DIGITAL BEHAVIORAL DESIGN

Download presentation
1 - 20

dstech's Recent Documents

How to succeeding in a Micro-Moment World
How to succeeding in a Micro-Moment World

Today, you have to earn the customer’s consideration
and action, moment after moment. Why? Because
people are more loyal to their need in the moment than to any particular brand. Case in point:

published 3K
Distinguish between the language of speech and writing
Distinguish between the language of speech and writing

Mastery focus : Distinguish between the language of speech and writing
Recognise vocabulary and structures for formal speech and writing, including subjunctive forms
Use passive verbs
Use semi-colons to mark boundaries between independent clauses

published 84K
How Landscape Artists Contributed to the Establishment of the National Park System
How Landscape Artists Contributed to the Establishment of the National Park System

Because the wonders of the Yellowstone region had not been seen by more than a handful of people on the East Coast, conveying the features of the amazing landscape to the American public and the U.S. Congress was crucial to ensuring the preservation of Yellowstone.

published 23K
To be able to demonstrate an understanding of how images are stored using binary
To be able to demonstrate an understanding of how images are stored using binary

I can describe how images are stored using binary.
I can explain how colour depth of an image is determined.
I can explain the difference between lossy and lossless compression.

published 7K
Adolescents’ Gadget Addiction and Family Functioning
Adolescents’ Gadget Addiction and Family Functioning

The aim of the study is to examine whether gadget addiction influences adolescent’s family
functioning and its dimensions. Data were collected from 226 adolescents aged 12-18 years old.
We used Smartphone Addiction Scale Short Version (SAS-SV) developed by Kwon et al.
(2013) to measure gadget addiction and Family Assessment Device (FAD) developed by Epstein
et al. (1983) to measure family functioning.

published 3K
DIGITAL BEHAVIORAL DESIGN
DIGITAL BEHAVIORAL DESIGN

Through great books, workshops, and services, more people each month are beginning to use these techniques to solve crucial problems and build great tools.

published 218K
A study of the design process - Eleven lessons: managing design in eleven global brands
A study of the design process - Eleven lessons: managing design in eleven global brands

How do leading companies manage design in their businesses? Our in-depth study of the design processes used in eleven global brands gives real insights into the way design operates in these firms, and delivers usable lessons for all designers and managers.

published 11K
RACIAL JUSTICE IN EDUCATION
RACIAL JUSTICE IN EDUCATION

Racial justice is the
systematic fair treatment of
people of all races, resulting in
equitable opportunities and
outcomes for all

published 21K
Download Section

Download - The PPT/PDF document "" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.






Document on Subject : "DIGITAL BEHAVIORAL DESIGN"— Transcript:

1 3NirEyal.Hooked:Howtobuildhabit-formingp
3NirEyal.Hooked:Howtobuildhabit-formingproducts.Penguin,2014ThePowersofHabit4,RichardThalerandCassSunsteinsworkon4CharlesDuhigg.Thepowerofhabit:Whywedowhatwedoinlifeandbusiness,volume34.Rand

2 omHouse,2012ChoiceArchitectureinNudge5,D
omHouse,2012ChoiceArchitectureinNudge5,DanArielysworkonBehavioral5RichardHThalerandCassRSunstein.Nudge:Improvingdecisionsabouthealth,wealth,andhappiness.HeinOnline,1999EconomicsinPredictably

3 Irrational6,DanielKahnemanspioneering6D
Irrational6,DanielKahnemanspioneering6DanAriely.Predictablyirrational.HarperCollinsNewYork,2009workondecisionmakinginThinkingFastandSlow7,RobertCialdinis7DanielKahneman.Thinking,fastandslow

4 .Macmillan,2011Inuence It omputationalN
.Macmillan,2011Inuence It omputationalNeuroscienceRecentresearchhasmadestridesinunderstandingthebrainsmotivationmachinery.Thestudyofbrainstructures,chemicals,andcircuitsresponsibleforhowwel

5 earnfromexperience21have21particularlyfr
earnfromexperience21have21particularlyfromreinforcementmadesignicantprogressinthepastdecadefrombasicresearch,medicine,andevenarticialintelligenceandroboticsresearch.Wenowhaveclearerundersta

