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PUSHING
BUTTONS
& PULLING
TRIGGERS
          Kelsey Ruger, ChaiONE
                  @themoleskin
   http://www.themoleskin.com
OMG. Please SHUT UP.
PSYCHOLOGY & COGNITIVE SCIENCE
TO CONNECT WITH PEOPLE
AND CREATE VALUE
A QUICK STORY ABOUT
UNDERSTANDING PEOPLE
models help us frame common
 MODELS APPEAR IN A LOT OF
                             problems and predictions. they
       DISCIPLINES.
                                work - until they don’t.




A QUICK STORY ABOUT
UNDERSTANDING PEOPLE
TEACHERS

                                timeline
        Figures                         ss
                          ine
                  Discipl
Facts
Q:   REMEMBER
     YOUR FAVORITE
     TEACHER?
KNew facts      understood         understood
don’t ALWAYS   basic motivation     when these
   matter        mechanisms       mechanisms work




           Q:      REMEMBER
                   YOUR FAVORITE
                   TEACHER?
STOP
WHAT’s really going on?
PSYCHOLOGY & COGNITIVE SCIENCE HELP
The study of human perception, thinking and learning can
provide us with crucial insight into the needs of the end user.
PSYCHOLOGY & COGNITIVE SCIENCE HELP
The study of human perception, thinking and learning can
provide us with crucial insight into the needs of the end user.




                                             We are looking for
   psychology studies
                                             ways to change or
   behavior change and
                                              create behavior.
      way it happens
WHY TRIGGERS AND BUTTONS?
WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE
AND WHAT MAKES THEM TAKE ACTION.
WHY TRIGGERS AND BUTTONS?
WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE
AND WHAT MAKES THEM TAKE ACTION.




 WHY CHANGES IN THE   WHY UNDERSTANDING THE           Putting
 way MARKETS BEHAVE   ROLE OF PSYCHOLOGY IN        PSYCHOLOGY &
   IS IMPORTANT IN      our EXPERIENCEs AND      COGNITIVE SCIENCE
      MARKETING       Interactions IS CRITICAL    to work for you
[DISCLAIMER]
I AM NOT A COGNITIVE SCIENTIST




              }
PSYCHOLOGY
COGNITIVE SCIENCE       WHETHER YOU ARE A
NEUROSCIENCE        MARKETER OR DESIGNER ALL
                       THESE SUBJECTS ARE
PERSUASION          BECOMING MORE IMPORTANT
                    TO BUILDING PRODUCTS FOR
DECISION MAKING         TODAY’S CONSUMER.
STORYTELLING
LESSONS IN A TWEET

1    cognitive science can tell us a lot about how to
     best create products and services that
     consumers will want.


2    YOUR EXPERTISE MAY NOT BE AS VALUABLE AS YOUR
     ABILITY TO UNDERSTAND HOW PEOPLE COME MAKE
     DECISIONS AND PROCESS CHOICES.
WHY CHANGES IN THE
                                 way MARKETS BEHAVE
                                   IS IMPORTANT IN
                                      MARKETING




THE WORLD HAS CHANGED
BEHAVIOR IS A MUCH LARGER PART OF WHAT WE
should TO BE CONCERNED WITH.
CASE STUDY
SAMSUNG APPLE FAN BOY COMMERCIAL
STOP
WHAT’s really going on?
     Heuristics: People often make
decisions based on approximate rules of
       thumb and not strict logic.


Framing: The collection of stereotypes that
   make up the mental emotional filters
   individuals rely on to understand and
             respond to events.


Market inefficiencies: These include
mis-pricings and non-rational decision
               making.




                                                          DAN ARIELY
                                              PREDICTABLY IRRATIONAL
Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People and Create Value
PEOPLE DON’T
  NECESSARILY BUY
PRODUCTS BASED ON
     FEATURES.


  People don’t
necessarily base
their decision on
   aesthetics.


 YOU SHOULDN’T
  ASSUME THAT
  PEOPLE MAKE
  RATIONAL OR


                    CASE STUDY
LOGICAL CHOICES.



            SAMSUNG APPLE FAN BOY COMMERCIAL
Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People and Create Value
Historically Change     right-brained skills will
   happens based on       help you adjust to these
behavior not technology      behavior changes
CONCEPTUAL
                                                   (CREATORS &
                                                  EMPATHIZERS)


                                INFORMATION
                                (KNOWLEDGE)



                 INDUSTRIAL
                  (FACTORY)



AGRICULTURAL
  (FARMERS)



18TH CENTURY   19TH CENTURY   20TH CENTURY    21ST CENTURY
CONCEPTUAL
                                                   (CREATORS &
                                                  EMPATHIZERS)


                                INFORMATION
                                (KNOWLEDGE)



                 INDUSTRIAL
                  (FACTORY)


                                    HAVE WE SEEN THE DEATH OF
AGRICULTURAL
  (FARMERS)
                                       THE TANGIBLE GOOD?


18TH CENTURY   19TH CENTURY   20TH CENTURY    21ST CENTURY
GOODS             Service               Experience
 “Want a cup of     “The best part of      “I can’t start my day
   coffee for      waking up is folgers      without a visit to
  breakfast?”          in your cup”             Starbucks”


                                             CONCEPTUAL
   INDUSTRIAL        INFORMATION
                                              (CREATORS &
    (FACTORY)        (KNOWLEDGE)
                                             EMPATHIZERS)

                      4p marketing:       new ps Participants,
   focused on
                         product,             process and
 selling goods.
                    place,promotion,      physical evidence to
commodities very
                   price. focused on a     fill an experience
    profitable
                       market need.               need.
GOODS              Service              Experience
 “Want a cup of     “The best part of      “I can’t start my day
   coffee for      waking up is folgers      without a visit to
  breakfast?”       EXTRINSIC
                       in your cup”             Starbucks”

                   MOTIVATORS                CONCEPTUAL
   INDUSTRIAL        INFORMATION
                         PRICE                (CREATORS &
    (FACTORY)        (KNOWLEDGE)
                       FEATURES              EMPATHIZERS)
                   PRODUCT QUALITY

