How can we drive change in consumer behaviour?
How do you create and sustain behaviour change? To tackle such a compelling but far-reaching subject we consulted a wide range of perspectives, from a hypnotist to an actor and improvisational expert, to a behavioural change consultant and public sector expert on behavioural insights. Whether it’s consumer, organisational or individual change, there were some fascinating observations from our Mash Up. Influencing people and creating behaviour change is a cocktail of different ideas but there were some great conversations on the night, here are some of our highlights…
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Deal with peer pres
sure
Social norms and pressures are hugely influential tools - be aware of these influences and adapt your techniques to incorporate them Factor in that people are hugely averse to a lack of social approval, which actually shows up as pain on brain scans The law of marginal gains - creating new social norms can generate new standards that in turn can lead on to more radical future behaviour change
It’s all in the timin
Stimulus to change needs to be right at the point of behaviour, so identifying the key moments is essential Targeting big ‘adjustment moments’ in people’s lives when mindsets are receptive, will make sure your message is front of mind The timing needs to be right and the friction cost should not outweigh the benefit
Grab their attention Without getting your audience’s attention you’ll never change anything Draw your audience closer and involve them by asking them questions Make messages memorable - use tools such as storytelling to engage
What we’ve learnt about how to influence and change behaviour: Who are your cultu
ral architects?
Make sure you identify your key influencers or “cultural architects” These influencers they will act as the catalysts to change and the disseminators of your message to a wider audience
change Frame the behaviour The context in which you frame your behaviour change is fundamental to successful shifts in behaviour The context in which you intervene – when and how you do it – should be mapped as a key part of the customer journey Make sure the consequences of change, both positive and negative, are made clear
Appealing to the self-interest of your audience is a persuasive motivator Repetition – no one knows how long habits take to form so repeat your message Leverage the natural instincts of play, earning rewards and competition
Create desire and give permission Don’t tell people what to do, instead associate the benefit with positive change to convince of the merits of the shift Behaviour change should be positioned as being in line with the target audience’s key values Create desire and give permission to your target audience to ensure they ‘own’ the change
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ul than in rf e w o p re o m re a Feelings
Punishment is always less effective than reward at creating sustainable behaviour change Feelings are more effective change drivers than intentions, so make sure that you create a positive emotional connection
to develop s u s le b a n E’ e ral odel, ‘STAR m e g d n behaviou om u o n y d r e a s t a e b ri p is r pro odel ies fr At Mash, ou ies for change. Our m n case stud e v ro p h it y, w teg ach out to: r psycholog proven stra e re , m re u s o n m o t c u do and eting. To fin economics rk a m d n a mia both acade ng@mash.uk.com alle sharemych
6th Floor 103-113 Regent Street London W1B 4HL Jonathan Williams +44 7734 563 541 jonathanw@mash.uk.com