6 ndingsofhowthebrainformshabits, muchchea
ndingsofhowthebrainformshabits, muchcheaperthanyoucouldhavein themutually-reinforcingrelationshipbetweenacademicscience,high-techcompanies,ispushingtomakesthesetoolseasiertouse.frameworksaref

7 reelyavailable,anyonecanstartusingpatter
reelyavailable,anyonecanstartusingpatterndetectors,predictionengines,andautomationpipelinesthatmighthave,10yearsago,takenseveralPhDsworthofinnovation,andonlybeenusablebythehandfulofexpertswh

8 obuiltthem.Bettertoo,dozensoffreevideoco
obuiltthem.Bettertoo,dozensoffreevideocoursesfromleadinguniversitieshelpanyone,globally,startbuildingsophisticatedmachinesthatlearn.2323DaltontookAndrewNgsduringgraduateschool.100%recommende

9 d.Today,yourappcansenseausersbehavior.I
d.Today,yourappcansenseausersbehavior.ItcansendthatdatatotheCloudinstantly.ThatdatacanbeprocessedbyPersuasiveAIdesignedtomodifytheirbehavior.ThatAIcaninstantlyrecommendtoyourapphowtomodifyit

10 sdigitalenvironment(itsUX)toinducethatus
sdigitalenvironment(itsUX)toinducethatusertochangehisbehavior.Allofthiscanbebuilt-andoperated-cheaplyandscalably-touchingnotonlythatusersmindbutmillionsofmindsgloballyeverysecond.2424thisisl

11 iterallywhatwedoat BehavioralDesigncanbe
iterallywhatwedoat BehavioralDesigncanbeanextremelystrongdrivingforceinbuildingthatworldwhenusedwithinastrongethicalframework.Asfaraswecantell,thereareatleasttwomajorethicalquestionsunderpinn

12 ingBehavioralDesign.1.)IsanyBehavioralDe
ingBehavioralDesign.1.)IsanyBehavioralDesignethicalatall?2.)IsthisparticularuseofBehavioralDesignethical?BehavioralDesignpatternsaredarkorlightdependingonhowyouusethem.Dontletthevillainsbet

13 heonlyoneswithsuperpowers.!BehavioralDe
heonlyoneswithsuperpowers.!BehavioralDesignisasetoftechniquesforpersuasion.Itisatechniqueofcoercion.Whenusedproperly,BehavioralDesigntakesadvantageofcognitivebiasestomakeparticularbehaviorsm

14 orelikely:itdoesnotforcecertainactions.I
orelikely:itdoesnotforcecertainactions.Itdoesnotuseviolenceorthreatstochangebehavior.Itdoesnotliterallyrestrictsomeonesabilitytoactornot.Itmerelyprovidestestable,provablewaytoincreasethechan

15 cesthatbehaviorschange:itdoesnotforcecha
cesthatbehaviorschange:itdoesnotforcechange.ItisaTechnologyofBehavior,notaTechnologyofForce.Tothatextent,thetechniquesofBehavioralDesign,andDesignersthemselves,mustrespectpersonsintrinsicrig

16 htstofreedomof AlignmentwithSocialGood3.
htstofreedomof AlignmentwithSocialGood3.AlignmentwithaUsersDesires1.TransparencyBehavioralDesign,andourusesofit,aremostethically-aligned behaviors.AmbientCommunicationOften,youllneedtoprese

17 ntcomplexordenseinformationtosomeone.Amb
ntcomplexordenseinformationtosomeone.AmbientCommunicationprescribesthatusingnon-textcommunication,suchascolor,size,texture,pattern,motion,sound,vibration,ortimecanhelpyoucommunicatecomplexcon

18 tentto roupStructureIfyourAppconnectspeo
tentto roupStructureIfyourAppconnectspeopletooneanother,howdoyouknowthebestwayeachuserwouldprefertoexperiencethissocialcomponent?Differentusersexhibitdifferentpreferencesfortheirinteractionsw

19 itheachother:somefeelmostmotivatedalone,
itheachother:somefeelmostmotivatedalone,othersinsmallgroupsofpeers,andsomeinthefullgazeofpublic.OptimalGroupStructureproposesthatthereexistpredictable,optimalscopesandnaturesofinteractivitybe