                       4pUTILITY
                          marketing:      new ps Participants,
   focused on
                          product,            process and
 selling goods.
                     place,promotion,     physical evidence to
commodities very
                    price. focused on a    fill an experience
    profitable
                        market need.              need.
GOODS              Service               Experience
 “Want a cup of     “The best part of       “I can’t start my day
   coffee for      waking up is folgers       without a visit to
  breakfast?”       EXTRINSIC
                       in your cup”
                                           INTRINSIC
                                                 Starbucks”

                   MOTIVATORS             MOTIVATORS
                                             CONCEPTUAL
   INDUSTRIAL        INFORMATION
                         PRICE                 FEELING &
                                               (CREATORS
    (FACTORY)        (KNOWLEDGE)
                       FEATURES            PERSONAL GOALS
                                              EMPATHIZERS)
                   PRODUCT QUALITY          SOCIAL GOALS

                       4pUTILITY
                          marketing:       SIGNIFICANCE
                                           new ps Participants,
   focused on
                          product,             process and
 selling goods.
                     place,promotion,      physical evidence to
commodities very
                    price. focused on a     fill an experience
    profitable
                        market need.               need.
CONCEPTUAL
                                                   (CREATORS &
                                                  EMPATHIZERS)


                                INFORMATION
                                (KNOWLEDGE)



                 INDUSTRIAL
                  (FACTORY)



AGRICULTURAL
  (FARMERS)



18TH CENTURY   19TH CENTURY   20TH CENTURY    21ST CENTURY
CONCEPTUAL
                                                                  (CREATORS &
                                                             SED EMPATHIZERS)
                                                          REA
                                                       INC
                                                  ALLY
                                                NU
                                             NTI
                                           INFORMATION
                                            O
                                         VEC
                                           (KNOWLEDGE)
                                       HA
                                  TION
                               MP
                           ONSU
                        NDC
                      INDUSTRIAL
                    ONA
                UCTI (FACTORY)
            PROD
                                 SATISFACTION HASN’T INCREASED IN KIND
AGRICULTURAL
  (FARMERS)



18TH CENTURY        19TH CENTURY        20TH CENTURY        21ST CENTURY
CONCEPTUAL
                                                               (CREATORS &
                                                             SED
                                                              EMPATHIZERS)
                                                          REA
                                                       INC
                                                  ALLY
                                                NU
                                             NTI
                                           INFORMATION
                                            O
                                         VEC
                                           (KNOWLEDGE)
                                       HA
                                  TION
                              SUMP                   THIS IS WHERE THE
                             N
                         D CO                        OPPORTUNITIES LIVE
                       AN
                      INDUSTRIAL
                   ION (FACTORY)
               DUCT
            PRO
                                 SATISFACTION HASN’T INCREASED IN KIND
AGRICULTURAL
  (FARMERS)



18TH CENTURY       19TH CENTURY       20TH CENTURY       21ST CENTURY
THREE KEY TAKEAWAYS
TAKE SIGNIFICANCE SERIOUSLY

     UTILITY
    YESTERDAY

                SIGNIFICANCE
                   TODAY
TAKE SIGNIFICANCE SERIOUSLY

        UTILITY
        YESTERDAY

                    SIGNIFICANCE
                       TODAY

 this is about
 making things
    usable
TAKE SIGNIFICANCE SERIOUSLY
                                   this is about
                                   making things
        UTILITY                       useful
        YESTERDAY

                    SIGNIFICANCE
                       TODAY

 this is about
 making things
    usable
TAKE SIGNIFICANCE SERIOUSLY
                                   this is about
                                   making things
        UTILITY                       useful
        YESTERDAY

                    SIGNIFICANCE
                       TODAY

 this is about
 making things
    usable                          IT’s also about
                                     making things
                                       desirable.
TAKE SIGNIFICANCE SERIOUSLY
                                     this is about
                                     making things
        UTILITY                         useful
        YESTERDAY

                    SIGNIFICANCE
                       TODAY
                    Bigger margins
 this is about         live here
 making things
    usable                            IT’s also about
                                       making things
                                         desirable.
INTENT NOT JUST TANGIBLES




IT’S NOT JUST TANGIBLES, IT’S ALSO ABOUT INTENT, THE
    Even if I buy a widget from  how I perceive and process
CONSUMPTION PROCESS, AND THE POST happen before,
      you the widget is just     things that  SERVICE
EXPERIENCEevidence ofAthe OF THEduring and after the
     physical - WITH LOT             INTREPRETATION
    experience I have with you.
HAPPENING IN OUR HEADS.         experience is also important.
With few exceptions, every job people need or
    want to do has a social, a functional, and an
  emotional dimension. If marketers understand
each of these dimensions, then they can design a
   product that's precisely targeted to the job.
                          CLAYTON M. CHRISTENSEN
                         HARVARD BUSINESS JOURNAL
                                                          ”
                  In other words, UNDERSTANDING the job,
                 not the DEMOGRAPHIC, is the STARTING PLACE
                    for a marketer who WANTS TO GET THE
                              customers TO buy.
SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET               NEEDS BASED MARKET
DEFINED AS THE GROUP OF          THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS.     JOB THEY ARE TRYING TO GET DONE.

 The fact that you're 18 to 35     we want to understand what
   years old with a college          causes PEOPLE to buy a
  degree does not cause you            product, not what's
       to buy a product                 correlated with it.
SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET               NEEDS BASED MARKET
DEFINED AS THE GROUP OF          THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS.     JOB THEY ARE TRYING TO GET DONE.

 The fact that you're 18 to 35     we want to understand what
   years old with a college          causes PEOPLE to buy a
  degree does not cause you            product, not what's
       to buy a product                 correlated with it.


               originates from
             COMPETITION or AN
              INTERNAL VIEW OF
               CUSTOMER need.
SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET               NEEDS BASED MARKET
DEFINED AS THE GROUP OF          THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS.     JOB THEY ARE TRYING TO GET DONE.

 The fact that you're 18 to 35     we want to understand what
   years old with a college          causes PEOPLE to buy a
  degree does not cause you            product, not what's
       to buy a product                 correlated with it.


               originates from        originates from
             COMPETITION or AN       WHAT A NEED IS AND
              INTERNAL VIEW OF        WHY CUSTOMERS
               CUSTOMER need.        MAKE THAT CHOICE.
Primary job
     FUNCTIONAL                                         EMOTIONAL

direct jobs       indirectly jobs       personal jobs      social jobs




      THE CUSTOMER’S
      EXPECTED OUTCOME
Primary job
     FUNCTIONAL                                         EMOTIONAL

direct jobs       indirectly jobs       personal jobs      social jobs




      THE CUSTOMER’S
      EXPECTED OUTCOME
               EXPERIENCE
LESSONS IN A TWEET

1     Predicting markets is hard now, success
      requires a strategy for influencing consumer
      behavior in a sustained and positive manner.



