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MINDSPACE - Factors Affecting Behavior Cheat Sheet (DRAFT) by [deleted]

Factors that affect human behavior

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Introd­uction

In 2010 the British Government commis­ioned research into influe­ncing behaviour through policy. What they produced was a report decribing how the MINDSPACE finding can be used to influence public behavior..
Messenger: we are heavily influenced by who commun­icates inform­ation
Incent­ives: our responses to incentives are shaped by predic­table mental shortcuts, such as strongly avoiding losses
Norms: we are strongly influenced by what others do
Defaults: we ‘go with the flow’ of pre-set options
Salience: our attention is drawn to what is novel and seems relevant to us
Priming: our acts are often influenced by sub-co­nscious cues
Affect: our emotional associ­ations can powerfully shape our actions
Commit­ments: we seek to be consistent with our public promises, and recipr­ocate acts
Ego: we act in ways that make us feel better about ourselves

Messenger

We are heavily influenced by who commun­icates inform­ation

Our response to a message depends greatly on the reactions we have to the source of that inform­ation. We are affected by the perceived authority of the messenger (whether formal or informal): we are more likely to act on inform­ation if experts deliver it, but also if the messenger has demogr­aphic and behavi­oural simila­rities to ourselves. We are also affected by the feelings we have towards the messenger, so that someone who has developed a dislike of government interv­entions may be less likely to listen to messages they perceive have come from ‘the govern­ment’.

Incentives

Our responses to incentives are shaped by predic­table mental shortcuts such as strongly avoiding losses

The impact of incentives clearly depends on factors such as the magnitude and timing of the incentive. However, behavi­oural economics suggests other factors that affect how indivi­duals respond to incent­ives.

The five main insights are: we dislike losses more than we like gains of an equivalent amount; we judge the value of money according to narrow reference points; we allocate money to different mental budgets, and are reluctant to move money between them; we over-e­stimate the likelihood of small probab­ili­ties; and we usually prefer smaller, more immediate payoffs to larger, more distant ones – but we don’t differ­entiate between medium and long-term rewards. Finally, there is the danger that paying people to undertake an activity may reduce feelings that the activity is worthwhile in itself, making them less likely to do it for free in the future.

Norms

We tend to do what those around us are already doing Social and cultural norms are the behavi­oural expect­ations, or rules, within a society or group.

Norms can be explicitly stated (‘No Smoking’ signs in public places) or implicit in observed behaviour (shaking the hand of someone you meet for the first time). People often take their unders­tanding of social norms from the behaviour of others, which means that they can develop and spread rapidly through social networks or enviro­nmental clues about what others have done (e.g. litter on the ground).

Defaults

We ‘go with the flow’ of pre-set options

Many decisions we take every day have a default option, whether we recognise it or not. Defaults are the options that are pre-se­lected if an individual does not make an active choice. Defaults exert influence because indivi­duals have an in-built bias to accept the default setting, even if it has signif­icant conseq­uences. Many public policy choices have a no-action default imposed when an individual fails to make a decision. This default setting is often selected through natural ordering or conven­ience, rather than a desire to maximise benefits for citizens. Restru­cturing the default option can influence behaviour without restri­cting individual choice
 

Salience

Our attention is drawn to what is novel and seems relevant to us

Our behaviour is greatly influenced by what our attention is drawn to.8
Simplicity is important here because our attention is much more likely to be drawn to things that we can understand – to those things that we can easily encode. And we are much more likely to be able to encode things that are presented in ways that relate more directly to our own personal experi­ences than to things presented in a more general and abstract way.

In our everyday lives, we are bombarded with stimuli. As a result, we tend to uncons­ciously filter out much inform­ation as a coping strategy. People are more likely to register stimuli that are novel (messages in flashing lights), accessible (items on sale next to checkouts) and simple (a snappy slogan).

Priming

Our acts are often influenced by sub-co­nscious cues

Priming is about how people’s behaviour is altered if they are first exposed to certain sights, words or sensat­ions. In other words, people behave differ­ently if they have been ‘primed’ by certain cues before­hand. Priming seems to act outside of conscious awareness, which means it is different from simply rememb­ering things. The discovery of priming effects has led to consid­erable contro­versy that advert­isers – or even govern­ments - might be able to manipulate us into buying or doing things that we didn’t really want.

Subsequent work has shown that primes do not have to be literally subliminal to work, as marketers have long unders­tood. In fact, many things can act as primes, including words, sights and smells. The effect of priming is real and robust; what is less understood is which of the thousands of primes we encounter each day have a signif­icant effect on the way we act.

Affect

Emotional associ­ations can powerfully shape our actions

Affect (the act of experi­encing emotion) is a powerful force in decisi­on-­making. Emotional responses to words, images and events can be rapid and automatic, so people can experience a behavi­oural reaction before they realise what they are reacting to. Moods and emotional reactions can precede and override more ‘rational’ or cognitive decisi­on-­making, resulting in decisions that appear contrary to logic or self-i­nte­rest. For example, people in good moods make unreal­ist­ically optimistic judgem­ents; those in bad moods make unreal­ist­ically pessim­istic ones.

Commitment

We seek to be consistent with our public promises & recipr­ocate acts

We tend to procra­stinate and delay taking decisions that are likely to be in our long-term intere­sts.9 Many people are aware of their will-power weaknesses and use commitment devices to achieve long-term goals. It has been shown that commit­ments usually become more effective as the costs for failure increase: for example, making commit­ments public, so breaking the commitment leads to reputa­tional damage. Even the very act of writing a commitment can increase the likelihood of it being fulfilled, and commitment contracts have already been used in some public policy areas.

Finally, we have a strong instinct for recipr­ocity, which means that, for example, accepting a gift acts as a powerful commitment to return the favour at some point – hence the popularity of free samples in marketing.

Ego

We act in ways that make us feel better about ourselves

We tend to behave in a way that supports the impression of a positive and consistent self-i­mage. When things go well in our lives, we attribute it to ourselves; when they go badly, it’s the fault of other people, or the situation we were put in – an effect known as the ‘funda­mental attrib­ution error’. We think the same way for groups that we identify with, to the extent that it changes how we see the world. We also like to think of ourselves as self-c­ons­istent. So what happens when our behaviour and our self-b­eliefs are in conflict? Often it is our beliefs that get adjusted, rather than our behaviour.

It has been shown that once people make initial small changes to their behaviour, the powerful desire to act consis­tently emerges – the initial action changes their self-image and gives them reasons for agreeing to subsequent requests. This challenges the common belief that we should first seek to change attitudes in order to change behaviour.