20 tweenappusersthatwillbestmotivatethemtoc
tweenappusersthatwillbestmotivatethemtochangetheirbehavior.PersonalizationYoumayhaveheardofthehypothesisthatstudentshavelearningstyles,34andthatstudentslearnbestwhenmaterialisadaptedto34Vis

21 ual,Auditory,Tactile,Converger,etc.thats
ual,Auditory,Tactile,Converger,etc.thatstyle.Thathypothesishasbeensoundlyrepeatedlyfalsied.3535ScottOLilienfeld,StevenJayLynn,JohnRuscio,andBarryLBeyerstein. )mentallyassociatedtotheperforma

22 nceaparticularaction.Youcanthinkofitlike
nceaparticularaction.YoucanthinkofitliketheIfthis�thenthatpairingofacuetoanaction:ifsensecue,thendoaction.Non-BehavioralDesignersonlyfocusontheactionasthewhole understandingwhethero

23 rnotauserwillact.HisMATModel3838Dr.Fogg
rnotauserwillact.HisMATModel3838Dr.FoggsMATModel,onlinesuggeststhatusersperformahabitwhentheyhaveadequate[M]otivation,[A]bility,andinthepresenceofaSynthetic[T]rigger.AsaBehavioralDesigner,yo

24 uneedtobalancehowmotivatedauserisagainst
uneedtobalancehowmotivatedauserisagainsthowdifcultataskis.Ifanactionistoohard,theuserwontdoit.Iftheactionistooeasy,thenyouvewastedtheusersmotivationalpotential.Theywerereadytodosomethingh

25 ard,butyoudidntaskenoughfromthem.Ideall
ard,butyoudidntaskenoughfromthem.Ideally,yourproductshouldpresentasyntheticcueforanactionthatsomeoneisabletoperformwhentheyremotivatedtoact.SomeActionsareeasiertoturnintouserhabitsthanother

26 s.WhenweatBoundlessMindhelpourclientside
s.WhenweatBoundlessMindhelpourclientsidentifywhatactionsinsidetheirappwouldbebesttoturnintoahabit,weusethefollowingcriteria:1.SmallActionsarebetterthanlargeActionsFavorashortactionthatcanbequ

27 icklyaccomplishedoversomethingthattakesa
icklyaccomplishedoversomethingthattakesalotoftime,rigour,focus,energy,orotherscarceresources.Theuserisalmostalwaysbusy.Theyhavetimeforyourapp-andyourhabit-solongasitcouldalreadytintotheirlif

28 e.2.SpecificActionsarebetterthangeneral,
e.2.SpecificActionsarebetterthangeneral,largerbehaviorsWhatuserbehaviorsinyourapplendthemselveswelltobecomingahabit?What RememberthatonefoodordrinkyoujustCANThaveanymorebecauseofthatonetimei

29 tmadeyoureaaaallysick?Yeah.Thatsthekind
tmadeyoureaaaallysick?Yeah.Thatsthekindofone-shotlearningthebrainsgoodatfor TotheBehavioralDesigner,rewarddoesntjustmeansomeprizeearned.Rewardisbroaderthanagiftorabonusorathingwecanmea

30 sureindollars.AsBehavioralscientistsandB
sureindollars.AsBehavioralscientistsandBehavioralDesigners OneofSkinnerspigeonsinanoperantchamber.Whenthelightcameon(cue),abirdwouldpeckatthebutton(action)andthebuttonwouldclick(feedback).At

31 rstbirdsdidthismerelybychance.Butasfoodp
rstbirdsdidthismerelybychance.Butasfoodpellets(reward)beganbeingreleasedaftersomepecks-unexpectedly-thebirdsquicklylearned.Somebirdsgotapelleteverypeck.Somegotpelletsveryrarely.Some,inbetween

32 .Somegotapelleteveryfewminutes,somegotap
.Somegotapelleteveryfewminutes,somegotapelletatrandomtimes.Somegotapelletafterevery3rdpeck.Somegotapelletafterarandomnumberofpecks.Skinnernoticedsomethingfascinating.Somebirdsstartedpeckingmu