2     Experiences happen in our heads, managing
      them requires some attention to how we
      actually process information and experiences.
THE ROLE OF PSYCHOLOGY
             IN our EXPERIENCEs AND
             Interactions IS CRITICAL




PUTTING EXPERIENCE
IN PERSPECTIVE
TO GET STARTED....
What is *not* Experience
Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People and Create Value
Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People and Create Value
WHAT IS EXPERIENCE?
WHAT GOES INTO STAGING A
PERFORMANCE?
                         PARTICIPANTS
  PLACE                                                 PROCESS
The Stage   The Actors   The Audience   The director   The SCRIPT
             USHERS      STAGE HANDS    Sales Agent
WHAT GOES INTO STAGING A
PERFORMANCE?
                         PARTICIPANTS
  PLACE                                                 PROCESS
The Stage   The Actors   The Audience   The director   The SCRIPT
             USHERS      STAGE HANDS    Sales Agent
EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET
EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET




 IN THEIR GUT
IN THEIR HEAD




EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET




 IN THEIR GUT
THE TRIGGERS




EXPERIENCE
SHOULD BE MANAGED
 THROUGH INTERACTIONS




                         THE BUTTONS
WHAT IS EXPERIENCE DESIGN?
IMPROVING THE USER’S PERCEPTION OF AN EXPERIENCE
WITH A PRODUCT OR SERVICE THROUGH GREAT
ARCHITECTURE AND THE PURPOSEFUL DESIGN OF
INTERACTIONS.

understand behavior   enable behavior   influence behavior
3 PARTS OF EXPERIENCE
understand behavior    enable behavior   influence behavior




USER                  INTERACTION        PERSUASION
RESEARCH              DESIGN             DESIGN
3 PARTS OF EXPERIENCE
understand behavior       enable behavior          influence behavior


 • INTERACTION                                                  • INTERACTION
                   • INTERACTION
       • INTERACTION                   • INTERACTION
                       • INTERACTION                         • INTERACTION
  • INTERACTION                              • INTERACTION
                       • INTERACTION
                                                   • INTERACTION

                                                         • INTERACTION


USER                    INTERACTION                PERSUASION
RESEARCH                DESIGN                     DESIGN
3 PARTS OF EXPERIENCE
understand behavior       enable behavior          influence behavior


 • INTERACTION                                                  • INTERACTION
                   • INTERACTION
       • INTERACTION                   • INTERACTION
                       • INTERACTION                         • INTERACTION
  • INTERACTION                              • INTERACTION
                       • INTERACTION
                                                   • INTERACTION

                                                         • INTERACTION


USER                    INTERACTION                PERSUASION
RESEARCH                DESIGN                     DESIGN
Feeling             Thinking                Acting
What motivates     Framing how they       What behavior can
 a customer?     perceive an experience   be driven through
                                           understanding?
LESSONS IN A TWEET

1     experiences are the sum of the interactions are
      person has with an organization.



2    more and more marketing is about directing the
     interactions that make up an experience.
Putting
                                       PSYCHOLOGY
                                    COGNITIVE SCIENCE
                                     to work for you




MAPPING EXPERIENCE AND PSYCHOLOGY
RELATING MOTIVATION TO EXPERIENCE
Q:   WHAT DO WE
     KNOW ABOUT
     PEOPLE?
we depend on mental models           we want to be in control
  we don’t like change               we’re not great at remembering
we love a good story               we are highly visual by nature
 we do have some limitations          we are social creatures
We’re curious
we don’t want to put in a lot of effort
 we love patterns
we make mistakes




  Q:             WHAT DO WE
                 KNOW ABOUT
                 PEOPLE?
WHAT DOES SCIENCE DO FOR US?
              GOAL:
              IMPROVING THE USER’S PERCEPTION OF AN
              EXPERIENCE WITH A PRODUCT OR SERVICE


 1   HELPS WITH FRAMING AND TIMING
     HOW OUR ENVIRONMENT TIMING AFFECT DECISIONS


 2   HELPS US UNDERSTAND DECISION MAKING PROCESSES
     HOW WE MAKE DECISIONS THE ROLE OF EMOTION


 3   HELPS US ALIGN OUR GOALS WITH CONSUMER NEEDS
     MAKING SURE OUR GOALS DON’T CONFLICT WITH NEEDS


 4   GIVES US HEURISTICS TO GUIDE THE WAY
     SHORTCUTS FOR ALIGNING GOALS NEEDS
YOU COULD STUDY
ALL THE INFORMATION...
HERE ARE SOME OF THE RESOURCES
RULES OF
THUMB
RECOGNIZE
GOOD AND BAD
PATTERNS
GOOD PATTERNS
Good patterns are those that are
created to help us to get work done
faster and more effectively.



     BAD PATTERNS
    Patterns that are assumed or
    ignored because we don’t
    understand patterns of behavior.
BEHAVIOR HABITS

B.J. FOGG
Researcher, Stanford
   FOGG BEHAVIOR MODEL

         Tiny Habits project
motivation                                 x
                       PLEASURE                                    PAIN
                                                 x
 WHY WOULD I            HOPE                                    FEAR
  DO THIS?                             x
                     ACCEPTANCE                               REJECTION




                                                                          TRUST SHOULD BE PRESENT
                         Motivation Ability must be in sync to work

    ability       RESOURCES
DO I HAVE THE     Time         Physical Effort       Social Deviance
SKILLS TO DO      Money        Brain Cycles          Non-Routine
    THIS?


