a period of time we have gotten used to waking up in the morning (trigger), brushing our teeth (action) and feeling fresh (reward). To create good habits, initially conscious effort is required. However, we humans are lazy, so the lesser the effort to get the habit started, the better. Eg. We forget to drink water during the day. So if there’s a trigger like a reminder from the water bottle, we’re likely to drink water. Over time the action of opening the water bottle because of the reminder can become auto-pilot i.e. become a habit. This approach led us to create a water bottle that glowed and beeped that gently nudged people to drink water 16% more.
We chose to do an experiment in an office of one of our corporate clients. The administration department of that company would keep filled-water-bottles on the desk of each employee every morning and refill it once every evening. So we bought the same type of water bottles for our experiment so as to not draw any suspicion amongst participants. And we created two versions of caps. In the first version of the cap, we fitted a chip which recorded the number of times the water bottle was opened. In the second version of the cap, we fitted a chip which recorded the number of times the water bottle was opened and in addition, the cap now glowed and beeped once after every two hours of the water bottle being opened. If the bottle wasn’t opened, then the cap would glow and beep after an hour. When the water bottle was opened, the cap would sense it and stop glowing. In both versions the chip was hidden inside the caps.
Creating prototypes of both versions of water bottle caps took longer and was costlier than we expected (planning fallacy). We could only produce a total of 70 water bottle caps over more than a year. Thirty-five pieces of each version – first version with recording chip without glow and beep and second version with recording chip with glow and beep. Because of being able to produce 70 water bottle caps we chose to randomly select thirty-five participants from the office employees who wished to participate in our experiment.
In week 1 we gave them our similar looking water bottles with the first version of the cap with recording chip hidden in it. In week 2 we replaced the caps with the second version of the cap with the recording chip with the glow and beep. We accounted for data from Monday morning to Friday night in both weeks. We then compared the data of how many times the water bottle was opened with the numbers of hours the employees had spent in office on each day of Week 1 (no glow and beep) and Week 2 (glow and beep). Had we been able to conduct the experiment amongst a larger set of sample, we would have chosen the typical control group and treatment group, but due to the above mentioned capacity, time and money constraints we did a before-and-after format for this experiment.
In week 2 employees opened the water bottles 16% more than in week 1. It means the employees were not sufficiently hydrated with regular water bottles even though they were kept on their desk right in front of their eyes. The simple Behavioural Design of glow and beep water bottle caps got employees to drink 16% more frequently than without the Behavioural Design nudge.
Frequently asked questions
Q. How much water does one need?
A. Scientific studies are inconclusive on the amount of water required by an adult. Some say its 3 litres. Some say 2.5 litres. Some (Mayo clinic) say for men its 3 litres and for women its 2.2 litres. But fact is that calculating how much water you need depends upon your gender, age, height, weight, physical activity, sweat levels, metabolism level, body temperature, humidity levels, temperature, altitude, quantity and quality of food intake, quantity and quality of other fluids intake and host of other reasons. It’s extremely difficult to calculate real time hydration levels accurately.
Q. Why didn’t we create a bottle that could calculate how much water each individual person needed?
A. To do that we’d need to know people’s gender, age, height, weight, physical activity, sweat levels, metabolism level, body temperature, humidity levels, temperature, altitude, quantity and quality of food intake, quantity and quality of other fluids intake and host of other details. It’s extremely difficult to calculate real time hydration levels accurately. Sensors and software that can capture all of the above seamlessly are very expensive as of date. Measuring only some of the inputs would lead to an inaccurate result that would be misleading. So we used a simple rule of thumb of drinking water every two hours to stay hydrated.
Q. What’s the best way to judge whether you are hydrated or dehydrated?
A. The most scientific and simplest way to judge whether you are hydrated or dehydrated is to look at the colour of your urine. If your urine is crystal clear it means you’re probably drinking too much water. If its light or mild yellow it means your drinking an adequate amount of water. If its proper yellow or darker it means you need to drink more water. If its brown you need to visit a doctor.