33 ch,muchmorethanothers.!"#$Thepelletswere
ch,muchmorethanothers.!"#$Thepelletswereallthesame.Thebirdswerelargelysimilartooneanother.Sowhataccountsforthedifference?Hefoundthatthepatternofpeck"pelletorpeck"no-pellet47waschangingtheirpe

34 cking.47Hecalledtheseschedulesofreinfor
cking.47HecalledtheseschedulesofreinforcementThebirdsthatreceivedpelletsafteraseeminglyrandomnumberofpecks(whathecalledaVariableRatioreinforcementschedule)learnedtoassociatethesyntheticcuel

35 ightwiththebutton-peckactionmuchfasterth
ightwiththebutton-peckactionmuchfasterthananyoftheothergroupsofbirds.Andtheypeckedmuch,muchmore.Theirfuturepeckingwasbeingactivelyprogrammedbytheconsequencesoftheiractions(overwhichheheldcont

36 rol.)NotonlydidSkinnerhaveevidencethatbe
rol.)NotonlydidSkinnerhaveevidencethatbehaviorisshapedbyreward,hefoundthatthepatternofreward-whenandhowitsgiven-wascriticaltoshapingbehavior.AfewyearsearlieratMcGillUniversity,Drs.OldsandMil

37 nertookamoredirectapproachtoshapingbehav
nertookamoredirectapproachtoshapingbehavior.Theyskippedthetaste-budsentirelyandinsteadplacedelectrodesdirectlyintoratsbrains.48ElectricalstimulationintheSeptumbrainregionwould48Specically,t

38 heyplacedtheelectrodesintoabrainregionkn
heyplacedtheelectrodesintoabrainregionknownastheSeptum(locatedimmediatelybeneaththeBasalGangliasmainpleasurecenter).causetheemotionalsensationofpleasurefortherats.Thentheygavetheratsasmallle

39 vertheycouldpush.Thatleverwouldsendaburs
vertheycouldpush.ThatleverwouldsendaburstofelectricitytotheSeptum.Andman,theratsLOVEDthatlever.Infact,theratswouldpressithundredsoftimesanhour.Sometimeseventhousandsof RewardsoftheHuntReward

40 softheHuntsatisfyourdesireforconquest.Th
softheHuntsatisfyourdesireforconquest.Thegainsofvictory.Thesetiecloselytotheprimaryreinforcersthatourbrainsevolvedbecausetheymostcloselymimicreality(hence,thenameHunt.)BehavioralDesignersofte

41 nuseRewardsoftheHuntingames,insettingswi
nuseRewardsoftheHuntingames,insettingswithcompetition,and(surprisingly),insituationswherethenextblastofdopaminemightbejustafewswipesaway.5252Werelookingatyou,Tinder.Dotheuseractionsinyourapp

42 haveanobviouscomponentofcompetition?Dous
haveanobviouscomponentofcompetition?Dousersseekinsideyourapp?Arethecorebehaviorsyouneedtoincreasepartofagame?Partofachase?Ifso,whatsortofRewardoftheHuntcanyouimplementtosurpriseanddelightthem

43 ?R maximizegainsfromyourcurrentusers,ita
?R maximizegainsfromyourcurrentusers,itactivelyhelpsyougrow DevelopingaCultureofExperimentation,aworkenvironmentwherepeopleareinformed,empowered,andrewardedforexperimentation,iscriticalforsuc

44 cess.AsManagement,itsyourjobtocreatethe
cess.AsManagement,itsyourjobtocreatetheemotionalandoperationalspacethathelpsProduct,Design,andEngineeringTeamsexperiment.Forthemtobecreative,takerisks,andlearnastheyiterate.IfyoureusingaLea

45 norAgiledevelopmentmethodology,muchofthi
norAgiledevelopmentmethodology,muchofthismightfeelintuitive.TrackingexperimentationandtinkeringasaninternalperformancemetriccanshowyouifyouresucceedinginbuildingaCulturethatencouragespeoplet

46 oexperimentandlearn,andforgivesandunders
oexperimentandlearn,andforgivesandunderstandswhenthingsgosideways. Goal3:PushNoticationsareOwnedbyProduct,notbyMarketing.Forhistoricalreasons,MarketingandMessagingTeamsoftenownresponsibility