     Timing          opportunity windows


   trigger        SPARKS = Trigger + Motivation + Ability
WHAT GETS ME TO   FACILITATOR = Trigger + High Motivation - Ability
 TAKE ACTION?     SIGNAL = Trigger + Balanced Ability Motivation
OPPORTUNITY
WINDOWS OPEN
AND CLOSE
OPPORTUNITY
WINDOWS OPEN
AND CLOSE


         THERE ARE ALWAYS WINDOWS
         WHERE PERSUASION WILL BE
              MORE EFFECTIVE.
           Time / Place / Context
OPPORTUNITY
               WINDOWS OPEN
               AND CLOSE
in a good mood

worldview no longer makes sense

action can be taken immediately

Feel indebted because of favor

 immediately after a mistake

  immediately after denying a request
OPPORTUNITY
               WINDOWS OPEN
               AND CLOSE
in a good mood
                                          Sync these with the
worldview no longer makes sense         behavior you are trying
                                             to Encourage
action can be taken immediately

Feel indebted because of favor

 immediately after a mistake

  immediately after denying a request
AVOID MISTAKES IN BEHAVIOR CHANGE
Persuasive Technology Lab at Stanford

 1   BELIEVING THAT INFORMATION LEADS TO ACTION
 2   FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR
 3   SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM
4    ASSUMING BEHAVIOR CHANGE IS DIFFICULT
5    TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE
6    RELYING ON WILLPOWER FOR LONG-TERM CHANGE
 7   ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS
8    IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR
9    BLAMING FAILURE ON LACK OF MOTIVATION
10 UNDERESTIMATING THE POWER OF TRIGGERS
AVOID MISTAKES IN BEHAVIOR CHANGE
Persuasive Technology Lab at Stanford

 1   BELIEVING THAT INFORMATION LEADS TO ACTION
 2   FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR
 3   SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM
4    ASSUMING BEHAVIOR CHANGE IS DIFFICULT
5    TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE
6    RELYING ON WILLPOWER FOR LONG-TERM CHANGE
 7   ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS
8    IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR
9    BLAMING FAILURE ON LACK OF MOTIVATION
10 UNDERESTIMATING THE POWER OF TRIGGERS
USE FRAMEWORKS
AS HEURISTICS FOR BEHAVIOR DESIGN

                                STEPHEN ANDERSON’S
                                  MENTAL NOTES
USE FRAMEWORKS
AS HEURISTICS FOR BEHAVIOR DESIGN

     DAN LOCKTON’S
  DESIGN WITH INTENT
USE STORY
Remember we are all the hero of our own stories.
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                                                                                    N
                                           I N S P I R E




  INITIATE
  CHANGE BY USING
  CONTRAST IN YOUR DELIVERY
PRODUCE
MEANING FOR THE HERO
BY CREATING A BALANCED MESSAGE
                                         I N S P I R E
                                              Presentation




                                                                                                                 ta
                                                                                                         ting Da
Learnin




                                               Story Halo




                                                                                                             es
                         Eth ibility




                                                                                                    & Sourc
                     (Cr
  Styles




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                        e




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                                                                              g




                                                                                                  Suppor
                                                                                gic
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                             os )
        ng




                                                                           Lo
                                                                               (Lo
              Un                                  Pathos                                    t
             Sto ivers                            (Emotion)                               en re
                                                                                       nt tu
                rie al                                                               Co uc
                   s                                                                  Str
                                       M et                           ry   &
                                            a Sto                 age
                                        Sub ries &              m
                                              Plot         ual I out
                                                        Vis Lay
                                                   s
ENGAGEMENT MEANS...
Using persuasion, understanding emotion building trust
BRAIN SCIENCE AT WORK
WHAT MAKES US TICK




   REPTILIAN BRAIN             LIMBIC BRAIN              NEOCORTEX
 Controls instinctual action   Controls EMOTION     Controls logic and ration



                               I feel like I know           I’ll give you 10
      I WANT FOOD!                                        reasons why I WANT
        Feed ME!                why I want Food
                                                                  Food.
HOW DO YOU
TIE THESE IDEAS
TOGETHER?
TRUST CREDIBILITY
                                             CONSISTENCY



PEOPLE LOOK FOR CONSISTENT MESSAGES
One of the fastest-moving destroyers of trust is inconsistency.
inconsistent messages internally externally can have
significant repercussions.
TRUST CREDIBILITY
                                              STANDARDS



PEOPLE WANT BALANCED STANDARDS
If people believe that an individual or the company has
inconsistent standards, their trust will be eroded. People keep
score – relentlessly.
TRUST CREDIBILITY
                                             DISCLOSURE


WHEN PEOPLE LACK INFORMATION THEY WILL
MAKE UP THEIR OWN STORIES
When making changes Avoid potential break downs in trust. if
People don’t know the full story (maybe the full story doesn’t
exist yet), they’ll quite naturally over-interpret any shard of
information they get their hands on. Usually negatively.
6 PRINCIPLES OF
PERSUASION
6 PRINCIPLES OF
                                      PERSUASION

PRINCIPLE: LIKING
PEOPLE LIKE THOSE LIKE THEM, WHO LIKE THEM


 Business Application
 Similarity - Create early bonds with new peers,bosses,
 and direct reports by informally discovering common
 interest—you’ll establish goodwill and trustworthiness.

 Praise - Charm and disarm. Make positive remarks
 about others—you’ll generate more willing compliance.
6 PRINCIPLES OF
                                     PERSUASION

PRINCIPLE: RECIPROCITY
PEOPLE REPAY IN KIND


 Business Application
 Lend a hand to a customer who needs help; you’ll get his
 help later.
6 PRINCIPLES OF
                                      PERSUASION

PRINCIPLE: SOCIAL PROOF
PEOPLE FOLLOW THE LEAD OF SIMILAR OTHERS


Business Application
Use peer power to influence horizontally, not vertically;
e.g., ask an esteemed “old timer” to support your
new initiative if other veterans resist.
6 PRINCIPLES OF
                                      PERSUASION

PRINCIPLE: CONSISTENCY
PEOPLE FULFILL WRITTEN PUBLIC AND VOLUNTARY
COMMITMENTS.

Business Application
Make others’ commitments active, public, and voluntary.
If you want customers to donate by a certain date, get that
understanding in writing (a memo); make the
commitment public (note other customer’ agreements
with the memo); and link the commitment to the
customer’s values (the impact of donations on community
spirit).
6 PRINCIPLES OF
                                    PERSUASION

PRINCIPLE: AUTHORITY
PEOPLE DEFER TO EXPERTS WHO PROVIDE
SHORTCUTS TO DECISIONS REQUIRING
SPECIALIZED INFORMATION.

