Designing for Behavior Change. Applying Psychology and Behavioral Economics. 2nd Edition

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• Preface
  • How This Book (and This New Edition) Came About
  • Who This Book Is For
    • Combining Research, Data, and Product Expertise
    • What You Need to Know to Benefit from This Book
  • What Types of Behaviors This Can Help With
  • What This Book Is Not About
  • The Chapters Ahead
  • Lets Talk
  • OReilly Online Learning
  • How to Contact Us
  • Permissions
  • Acknowledgments
• I. How the Mind Works
• 1. Deciding and Taking Action
  • Behavior Change
  • And Behavioral Science
  • Behavioral Science 101: How Our Minds Are Wired
    • Were Limited
    • Were of Two Minds
    • We Use Shortcuts, Part I: Biases and Heuristics
    • We Use Shortcuts, Part II: Habits
    • Were Deeply Affected by Context
    • We Can Design Context
  • What Can Go Wrong
    • Quirks of Decision Making
    • Quirks of Action
  • A Map of the Decision-Making Process
  • A Short Summary of the Ideas
• 2. Creating Action
  • From Problems to Solutions
  • A Simple Model of When, and Why, We Act
    • Cue
    • Reaction
    • Evaluation
    • Ability
    • Timing
    • Experience
  • The CREATE Action Funnel
    • Each Stage Is Relative
    • The Stages Can Interact with One Another
    • The Funnel Repeats Each Time the Person Acts and Each Time Is Different
  • A Short Summary of the Ideas
• 3. Stopping Negative Actions
  • Using CREATE to Add Obstacles to Action
  • Changing Existing Habits
    • Attention: Avoid the Cue
      • Reaction: Replace the routine by hijacking the reaction
      • Evaluation: Use conscious interference
      • Evaluation: Increase attention with mindfulness
      • Ability: Increase the power of other behaviors
  • Rushed Choices and Regrettable Action
  • A Short Summary of the Ideas
• 4. Ethics of Behavioral Science
  • Digital Tools, Especially, Seek to Manipulate Their Users
  • Where Things Have Gone Wrong: Four Types of Behavior Change
    • Poisoning the Water
    • Addictive Products
  • The Behavioral Science of Ethics
  • Well Follow the Money Too
  • A Path Forward: Using Behavioral Science on Ourselves
    • Assess Intention
    • Assess Behavioral Barriers
    • Remind Ourselves with an Ethics Checklist
    • Create a Review Body
    • Remove the Fudge Factor
    • Raise the Stakes: Use Social Power to Change Incentives
    • Remember the Fundamental Attribution Bias
    • Use Legal and Economic Incentives as Well
  • Why Designing for Behavior Change Is Especially Sensitive
  • A Short Summary of the Ideas
• II. A Blueprint for Behavior Change
• 5. A Summary of the Process
  • Understanding Isnt Enough: We Need Process
  • The Process Is a Common One
  • The Details Do Matter
  • Since Were Human Too: Practical Guidelines and Worksheets
  • Putting It into Practice
• 6. Defining the Problem
  • When Product Teams Dont Have a Clear Problem Definition
  • Start with the Products Vision
  • Nail Down the Target Outcome
    • Clarify the Outcome
      • That and nothing else
      • Avoid states of mind
      • Prioritize and combine
      • Avoid stating how the product (might) do it
      • Why go through the trouble?
      • What if no one can agree on the products intended outcome?
    • Define the Metric to Measure Outcomes
    • Working with Company-Centric Goals
      • State the vision
      • State the companys objectives
      • Define the user outcomes
    • A Quick Checklist
  • Who Takes Action?
  • Document Your Initial Idea of the Action
    • Clarify the Action
    • A Metric for Action
    • Look for the Minimum Viable Action
  • A Hypothesis for Behavior Change
  • Examples from Various Domains
  • Reminder: Action != Outcome
  • Putting It into Practice
• 7. Exploring the Context
  • What Do You Know About Your Users?
    • How Do They Behave in Daily Life?
    • How Do They Behave in the Application?
    • Behavioral Personas
  • The Behavioral Map: What Micro-Behaviors Lead to Action?
    • Building the Behavioral Map
    • Write or Draw It Out, and Add Behavioral Detail
    • New Products or Features Versus Existing Ones
    • The Behavioral Map for Stopping Behaviors
  • Is There a Better Action for Them to Take?
    • Techniques for Generating Ideas
    • The Obvious Is Our Enemy
    • Select the Ideal Target Action
    • Updating the Behavioral Personas
  • Diagnosing the Problem with CREATE
    • Diagnosing Why People Dont Start
    • Diagnosing Why People Dont Stop
  • Putting It into Practice
• 8. Understanding Our Efforts: A Brief Story About a Fish
  • Do It for Them When You Can
    • Strategies to Cheat at One-Time Actions
      • Automate it
      • Make it incidental
    • Strategies to Cheat at Repeated Actions
      • Automate the act of repetition
    • But Isnt Cheating, Well, Cheating?