47 foraProductsuserretention.Thisismostcom
foraProductsuserretention.ThisismostcommoninteamsthatstartedaftertheadventoftheWeb,butbeforetheriseofMobile.BeforeMobile,theseteamsusedemailtore-engagelostusers,ormarketnewproductstoretained

48 users.WhenPushNoticationscameout,itseem
users.WhenPushNoticationscameout,itseemedlikeanaturalt:PushNoticationswerejustre-engagementemails,butfaster.SothesameMessagingandMarketingTeamsbecameresponsiblefordesigningandsendingPushNo

49 tications,andbyextension,userretention.
tications,andbyextension,userretention.. ! . . . Weunderstandhowthiscametobe,wejustthinkitsaterriblesetup.ThisturnedPushNoticationsintoachannelforspam.Spamthatjusthappenedtob

50 eclosertousersbrains.ItcreatedthePush-o
eclosertousersbrains.ItcreatedthePush-overloadworldweliveintoday.ItexplainswhyPusharejustoftentreatedassmallercrappieradvertisements,insteadofthoughtofascues. Segmenting arerun.Werecommendse

51 gmentingaportionofyouruserbasetoconducta
gmentingaportionofyouruserbasetoconductarolloutexperiment.Deploythenewchangestothatsegment.MeasurehowuserbehaviorKPIsarechangingovertime,andhowthesechangesaredifferentbetweenthewholeuserbasea

52 ndtheexperimentalsegment(or,betweenacont
ndtheexperimentalsegment(or,betweenacontrolgroupandatreatmentgroupintheexperimentalsegment).Ifsheseesstatisticallysignicantchangesinuserbehaviorthatcorrelatewiththechange(andnoothermodicati

53 ons,norchance),thatsasignalthattheinter
ons,norchance),thatsasignalthattheinterventionisworkingasdesigned!Sheshouldfeelempoweredscalingoutthedeployedchangetotheentireuserpopulation.Repeat!Often!IfthemeasuredbehavioralKPIsarentcha

54 nging,orarechanginginwaysthatsuggestthey
nging,orarechanginginwaysthatsuggesttheyrehurtingengagementandretention,shecanrollbackthedeployment,documentwhathappened,explorerootcauses,andreturnagainwithadifferentexperiment.Noharmdone:s

55 omethingextremelyvaluablewaslearned. Int
omethingextremelyvaluablewaslearned. Inthisexample,aKPIyoumightconsidertrackingforthisteammaybehowsubtleofachangeinuserengagementcanbeaccuratelypredictedbythetooltheyredeveloping.Astheyexper

56 imentanditerateandexperimentanditerate,y
imentanditerateandexperimentanditerate,youcouldexpectthemtomakesomequantiableprogresstowardimprovingthetoolsprecisionandaccuracyatpredictinguserengagementchanges.If,evenwithmorework,theirto

57 olspredictionsdontbecomemoreaccuratewi
olspredictionsdontbecomemoreaccuratewithtime,itslikelythatsasgoodasthemeasureisgoingtoget,andtheteamshouldstartworkingonadifferentgoal.Becausetheyrelargelyoperatingattheedgeofbothhumanun

58 derstanding,andtechnology,theirworkwillo
derstanding,andtechnology,theirworkwilloftenresembleacademicresearchmorethananything.Because,tobefair,theyreliterallybuildingtoolsnoonesevermadetosolveproblemsnooneconsideredsolvable.Cutem

59 someslack.Considerfosteringcollaboration
someslack.ConsiderfosteringcollaborationsbetweentheseDataScienceTeamsandotherinternalteamswitheventslikeinternalsymposiaanddatahackathons.Thesewillgivethedatascientistsvisibilityonwhatproblem

60 sotherteamsareseeing,andshowtheotherteam
sotherteamsareseeing,andshowtheotherteamswhatkindofproblemstheDataScienceTeamisabletosolve.Also,20%timethatallowstheDataScienceTeamfreedomtotinkercancreatethekindofinnovationthatmanagementd

61 idntknowtoaskfor.6767Alotofgreatscience
idntknowtoaskfor.6767Alotofgreatsciencestartswithabeeranddoodles.Trustus.Were ehavioraliststoFloatOnceyourProductteamhasincorporatedBehavioralDesigndeeplyintotheirprocessesandtools,theBehav