Business Application
Don’t assume your expertise is self-evident. Instead,
establish your expertise before doing business with new
colleagues or partners; e.g., in conversations before an
important meeting, describe how you solved a problem
similar to the one on the agenda.
6 PRINCIPLES OF
                                      PERSUASION

PRINCIPLE: SCARCITY:
PEOPLE VALUE WHAT’S SCARCE


Business Application
Use exclusive information to persuade. Influence and
rivet key players’ attention by saying, for example:“…
Just got this information today. It won’t be distributed
until next week.”
LESSONS IN A TWEET

1     WE not rational, We still ruled by emotion,
      that’s what makes us human


2    The more you know about people, the more you
     will know about what you should be doing in
     marketing product development

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Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People and Create Value

  • 1. PUSHING BUTTONS & PULLING TRIGGERS Kelsey Ruger, ChaiONE @themoleskin http://www.themoleskin.com
  • 3. PSYCHOLOGY & COGNITIVE SCIENCE TO CONNECT WITH PEOPLE AND CREATE VALUE
  • 4. A QUICK STORY ABOUT UNDERSTANDING PEOPLE
  • 5. models help us frame common MODELS APPEAR IN A LOT OF problems and predictions. they DISCIPLINES. work - until they don’t. A QUICK STORY ABOUT UNDERSTANDING PEOPLE
  • 6. TEACHERS timeline Figures ss ine Discipl Facts
  • 7. Q: REMEMBER YOUR FAVORITE TEACHER?
  • 8. KNew facts understood understood don’t ALWAYS basic motivation when these matter mechanisms mechanisms work Q: REMEMBER YOUR FAVORITE TEACHER?
  • 10. PSYCHOLOGY & COGNITIVE SCIENCE HELP The study of human perception, thinking and learning can provide us with crucial insight into the needs of the end user.
  • 11. PSYCHOLOGY & COGNITIVE SCIENCE HELP The study of human perception, thinking and learning can provide us with crucial insight into the needs of the end user. We are looking for psychology studies ways to change or behavior change and create behavior. way it happens
  • 12. WHY TRIGGERS AND BUTTONS? WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE AND WHAT MAKES THEM TAKE ACTION.
  • 13. WHY TRIGGERS AND BUTTONS? WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE AND WHAT MAKES THEM TAKE ACTION. WHY CHANGES IN THE WHY UNDERSTANDING THE Putting way MARKETS BEHAVE ROLE OF PSYCHOLOGY IN PSYCHOLOGY & IS IMPORTANT IN our EXPERIENCEs AND COGNITIVE SCIENCE MARKETING Interactions IS CRITICAL to work for you
  • 14. [DISCLAIMER] I AM NOT A COGNITIVE SCIENTIST } PSYCHOLOGY COGNITIVE SCIENCE WHETHER YOU ARE A NEUROSCIENCE MARKETER OR DESIGNER ALL THESE SUBJECTS ARE PERSUASION BECOMING MORE IMPORTANT TO BUILDING PRODUCTS FOR DECISION MAKING TODAY’S CONSUMER. STORYTELLING
  • 15. LESSONS IN A TWEET 1 cognitive science can tell us a lot about how to best create products and services that consumers will want. 2 YOUR EXPERTISE MAY NOT BE AS VALUABLE AS YOUR ABILITY TO UNDERSTAND HOW PEOPLE COME MAKE DECISIONS AND PROCESS CHOICES.
  • 16. WHY CHANGES IN THE way MARKETS BEHAVE IS IMPORTANT IN MARKETING THE WORLD HAS CHANGED BEHAVIOR IS A MUCH LARGER PART OF WHAT WE should TO BE CONCERNED WITH.
  • 17. CASE STUDY SAMSUNG APPLE FAN BOY COMMERCIAL
  • 18. STOP WHAT’s really going on? Heuristics: People often make decisions based on approximate rules of thumb and not strict logic. Framing: The collection of stereotypes that make up the mental emotional filters individuals rely on to understand and respond to events. Market inefficiencies: These include mis-pricings and non-rational decision making. DAN ARIELY PREDICTABLY IRRATIONAL
  • 20. PEOPLE DON’T NECESSARILY BUY PRODUCTS BASED ON FEATURES. People don’t necessarily base their decision on aesthetics. YOU SHOULDN’T ASSUME THAT PEOPLE MAKE RATIONAL OR CASE STUDY LOGICAL CHOICES. SAMSUNG APPLE FAN BOY COMMERCIAL
  • 22. Historically Change right-brained skills will happens based on help you adjust to these behavior not technology behavior changes
  • 23. CONCEPTUAL (CREATORS & EMPATHIZERS) INFORMATION (KNOWLEDGE) INDUSTRIAL (FACTORY) AGRICULTURAL (FARMERS) 18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY
  • 24. CONCEPTUAL (CREATORS & EMPATHIZERS) INFORMATION (KNOWLEDGE) INDUSTRIAL (FACTORY) HAVE WE SEEN THE DEATH OF AGRICULTURAL (FARMERS) THE TANGIBLE GOOD? 18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY
  • 25. GOODS Service Experience “Want a cup of “The best part of “I can’t start my day coffee for waking up is folgers without a visit to breakfast?” in your cup” Starbucks” CONCEPTUAL INDUSTRIAL INFORMATION (CREATORS & (FACTORY) (KNOWLEDGE) EMPATHIZERS) 4p marketing: new ps Participants, focused on product, process and selling goods. place,promotion, physical evidence to commodities very price. focused on a fill an experience profitable market need. need.
  • 26. GOODS Service Experience “Want a cup of “The best part of “I can’t start my day coffee for waking up is folgers without a visit to breakfast?” EXTRINSIC in your cup” Starbucks” MOTIVATORS CONCEPTUAL INDUSTRIAL INFORMATION PRICE (CREATORS & (FACTORY) (KNOWLEDGE) FEATURES EMPATHIZERS) PRODUCT QUALITY 4pUTILITY marketing: new ps Participants, focused on product, process and selling goods. place,promotion, physical evidence to commodities very price. focused on a fill an experience profitable market need. need.
