Follow-up on Cialdini's work on influence.
Focus on encouraging behavior change and better decision-making.
Two key books: Thinking, Fast and Slow by Daniel Kahneman and Nudge by Richard Thaler and Cass Sunstein.
Both authors are credible, Nobel Prize winners in Economics.
Their work is based on solid experimental results, unlike many self-help approaches.
Nudge is more accessible compared to Kahneman's dense writing.
System 1 (Fast thinking):
Automatic, instinctive responses (e.g., pulling back from heat).
Functions rapidly without conscious thought.
Influenced by emotional reactions.
System 2 (Slow thinking):
Rational, deliberate decision-making.
Requires more cognitive effort (e.g., solving mathematical problems).
Mistakes made unconsciously during judgment; associated with both modes of thought.
The way information is presented affects decision-making.
Example: Surgery decision framed positively (90% survival) versus negatively (10% mortality).
People accept surgery more readily when framed positively.
Important to frame questions carefully, especially in surveys or organizational communication.
People fear losses more than they value equivalent gains.
Study Example: Coin toss with potential loss of €100 or potential gain of €200 indicates losses must be twice as significant to motivate risk-taking.
This bias explains decisions in contexts like sports (e.g., golfers putting under pressure).
Initial exposure to a number or concept influences future decisions.
Experiment: Students who saw the number 90 guessed Gandhi's age at death higher than those who saw 20, demonstrating how anchors affect judgment.
Common in sales, where high initial prices anchor perceptions of value.
Continuing to invest in a decision based on prior investments rather than future value.
Example: Investing further in a failing venture to avoid losing initial money.
Decisions influenced by recent information or experiences.
Example: Fear of flying after hearing about a recent crash increases car travel, leading to more accidents on the road.
Presented by Thaler and Sunstein in Nudge.
Individuals who organize choices impact decision outcomes (choice architects).
Supermarket shelf placement impacts buying behavior, leveraging eye-level display for products.
Persuade with logical arguments, but knowledge alone is insufficient.
Engage emotions to foster commitment (e.g., emphasize job security linked to cybersecurity).
Make desired behaviors easier through environmental changes.
Example: Remove temptations (e.g., avoid passing a donut shop to prevent impulse buys).
Practical security measures: Use fobs instead of keypad codes to control access more securely.
Popcorn and soup studies illustrate how portion sizes influence consumption (larger containers lead to larger consumption).
Selecting products: Fewer options lead to higher sales (jam experiment with 6 vs. 24 jars shows less choice leads to more purchases).
Springboard Stories personalize messages, leading to stronger emotional connections.
Example: A story about a child needing surgery led to immediate public response and change in healthcare policy.
Effective in cybersecurity: Show real examples of attacks to emphasize the need for security measures.
Understanding behavioral influences can significantly enhance the effectiveness of communication and decision-making strategies.
Week 6 Decision Making & Changing Behavior
Follow-up on Cialdini's work on influence.
Focus on encouraging behavior change and better decision-making.
Two key books: Thinking, Fast and Slow by Daniel Kahneman and Nudge by Richard Thaler and Cass Sunstein.
Both authors are credible, Nobel Prize winners in Economics.
Their work is based on solid experimental results, unlike many self-help approaches.
Nudge is more accessible compared to Kahneman's dense writing.
System 1 (Fast thinking):
Automatic, instinctive responses (e.g., pulling back from heat).
Functions rapidly without conscious thought.
Influenced by emotional reactions.
System 2 (Slow thinking):
Rational, deliberate decision-making.
Requires more cognitive effort (e.g., solving mathematical problems).
Mistakes made unconsciously during judgment; associated with both modes of thought.
The way information is presented affects decision-making.
Example: Surgery decision framed positively (90% survival) versus negatively (10% mortality).
People accept surgery more readily when framed positively.
Important to frame questions carefully, especially in surveys or organizational communication.
People fear losses more than they value equivalent gains.
Study Example: Coin toss with potential loss of €100 or potential gain of €200 indicates losses must be twice as significant to motivate risk-taking.
This bias explains decisions in contexts like sports (e.g., golfers putting under pressure).
Initial exposure to a number or concept influences future decisions.
Experiment: Students who saw the number 90 guessed Gandhi's age at death higher than those who saw 20, demonstrating how anchors affect judgment.
Common in sales, where high initial prices anchor perceptions of value.
Continuing to invest in a decision based on prior investments rather than future value.
Example: Investing further in a failing venture to avoid losing initial money.
Decisions influenced by recent information or experiences.
Example: Fear of flying after hearing about a recent crash increases car travel, leading to more accidents on the road.
Presented by Thaler and Sunstein in Nudge.
Individuals who organize choices impact decision outcomes (choice architects).
Supermarket shelf placement impacts buying behavior, leveraging eye-level display for products.
Persuade with logical arguments, but knowledge alone is insufficient.
Engage emotions to foster commitment (e.g., emphasize job security linked to cybersecurity).
Make desired behaviors easier through environmental changes.
Example: Remove temptations (e.g., avoid passing a donut shop to prevent impulse buys).
Practical security measures: Use fobs instead of keypad codes to control access more securely.
Popcorn and soup studies illustrate how portion sizes influence consumption (larger containers lead to larger consumption).
Selecting products: Fewer options lead to higher sales (jam experiment with 6 vs. 24 jars shows less choice leads to more purchases).
Springboard Stories personalize messages, leading to stronger emotional connections.
Example: A story about a child needing surgery led to immediate public response and change in healthcare policy.
Effective in cybersecurity: Show real examples of attacks to emphasize the need for security measures.
Understanding behavioral influences can significantly enhance the effectiveness of communication and decision-making strategies.