62 orialistsandpolymathsyouvestaffedupwith
orialistsandpolymathsyouvestaffedupwithshouldbeallowedtodissociatefromtheProductTeamtofocustheirattentiononyourotherbusinessprocesses.Grantthemtheirownbudget,aplacethemorthogonaltoyourstanda

63 rdorganizationchart(perhapsreportingtoaC
rdorganizationchart(perhapsreportingtoaCTOorCOO),butnoimmediateabilitytoforcechanges.Treatthemlikeunderpowered,in-houseconsultants.TheirfreedomtounhookfromProductandobservehowotherhuman-facin

64 gpartsofthebusinessoperatewillnotjustspr
gpartsofthebusinessoperatewillnotjustspreadthesetechniquesandtheirimpacttotherestofyouroperations,itwillencouragethetypeoflateralthinkingthatwilldrivefutureinnovationbackwithintheProductTeami

65 tself.OnceotherteamsarefamiliarwiththeBe
tself.OnceotherteamsarefamiliarwiththeBehaviorTeam,andtrusthasbeenestablished,encouragetheBehaviorTeamtoproviderecommendationstotheseotherbusinessunits,andincentivizethe certainpredictableway

66 s.Inthischapter,weexploreseveralexamples
s.Inthischapter,weexploreseveralexamplesofProductsandEnvironmentsyourealreadyfamiliarwith,andhighlighttheBehavioralDesigntechniquestheyveusedtoengineerhowpeoplebehave.ReinforcementLearninga

67 ndCues:FacebookFacebookhasmasterfullyemp
ndCues:FacebookFacebookhasmasterfullyemployedBehavioralDesigntechniquestobuildoneofthemosthabit-formingproductsonanyonesphone.Whiletheyveusedseveraldifferenttechniques,wefocushereontwo:Rein

68 forcementLearningandCues,whichtheyvecom
forcementLearningandCues,whichtheyvecombinedtogetheranimplementationofCARModel.PINGyouhaveanewnotication!Cananyonereallyresisttheurgetoopentheappandseewhatsinside?!Thatnoticationstartst

69 henextchainofeventstounfold:youunlockyou
henextchainofeventstounfold:youunlockyourphone,ndtheFacebookApp,andopenit.AsdescribedbytheCARModel,yourepresentedwithaSyntheticCue(acuedesignedbyFacebookthattheycontrol),andyouperformthedes

70 iredtargetAction.Then,whenyouopentheapp,
iredtargetAction.Then,whenyouopentheapp,therearenoticationswaitingforyou.And,maybe,oneofthenoticationsisdelightful!Here,FacebookemployedReinforcementLearningtocarefullyinduce AtBoundlessMin

71 d,weexploredthisconceptwithourapp,Space.
d,weexploredthisconceptwithourapp,Space.WewereinterestedinhelpingpeopleregaincontroloftherelationshipstheyhavewithappsbychangingtheimpactoftheCARModel.StimulusDevaluationoperatesbyincreasingt

72 hetimedelaybetweenanactionandthereinforc
hetimedelaybetweenanactionandthereinforcementthatauserreceivesforthatinteraction.AsdiscussedinChapters2 rewardingstimuli,whiledecreasingthechancethattherewardcan ,theleadingcausesofdeathwerei

73 nfectiousdiseases.Men,women,andchildrens
nfectiousdiseases.Men,women,andchildrensufferedTyphoid,Pneumonia,Fever,Tuberculosis,andInuenza.Wediedofpathogens70inourwaterandfoodandurbanairfromwhichwe70forwhichwebarelyhadnamesyethadlittl

74 echoicebuttosuccumb.Andthensomethingbrav
echoicebuttosuccumb.Andthensomethingbravehappened.WetookseriouslytodevelopingarigorousTechnologyoftheBody.Tomodernmedicine,sanitization,andvaccination.Wechallengedourpreviouslyheldnormsofthes

75 anctityofbody,andmenandwomenworldwidein
anctityofbody,andmenandwomenworldwidein BJFogg.PersuasiveTechnology:UsingComputerstoChangeWhatWeThinkandDo.MorganKaufmann,2002.BillGates.Gatesnotes.URLhttps://www.gatesnotes.com/.JohnGeake.Ne