  • 27. GOODS Service Experience “Want a cup of “The best part of “I can’t start my day coffee for waking up is folgers without a visit to breakfast?” EXTRINSIC in your cup” INTRINSIC Starbucks” MOTIVATORS MOTIVATORS CONCEPTUAL INDUSTRIAL INFORMATION PRICE FEELING & (CREATORS (FACTORY) (KNOWLEDGE) FEATURES PERSONAL GOALS EMPATHIZERS) PRODUCT QUALITY SOCIAL GOALS 4pUTILITY marketing: SIGNIFICANCE new ps Participants, focused on product, process and selling goods. place,promotion, physical evidence to commodities very price. focused on a fill an experience profitable market need. need.
  • 28. CONCEPTUAL (CREATORS & EMPATHIZERS) INFORMATION (KNOWLEDGE) INDUSTRIAL (FACTORY) AGRICULTURAL (FARMERS) 18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY
  • 29. CONCEPTUAL (CREATORS & SED EMPATHIZERS) REA INC ALLY NU NTI INFORMATION O VEC (KNOWLEDGE) HA TION MP ONSU NDC INDUSTRIAL ONA UCTI (FACTORY) PROD SATISFACTION HASN’T INCREASED IN KIND AGRICULTURAL (FARMERS) 18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY
  • 30. CONCEPTUAL (CREATORS & SED EMPATHIZERS) REA INC ALLY NU NTI INFORMATION O VEC (KNOWLEDGE) HA TION SUMP THIS IS WHERE THE N D CO OPPORTUNITIES LIVE AN INDUSTRIAL ION (FACTORY) DUCT PRO SATISFACTION HASN’T INCREASED IN KIND AGRICULTURAL (FARMERS) 18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY
  • 32. TAKE SIGNIFICANCE SERIOUSLY UTILITY YESTERDAY SIGNIFICANCE TODAY
  • 33. TAKE SIGNIFICANCE SERIOUSLY UTILITY YESTERDAY SIGNIFICANCE TODAY this is about making things usable
  • 34. TAKE SIGNIFICANCE SERIOUSLY this is about making things UTILITY useful YESTERDAY SIGNIFICANCE TODAY this is about making things usable
  • 35. TAKE SIGNIFICANCE SERIOUSLY this is about making things UTILITY useful YESTERDAY SIGNIFICANCE TODAY this is about making things usable IT’s also about making things desirable.
  • 36. TAKE SIGNIFICANCE SERIOUSLY this is about making things UTILITY useful YESTERDAY SIGNIFICANCE TODAY Bigger margins this is about live here making things usable IT’s also about making things desirable.
  • 37. INTENT NOT JUST TANGIBLES IT’S NOT JUST TANGIBLES, IT’S ALSO ABOUT INTENT, THE Even if I buy a widget from how I perceive and process CONSUMPTION PROCESS, AND THE POST happen before, you the widget is just things that SERVICE EXPERIENCEevidence ofAthe OF THEduring and after the physical - WITH LOT INTREPRETATION experience I have with you. HAPPENING IN OUR HEADS. experience is also important.
  • 38. With few exceptions, every job people need or want to do has a social, a functional, and an emotional dimension. If marketers understand each of these dimensions, then they can design a product that's precisely targeted to the job. CLAYTON M. CHRISTENSEN HARVARD BUSINESS JOURNAL ” In other words, UNDERSTANDING the job, not the DEMOGRAPHIC, is the STARTING PLACE for a marketer who WANTS TO GET THE customers TO buy.
  • 39. SHIFT HOW WE DEFINE MARKETS TRADITIONAL MARKET NEEDS BASED MARKET DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE. The fact that you're 18 to 35 we want to understand what years old with a college causes PEOPLE to buy a degree does not cause you product, not what's to buy a product correlated with it.
  • 40. SHIFT HOW WE DEFINE MARKETS TRADITIONAL MARKET NEEDS BASED MARKET DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE. The fact that you're 18 to 35 we want to understand what years old with a college causes PEOPLE to buy a degree does not cause you product, not what's to buy a product correlated with it. originates from COMPETITION or AN INTERNAL VIEW OF CUSTOMER need.
  • 41. SHIFT HOW WE DEFINE MARKETS TRADITIONAL MARKET NEEDS BASED MARKET DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE. The fact that you're 18 to 35 we want to understand what years old with a college causes PEOPLE to buy a degree does not cause you product, not what's to buy a product correlated with it. originates from originates from COMPETITION or AN WHAT A NEED IS AND INTERNAL VIEW OF WHY CUSTOMERS CUSTOMER need. MAKE THAT CHOICE.
  • 42. Primary job FUNCTIONAL EMOTIONAL direct jobs indirectly jobs personal jobs social jobs THE CUSTOMER’S EXPECTED OUTCOME
  • 43. Primary job FUNCTIONAL EMOTIONAL direct jobs indirectly jobs personal jobs social jobs THE CUSTOMER’S EXPECTED OUTCOME EXPERIENCE
  • 44. LESSONS IN A TWEET 1 Predicting markets is hard now, success requires a strategy for influencing consumer behavior in a sustained and positive manner. 2 Experiences happen in our heads, managing them requires some attention to how we actually process information and experiences.
  • 45. THE ROLE OF PSYCHOLOGY IN our EXPERIENCEs AND Interactions IS CRITICAL PUTTING EXPERIENCE IN PERSPECTIVE
  • 46. TO GET STARTED.... What is *not* Experience
  • 50. WHAT GOES INTO STAGING A PERFORMANCE? PARTICIPANTS PLACE PROCESS The Stage The Actors The Audience The director The SCRIPT USHERS STAGE HANDS Sales Agent
  • 51. WHAT GOES INTO STAGING A PERFORMANCE? PARTICIPANTS PLACE PROCESS The Stage The Actors The Audience The director The SCRIPT USHERS STAGE HANDS Sales Agent
  • 52. EXPERIENCE IS THE FEELING PEOPLE INTERACTING WITH YOUR COMPANY GET
  • 53. EXPERIENCE IS THE FEELING PEOPLE INTERACTING WITH YOUR COMPANY GET IN THEIR GUT
  • 54. IN THEIR HEAD EXPERIENCE IS THE FEELING PEOPLE INTERACTING WITH YOUR COMPANY GET IN THEIR GUT