    • Cheating at the Action Funnel
  • When You Cant Do It for Them, You CREATE
    • Look Beyond Motivation
    • The Value and Limitations of Educating Your Users
    • Reach Out of the Screen
  • Putting It into Practice
    • Exercise: Review the Map
• 9. Crafting the Intervention: Cue, Reaction, Evaluation
  • Cueing the User to Act
    • Ask Them
    • Relabel Something as a Cue
    • Make It Clear Where to Act
    • Remove Distractions: Knock Out the Competition
    • Go Where the Attention Is
    • Align with When People Have Spare Time
    • Use Reminders
    • Bonus Tactic: Blinking Text
  • The Intuitive Reaction
    • Narrate the Past to Support Future Action
    • Bring Success Top of Mind
    • Associate with the Positive and the Familiar
    • Deploy Social Proof
    • Use Peer Comparisons
    • Display Strong Authority on the Subject
    • Be Authentic and Personal
    • Make the Site Professional and Beautiful
  • The Conscious Evaluation
    • Make Sure the Incentives Are Right
    • Leverage Existing Motivations Before Adding New Ones
    • Avoid Direct Payments
    • Leverage Loss Aversion
    • Use Commitment Contracts and Commitment Devices
    • Test Different Types of Motivators
    • Use Competition
    • Pull Future Motivations into the Present
  • A Few Notes on Decision Making
    • Avoid Cognitive Overhead
    • Make Sure Instructions Are Understandable
    • Avoid Choice Overload
    • Slow Them Down
  • Putting It into Practice
• 10. Crafting the Intervention: Ability, Timing, Experience
  • The Users Ability to Act
    • Remove Friction and Channel Factors
      • Remove unnecessary decision points
      • Set appropriate defaults
    • Elicit Implementation Intentions
    • Peer Comparisons Can Help Here Too
    • The Other Side of the Wall: Knowing Youll Succeed
    • Look for Real Obstacles
  • Getting the Timing Right
    • Frame Text to Avoid Temporal Myopia
    • Remind of a Prior Commitment to Act
    • Make Commitments to Friends
    • Make a Reward Scarce
  • Handling Prior Experience
    • Use Fresh Starts
    • Use Story Editing
    • Use Techniques to Support Better Decisions
    • Make It Intentionally Unfamiliar
    • Check In Again: Youre Not Interacting with the Same Person
  • Putting It into Practice
• 11. Crafting the Intervention: Advanced Topics
  • Multi-Step Interventions
    • Combine Where Possible
    • Again, Cheat If You Can
    • Provide Small Wins
    • Generate a Feedback Loop
    • Common Mistakes
      • It is easy!
      • Hard work builds commitment
  • Creating Habits
  • Hindering Action
    • Habitual Actions
    • Ideas for Hindering Other Actions
  • Putting It into Practice
• 12. Implementing Within the Product
  • Run the Ethical Review
  • Leave Space for the Creative Process
    • A Cautionary Tale: My Exercise Band
  • Build in Behavioral Metrics from Day One
    • What You Should Already Have
    • Implementing Behavioral Tracking
      • Measuring behaviors and outcomes within the product
      • Measuring behaviors and outcomes outside of the product
    • Implementing A/B Testing and Experiments
    • Tools for Behavioral Tracking and Experiments
  • Putting It into Practice
• 13. Determining Impact with A/B Tests and Experiments
  • The How and Why of Randomized Control Trials
    • Why Experiments Are (Almost) Better Than Sliced Bread
  • Experimental Design in Detail
    • How Many People Are Enough?
    • How Long of a Wait Is Enough?
    • Using Business Importance to Determine Enough
    • Points to Remember in Designing an Experiment
  • Analyzing the Results of Experiments
    • Is the Effect Large Enough? Determining Statistical Significance
    • Other Considerations
  • Types of Experiments
    • Other Types of Experiments
    • Experimental Optimization
      • How Experimental Optimization Works
    • When and Why to Test
  • Putting It into Practice
• 14. Determining Impact When You Cant Run an A/B Test
  • Other Ways to Determine Impact
    • A Pre-Post Look at Impact
    • A Cross-Sectional or Panel Data Analysis of Impact
    • Unique Actions and Outcomes
  • What Happens If the Outcome Isnt Measurable Within the Product?
    • Figure Out How to Measure the Outcome and Action by Hook or by Crook (Not by Survey)
    • Find Cases Where You Can Connect Product Behavior to Real-World Outcomes
    • Build the Data Bridge
  • Putting It into Practice
• 15. Evaluating Next Steps
  • Determine What Changes to Implement
    • Gather
    • Prioritize
    • Integrate
  • Measure the Impact of Each Major Change
    • Qualitative Tests of Incremental Changes
  • When Is It Good Enough?
  • Putting It into Practice
• III. Build Your Team and Make It Successful
• 16. The State of the Field
  • What We Did: A Global Survey of Behavioral Teams
  • Whos Out There?
  • Where the Interest Lies
    • The Dedicated Teams
    • The Nondedicated Teams
  • A Broad Range of Application
    • Origins
    • Business Model
    • Placement
    • Focus Area
  • The Challenges
    • The Practical Challenges of Running a Team
    • The Replication Crisis in Science
  • Putting It into Practice
• 17. What Youll Need for Your Team
  • From What Theyve Done to What Youll Do
  • Making the Case
    • Thinking Through the Business Model
  • The Skills and People You Need
    • Skillset 1: The Non-Behavioral Basics
    • Skillset 2: Impact Assessment
    • Skillset 3: A Deep Understanding of the Mind and Its Quirks
    • Whats Not Listed: A PhD
    • How You Combine These Skills on a Team
    • Getting Help from Outside Researchers
    • Data Science and Behavioral Science
    • Leveraging Data Science When Designing for Behavior Change
  • Putting It into Practice
• 18. Conclusion
  • How We Make Decisions and Act
  • Shaping Behavior with Your Product: The CREATE Action Funnel
  • DECIDE on the Behavioral Intervention and Build it
  • Other Themes
  • Frequently Asked Questions
    • How Do the Preconditions for Action Vary from Day to Day?
    • What Changes as a User Gains Experience with the Product?
    • How Can You Sustain Engagement with Your Product?
    • What Happens Before People Take Action the First Time?
  • Looking Ahead
• Glossary of Terms
• Bibliography
• Index

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