Mild Dehydration Affects Mood in Healthy Young Women – Lawrence E. Armstrong, Matthew S. Ganio, Douglas J. Casa, Elaine C. Lee, Brendon P. McDermott, Jennifer F. Klau, Liliana Jimenez, Laurent Le Bellego, Emmanuel Chevillotte and Harris R. Lieberman – The Journal of Nutrition – 21 December, 2011.
Mild dehydration impairs cognitive performance and mood of men – Matthew S. Ganioa, Lawrence E. Armstronga, Douglas J. Casaa, Brendon P. McDermotta, Elaine C. Lee, Linda M. Yamamotoa, Stefania Marzano, Rebecca M. Lopez, Liliana Jimenez, Laurent Le Bellego, Emmanuel Chevillotte and Harris R. Lieberman – British Journal of Nutrition – Volume 106 / Issue 10 / November 2011, pp 1535-1543
Lawrence E. Armstrong – an international expert on hydration who has conducted research in the field for more than 20 years (professor of physiology in UConn’s Department of Kinesiology in the Neag School of Education)
‘We’re only human’ is a term associated with humans of course, but more so with accidents. But if that were our attitude we wouldn’t be able to learn much on how to prevent them in the future. And thankfully that’s not what happened after the train accident on 6th March, 1989 in Glasgow, Scotland.
That afternoon the train driver, pulled out of Bellgrove station and within half a mile, ploughed head-on into a train travelling in the opposite direction. The driver of the other train died along with another passenger. The driver who caused the accident had to be cut free from the wreckage and lost a leg in the accident.
So how and why did the accident happen?
It was the guard’s responsibility to check that all passengers were either on or off the train and that the signal on the station indicated that it was safe for the train to proceed. The guard admitted that he had not checked the signal, partly because it wasn’t easy from his position at the back of the train and he knew the driver would be able to see it clearly from the front. He rang the usual two bells to give a ready-to-start signal. But the signalman confirmed that the signal was red during the whole time. On the other hand, for the driver, the red signal would have been visible for another 13 or 14 seconds, even after pulling away, but he still didn’t notice it. In the final investigation report, the driver got the majority of the blame for the accident, with the guard cited as a contributory factor, because ultimately it is the driver’s responsibility to check that it is safe to proceed.
The accident happened because the driver had built up a simple habit. When he heard the two bells, he acknowledged it and set off without checking the signal himself.
A Behavioural Design solution was used later to prevent such accidents from happening. A reminder switch was put in the driver’s cabin that cut power to the train, when it was activated. Drivers were made to turn it on when they stopped at a station as an extra safety check. Now if they heard the two bells and tried to apply power immediately, the train wouldn’t move. They had to turn off the reminder switch, and that prompted them to check the signal first. But a system, which halts the train automatically, if the driver jumped the red signal, would be an even better Behavioural Design solution.
Source: Making Habits Breaking Habits by Jeremy Dean
Our latest talk was on applying behavioural science for improving employee performance and happiness at the Gartner Symposium ITXPO, Goa for India’s Top 300 CIOs.
Behavioural science experiments on employee performance and happiness show that businesses often operate in ways that are not aligned to principles of human psychology, leading to engagement and motivation levels that are disappointing.
For example, when performance appraisals are done annually, employees are also given feedback on improvement and learning. But behavioural science shows that the focus of employees at that stage is on earning, while learning shuts down. Companies can benefit to a great extent if the ‘scope of improvement’ conversation is done as a separate exercise at a separate time than the performance review and appraisal.
The talk covered behavioural science findings on rewards, recognition, incentives – monetary, non-monetary, experiential; performance appraisal, feedback, teams, collaboration, workplace design, change management, productivity, culture and core values.
Like we always do, the talk focussed on simple but innovative and practical Behavioural Design nudges that could make a big difference in employee performance and happiness.