  • 55. THE TRIGGERS EXPERIENCE SHOULD BE MANAGED THROUGH INTERACTIONS THE BUTTONS
  • 56. WHAT IS EXPERIENCE DESIGN? IMPROVING THE USER’S PERCEPTION OF AN EXPERIENCE WITH A PRODUCT OR SERVICE THROUGH GREAT ARCHITECTURE AND THE PURPOSEFUL DESIGN OF INTERACTIONS. understand behavior enable behavior influence behavior
  • 57. 3 PARTS OF EXPERIENCE understand behavior enable behavior influence behavior USER INTERACTION PERSUASION RESEARCH DESIGN DESIGN
  • 58. 3 PARTS OF EXPERIENCE understand behavior enable behavior influence behavior • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION USER INTERACTION PERSUASION RESEARCH DESIGN DESIGN
  • 59. 3 PARTS OF EXPERIENCE understand behavior enable behavior influence behavior • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION • INTERACTION USER INTERACTION PERSUASION RESEARCH DESIGN DESIGN
  • 60. Feeling Thinking Acting What motivates Framing how they What behavior can a customer? perceive an experience be driven through understanding?
  • 61. LESSONS IN A TWEET 1 experiences are the sum of the interactions are person has with an organization. 2 more and more marketing is about directing the interactions that make up an experience.
  • 62. Putting PSYCHOLOGY COGNITIVE SCIENCE to work for you MAPPING EXPERIENCE AND PSYCHOLOGY RELATING MOTIVATION TO EXPERIENCE
  • 63. Q: WHAT DO WE KNOW ABOUT PEOPLE?
  • 64. we depend on mental models we want to be in control we don’t like change we’re not great at remembering we love a good story we are highly visual by nature we do have some limitations we are social creatures We’re curious we don’t want to put in a lot of effort we love patterns we make mistakes Q: WHAT DO WE KNOW ABOUT PEOPLE?
  • 65. WHAT DOES SCIENCE DO FOR US? GOAL: IMPROVING THE USER’S PERCEPTION OF AN EXPERIENCE WITH A PRODUCT OR SERVICE 1 HELPS WITH FRAMING AND TIMING HOW OUR ENVIRONMENT TIMING AFFECT DECISIONS 2 HELPS US UNDERSTAND DECISION MAKING PROCESSES HOW WE MAKE DECISIONS THE ROLE OF EMOTION 3 HELPS US ALIGN OUR GOALS WITH CONSUMER NEEDS MAKING SURE OUR GOALS DON’T CONFLICT WITH NEEDS 4 GIVES US HEURISTICS TO GUIDE THE WAY SHORTCUTS FOR ALIGNING GOALS NEEDS
  • 66. YOU COULD STUDY ALL THE INFORMATION...
  • 67. HERE ARE SOME OF THE RESOURCES
  • 69. RECOGNIZE GOOD AND BAD PATTERNS GOOD PATTERNS Good patterns are those that are created to help us to get work done faster and more effectively. BAD PATTERNS Patterns that are assumed or ignored because we don’t understand patterns of behavior.
  • 70. BEHAVIOR HABITS B.J. FOGG Researcher, Stanford FOGG BEHAVIOR MODEL Tiny Habits project
  • 71. motivation x PLEASURE PAIN x WHY WOULD I HOPE FEAR DO THIS? x ACCEPTANCE REJECTION TRUST SHOULD BE PRESENT Motivation Ability must be in sync to work ability RESOURCES DO I HAVE THE Time Physical Effort Social Deviance SKILLS TO DO Money Brain Cycles Non-Routine THIS? Timing opportunity windows trigger SPARKS = Trigger + Motivation + Ability WHAT GETS ME TO FACILITATOR = Trigger + High Motivation - Ability TAKE ACTION? SIGNAL = Trigger + Balanced Ability Motivation
  • 73. OPPORTUNITY WINDOWS OPEN AND CLOSE THERE ARE ALWAYS WINDOWS WHERE PERSUASION WILL BE MORE EFFECTIVE. Time / Place / Context
  • 74. OPPORTUNITY WINDOWS OPEN AND CLOSE in a good mood worldview no longer makes sense action can be taken immediately Feel indebted because of favor immediately after a mistake immediately after denying a request
  • 75. OPPORTUNITY WINDOWS OPEN AND CLOSE in a good mood Sync these with the worldview no longer makes sense behavior you are trying to Encourage action can be taken immediately Feel indebted because of favor immediately after a mistake immediately after denying a request
  • 76. AVOID MISTAKES IN BEHAVIOR CHANGE Persuasive Technology Lab at Stanford 1 BELIEVING THAT INFORMATION LEADS TO ACTION 2 FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR 3 SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM 4 ASSUMING BEHAVIOR CHANGE IS DIFFICULT 5 TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE 6 RELYING ON WILLPOWER FOR LONG-TERM CHANGE 7 ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS 8 IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR 9 BLAMING FAILURE ON LACK OF MOTIVATION 10 UNDERESTIMATING THE POWER OF TRIGGERS
  • 77. AVOID MISTAKES IN BEHAVIOR CHANGE Persuasive Technology Lab at Stanford 1 BELIEVING THAT INFORMATION LEADS TO ACTION 2 FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR 3 SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM 4 ASSUMING BEHAVIOR CHANGE IS DIFFICULT 5 TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE 6 RELYING ON WILLPOWER FOR LONG-TERM CHANGE 7 ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS 8 IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR 9 BLAMING FAILURE ON LACK OF MOTIVATION 10 UNDERESTIMATING THE POWER OF TRIGGERS
  • 78. USE FRAMEWORKS AS HEURISTICS FOR BEHAVIOR DESIGN STEPHEN ANDERSON’S MENTAL NOTES
  • 79. USE FRAMEWORKS AS HEURISTICS FOR BEHAVIOR DESIGN DAN LOCKTON’S DESIGN WITH INTENT
  • 80. USE STORY Remember we are all the hero of our own stories.
  • 81. Kelsey Ruger’s Face Reve Story Halo wer Ans all C The Trial lat Triu ions & mph The s ir he ns T o Th f Ev ind irati e C en F p o As DELIVERY lim ts ax (Middle) e rs Ch et Th cte RE (E ara Me The e Endin SO ND) gin P Th g) Reso (Be TU nin LU lutio SE TIO Set The Stage n& g N I N S P I R E Presentation ta ting Da Learnin Story Halo es Eth ibility & Sourc (Cr Styles os e ) g Suppor gic d os ) ng Lo (Lo Un Pathos nt Sto ivers (Emotion) n te re rie al Co uctu s Str Met ry & a Sto age Sub ries & Im Plot Vi sual yout s La
