This post was originally published on the Sentient Decision Science Blog.
goal, perhaps. But maybe not so lofty if you’re equipped with the right
Yu, TMRE 2016′s chairperson, immediately endeared himself to the audience
by dubbing himself the ‘biggest failure’ in the ballroom. He cited multiple
tanked businesses, several career restarts, and a credit score of 300
to support the claim. Why so eager to have his failures be known? To help
people better understand how they can succeed.
room,’ Yu stressed. When decision makers want to know why big
ideas fail, they find the answer is often human.
concepts are good and the budgets are excellent, ideas can
bomb because of people.
new idea, said Yu. Next, they run into walls of apathy because so
many things are competing for their interest. Lastly, they run into walls of
disbelief and are desperate for proof.
have the right content. It requires us becoming champions in the board room.
Those walls are human dynamics and exist even with the right content.’
they’re emotional barriers all marketers have to deal with at some
point. Insights help us break through.
corporate marketing to get her PhD because she wanted to study the complexities
of decision making. Really, frustration in the field made her determined
to help people make research-based decisions that make sense, rather than see
them go with their gut.
it up and learn to work better with the board members who make gut
decisions’that’s just who we are as a species. Humans are ruled by
‘alligator psychology,’ she noted.
‘alligator brain’ and the ‘court,” Chance explained. ‘System 1 is unconscious,
fast’ an automatic decision maker. We only imagine the court is making more
decisions than it is.’
of people who won’t swallow, Chance suggested researchers better understand
the emotional motivations of our System 1 brains.
Labeling: Giving a name to behavior you want to
encourage or discourage.
Ease: Ease of use is a more powerful
motivator than even pleasure. This is a principle practiced to perfection by
companies like Amazon and Uber.
Attention: Moments of truth, open loops,
and the Zeigarnik effect.
Scarcity: Operates through loss aversion.
‘Hot potato’: When faced with resistance,
instead of pushing, hand back a problem to solve.
it helps to have a LEASH,’ Chance said with a smile.
persuading to bite.
Dubner, best-selling author of Freakonomics and SuperFreakonomics talked
about the power of incentives in marketing.
how much of something somebody’s got, how much they’re worth; the alligator
part of our brain’ will just zap at it.’
Cedars-Sinai Hospital in Los Angeles dealt with a particular problem, a big
problem. Doctors were not washing their hands.
science and danger of bacteria’it was a matter of communication. How do
you tell medical professionals they must do something they already know they
Starbucks gift cards. And the wealthy MDs snapped them up as though they
couldn’t afford their own coffee.
wanted to play,’ said Dubner. But the card didn’t raise the overall rate of hand washing.
‘what’ didn’t work. The ‘why’ is complicated.’
religion. It also delves into the subconscious. What doctors would admit
they don’t wash their hands in a hospital?
Dubner. ‘This is why we need to know not what people are telling you they
will do; we need to get data about what they actually will do.’
images of the bacteria found on their own hands and placed the image
on every computer screen saver at Cedars-Sinai. By showing doctors the
danger and triggering an emotional response, the research team got the
hand-washing rate up to 100-percent almost overnight.
to take advantage of that and exploit it for some good,’ Dubner concluded.
sounds pretty rational.