BYTE SIZED CHANGE: How Behavioral Science can Influence Outcomes & Solve Problems - ACMP UK
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BYTE SIZED CHANGE:
How Behavioral Science can Influence Outcomes & Solve Problems
Craig Mills, Senior Change Manager and Advisor | John Quereto, Managing Partner
Garth German, Senior Change Manager and Advisor | Katie MacDonald, Change Consultant
ACMP UK 2018
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AGENDA
Topic
Welcome. Introductions.
Science vs. Practice.
Refresh. 5 Practical Behaviors.
Speed Round.
Application.
Debrief. Closing.
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Change ManagementACMP
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2018
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REFRESH
Behavioral Economics
Neuroscience
Applied Behavioral Science
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Change ManagementACMP
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INCORPORATE FAST vs.
SLOW THINKING
ACMP UK 2018
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INCORPORATE FAST vs.
SLOW THINKING TACTICS
Architect choices so the brain’s “fast thinking” does
not work against us.
FAST (system 1) thinking uses pre-programmed
biases.
SLOW (system 2) thinking carefully analyzes data
to reach an optimal outcome.
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2018
SIMPLIFY COMPLEX CHOICES
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Change ManagementACMP
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2018
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SIMPLIFY COMPLEX CHOICES
Provide structure to help people simply complex choices.
Limit the number of choices by focusing on the few critical choices.
Use predetermined criteria to “automate” the decision.
Define decision processes in advance.
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LEVERAGE THE SOCIAL
ORIENTATION OF THE BRAIN
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LEVERAGE THE SOCIAL
ORIENTATION OF THE BRAIN
The brain is wired for social interaction.
Social reinforcements are stronger than inanimate ones.
The brain’s social presets affect the choices people make.
• Reward using SCARF.
• In group/Out group dynamics.
• “Herd” mentality.
• Loss aversion is stronger than reward possibilities.
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TELL A STORY
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© EXPRESSWORKSTELL A STORY
Stories prime us to create connections between the
social, emotional, and logical parts of the brain.
Stories create empathy, promoting “in group” affiliation.
Emotions in stories trigger chemicals which promote
complex brain connections.
Context is most richly communicated in stories.
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© EXPRESSWORKSFOCUS ON
THE FEW KEY
BEHAVIORS
THAT DRIVE
RESULTS
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© EXPRESSWORKSFOCUS ON THE FEW KEY
BEHAVIORS THAT DRIVE RESULTS
Reinforcement for results requires focus and effort.
Narrow from all desired behaviors to few that drive results.
Pilot test to remove unintended consequences.
Monitor, measure, and test for unintended consequences.
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Change ManagementACMP
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2018
© EXPRESSWORKSAPPLICATION
TIME: 14 minutes
PROCESS: Read the scenario. Determine which principles
might be the most effective to apply. Each person
choose a card from the deck. Discuss how you
would apply those principles to change behavior
and narrow to the top five principles.
REPORTER: Take notes during the conversation and be
prepared to share the best application with the
broader group.
END OF PLAY: Prepare for the next round by “discarding” the
cards already played. You cannot choose any of
the same cards during the next round.
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© EXPRESSWORKSAPPLICATION SCENARIO #1
Launching New Organization
You are launching a new organization. You love the collaboration you have had
with your team but now as the organization grows, and new people come
onboard, you see behaviors creeping in that you really don’t want as part of the
the new company.
• You have grown from 10 to 25 people in the last 60 days.
• You are seeing people take the view that “it is not my job” when asked to do
tasks outside of their job description.
• The pace of development is slowing down.
• When asked, the new employees have a tough time articulating what they
“do.”
• Venture capitalists are coming to investigate your company to see about
raising additional funding and you want them to see your best.
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© EXPRESSWORKSAPPLICATION SCENARIO #2
Launching New Organization
You are launching a new product. The great thing about your product is that is
better than anything out in the market (or currently being used anywhere else in
the company). You have done some pilot tests but people are just not excited.
You have gone to great lengths to explain all the options, which are limitless. It
can be used in almost every business situation but the pilots show that it is just
not getting used.
• Feedback is that people don’t know what to do with it.
• People seem to like their old tools better, despite all the benefits and despite
acknowledging that the new tool is better than the old ones.
• The pilot companies have been supportive but they haven’t mandated its
use.
Change ManagementACMP
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© EXPRESSWORKSDEBRIEF. CLOSING.
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Change ManagementACMP
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2018
© EXPRESSWORKSACMP UK 2018 © EXPRESSWORKS
Want to stay current?
Below is a list of potential sites, journals, and references for behavioral sciences.
Easy and Free
• Behavioraleconomics.com - https://www.behavioraleconomics.com/resources/introduction-behavioral-economics/
• Psychology Today - https://www.psychologytoday.com/us/basics/neuroscience
• Science Daily - https://www.sciencedaily.com/releases/2017/08/170814092949.htm
Scholarly, Subscription or Fee Required
• Neuron -https://www.cell.com/neuron/home
• Journal of Management Studies - https://onlinelibrary.wiley.com/journal/14676486
• Journal of Personality and Social Psychology - http://www.apa.org/pubs/journals/psp/
• Journal of Experimental Psychology - http://www.apa.org/pubs/journals/xge/
• Neuroleadership Journal - https://neuroleadership.com/portfolio_category/journals/
• Journal of Change Management - https://www.tandfonline.com/toc/rjcm20/current
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