  • 82. Face Reve er lat A nsw ll The Trial Triu ions & Ca mph The s ir he ns d T tio Th f Ev Fin pira e C en o As DELIVERY lim ts ax e (Middle) rs Ch et Th cte RE ara Me The e Endin S P Th ) OL D) Reso ing (Be TU (EN n UT lutio gin SE Set The IO Stage n& g N I N S P I R E INITIATE CHANGE BY USING CONTRAST IN YOUR DELIVERY
  • 83. Face Reve er lat A nsw ll The Trial Triu ions & Ca mph The s ir he ns d T tio Th f Ev Fin pira e C en o As DELIVERY lim ts ax e (Middle) rs Ch et Th cte RE ara Me The e Endin What Gets S P Th ) OL D) Reso ing Them Going? (Be TU (EN n UT lutio gin SE Set The IO Stage n& g N I N S P I R E INITIATE CHANGE BY USING CONTRAST IN YOUR DELIVERY
  • 84. Face Reve er lat A nsw ll The Trial Triu ions & Ca What Will mph The s ir he ns d T tio They Face? Th f Ev Fin pira e C en o As DELIVERY lim ts ax e (Middle) rs Ch et Th cte RE ara Me The e Endin What Gets S P Th ) OL D) Reso ing Them Going? (Be TU (EN n UT lutio gin SE Set The IO Stage n& g N I N S P I R E INITIATE CHANGE BY USING CONTRAST IN YOUR DELIVERY
  • 85. Face Reve er lat A nsw ll The Trial Triu ions & Ca What Will mph The s ir he ns d T tio They Face? Th f Ev Fin pira e C en o As DELIVERY lim ts ax e (Middle) rs Ch et Th cte What Will RE ara Me The e Endin What Gets S P Th ) OL D) Reso They Learn? ing Them Going? (Be TU (EN n UT lutio gin SE Set The IO Stage n& g N I N S P I R E INITIATE CHANGE BY USING CONTRAST IN YOUR DELIVERY
  • 86. PRODUCE MEANING FOR THE HERO BY CREATING A BALANCED MESSAGE I N S P I R E Presentation ta ting Da Learnin Story Halo es Eth ibility & Sourc (Cr Styles os e ) g Suppor gic d os ) ng Lo (Lo Un Pathos t Sto ivers (Emotion) en re nt tu rie al Co uc s Str M et ry & a Sto age Sub ries & m Plot ual I out Vis Lay s
  • 87. ENGAGEMENT MEANS... Using persuasion, understanding emotion building trust
  • 88. BRAIN SCIENCE AT WORK WHAT MAKES US TICK REPTILIAN BRAIN LIMBIC BRAIN NEOCORTEX Controls instinctual action Controls EMOTION Controls logic and ration I feel like I know I’ll give you 10 I WANT FOOD! reasons why I WANT Feed ME! why I want Food Food.
  • 89. HOW DO YOU TIE THESE IDEAS TOGETHER?
  • 90. TRUST CREDIBILITY CONSISTENCY PEOPLE LOOK FOR CONSISTENT MESSAGES One of the fastest-moving destroyers of trust is inconsistency. inconsistent messages internally externally can have significant repercussions.
  • 91. TRUST CREDIBILITY STANDARDS PEOPLE WANT BALANCED STANDARDS If people believe that an individual or the company has inconsistent standards, their trust will be eroded. People keep score – relentlessly.
  • 92. TRUST CREDIBILITY DISCLOSURE WHEN PEOPLE LACK INFORMATION THEY WILL MAKE UP THEIR OWN STORIES When making changes Avoid potential break downs in trust. if People don’t know the full story (maybe the full story doesn’t exist yet), they’ll quite naturally over-interpret any shard of information they get their hands on. Usually negatively.
  • 94. 6 PRINCIPLES OF PERSUASION PRINCIPLE: LIKING PEOPLE LIKE THOSE LIKE THEM, WHO LIKE THEM Business Application Similarity - Create early bonds with new peers,bosses, and direct reports by informally discovering common interest—you’ll establish goodwill and trustworthiness. Praise - Charm and disarm. Make positive remarks about others—you’ll generate more willing compliance.
  • 95. 6 PRINCIPLES OF PERSUASION PRINCIPLE: RECIPROCITY PEOPLE REPAY IN KIND Business Application Lend a hand to a customer who needs help; you’ll get his help later.
  • 96. 6 PRINCIPLES OF PERSUASION PRINCIPLE: SOCIAL PROOF PEOPLE FOLLOW THE LEAD OF SIMILAR OTHERS Business Application Use peer power to influence horizontally, not vertically; e.g., ask an esteemed “old timer” to support your new initiative if other veterans resist.
  • 97. 6 PRINCIPLES OF PERSUASION PRINCIPLE: CONSISTENCY PEOPLE FULFILL WRITTEN PUBLIC AND VOLUNTARY COMMITMENTS. Business Application Make others’ commitments active, public, and voluntary. If you want customers to donate by a certain date, get that understanding in writing (a memo); make the commitment public (note other customer’ agreements with the memo); and link the commitment to the customer’s values (the impact of donations on community spirit).
  • 98. 6 PRINCIPLES OF PERSUASION PRINCIPLE: AUTHORITY PEOPLE DEFER TO EXPERTS WHO PROVIDE SHORTCUTS TO DECISIONS REQUIRING SPECIALIZED INFORMATION. Business Application Don’t assume your expertise is self-evident. Instead, establish your expertise before doing business with new colleagues or partners; e.g., in conversations before an important meeting, describe how you solved a problem similar to the one on the agenda.
  • 99. 6 PRINCIPLES OF PERSUASION PRINCIPLE: SCARCITY: PEOPLE VALUE WHAT’S SCARCE Business Application Use exclusive information to persuade. Influence and rivet key players’ attention by saying, for example:“… Just got this information today. It won’t be distributed until next week.”
  • 100. LESSONS IN A TWEET 1 WE not rational, We still ruled by emotion, that’s what makes us human 2 The more you know about people, the more you will know about what you should be doing in marketing product development