BEHAVIOUR - NHS England · Kahneman and Tversky’s influential book Thinking, Fast and Slow, illustrated that we have two very different ways of thinking: fast and instinctive, our

BEHAVIOURWORKSHOP

Changing behaviour for good

0020_Hamell_Workshop_Workbook_FAW.indd 1 14/09/2016 12:43

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System 1 thinkingAutomatic Mind

System 2 thinkingReflective Mind

Slow

Deliberative

Conscious

Logical

DeductiveWithout

self awareness or control

Unconscious

E�ortless

Associative

Fast

A FRAMEWORK FOR CHANGING BEHAVIOUR



What answer springs to mind when you read the following questions?1

1. A bat and a ball cost £1.10 in total. The bat costs £1.00 more than the ball. How much does the ball cost?

2. If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets?

3. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half of the lake?

Now reflect. Try again.*

Kahneman and Tversky’s influential book Thinking, Fast and Slow, illustrated that we have two very different ways of thinking: fast and instinctive, our ‘system 1’ versus rational and deliberative, our ‘system 2’.

The degree to which either system is engaged depends on a multitude of factors including the motivation and resources attached to each decision. This may sound counterintuitive – why would you ever want to be anything but rational? But when you think about the constant pressure and speed of human life, is it surprising that often we rely on cues from system 1, especially when it so often serves us well?

Hamell is a full service behaviour change agency with a clear focus on delivering evidence-based sustained change.

Hamell seek to get an in-depth understanding of where your audiences’ attention lies, and the

system of thinking they are likely to tap into. Hamell couple this understanding of behavioural drivers, with their knowledge about heuristics, to nudge your audiences in the right direction.

*Answers to questions:

1. Bat £1.05, ball £0.05 2. Five minutes (it takes each machine 5 minutes to make a

widget) 3. Work it backwards: if the pond is covered after 48 days, and they double

in size every day, then day 47 would be half covered. So the answer is 47 days.

1. Frederick, S. (2005). Cognitive Reflection and Decision

Making. Journal of Economic Perspectives, 19(4), 25-42.


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MINDSPACE is a behavioural economic framework developed by Dolan et al.2

MINDSPACE is a nine letter mnemonic (a ‘checklist’) for the different effects that drive behaviour.

MINDSPACE focuses on influencing the System 1 thinking: the ‘Automatic’ mind.

2. Dolan, P., Hallsworth, M., Halpern, D., King, D., & Vlaev, I. (2010).

MINDSPACE: influencing behaviour through public policy. Cabinet

Office and Institute for Government. London: Cabinet Office.

System 1 thinking

MESSENGER We are heavily influenced by who communicates information

Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses

We are strongly influenced by what others do - particularly people like us

We tend to ‘go with the flow’ of pre–set options

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

Our acts are often influenced by subconscious cues

Our emotional associations can powerfully shape our actions

We seek to be consistent with our public promises, and reciprocate acts

We act in ways that make us feel better toward ourselves

INCENTIVES

NORMS

DEFAULTS

SALIENCE

PRIMING

AFFECT

EGO

COMMITMENTS



Hamell through their 360* approach also capture individual behavioural drivers, which influence System 2 thinking: the ‘Reflective’ mind.

System 2 thinking

The degree to which we believe that we will be able to successfully engage in a behaviour

We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns

We need a sense of control over behaviour in order to engage in it

Our personalities mean that we are motivated by di�erent desires and goals

Some of our known prejudices and beliefs make us resistant to behaviour change

SELF–EFFICACY

NECESSITY vs CONCERN

CONTROL

RESISTANCE

MOTIVATION


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MESSENGER We are heavily influenced by who communicates information



INCENTIVES Our responses to incentives are shaped by mental shortcuts, particularly around avoiding losses


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NORMS We are strongly influenced by what others do - particularly people like us



DEFAULTS We tend to ‘go with the flow’ of pre–set options


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



PRIMING Our acts are often influenced by subconscious cues


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AFFECT Our emotional associations can powerfully shape our actions



COMMITMENTS We seek to be consistent with our public promises, and reciprocate acts


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EGO We act in ways that make us feel better toward ourselves



SELF–EFFICACY The degree to which we believe that we will be able to successfully engage in a behaviour


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We are unlikely to engage in a behaviour unless our perception of necessity outweighs our concerns

NECESSITY vs CONCERN



CONTROL We need a sense of control over behaviour in order to engage in it


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Our personalities mean that we are motivated by different desires and goalsMOTIVATION



RESISTANCE Some of our known prejudices and beliefs make us resistant to behaviour change


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If you want to know more about how to initiate behaviour

change that lasts and generate campaigns that reasonate,

contact Fiona Hammond or Linda Cowie on

0207 978 5206, or email

[email protected], [email protected]



BEHAVIOUR - NHS England · Kahneman and Tversky’s influential book Thinking, Fast and Slow, illustrated that we have two very different ways of thinking: fast and instinctive, our

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