Predictable Irrationality If You Build What They Ask For, They Will Not Come

Predictable Irrationality

If you build what they ask for, they will If you build what they ask for, they will NOT come

Copyright © 2008 Open Text Corporation. All rights reserved.

Slide 1

Joyce Hostyn

[email protected]

twitter @joyce_hostyn

I like a dark, rich, hearty roast


Slide 2

20-25%actually do prefer rich hearty roast

majority of respondents

What is the number one retirement strategy for Americans?

win the lottery!

It has been said that man is a rational animal.

All my life I have been searching All my life I have been searching for evidence which could support this.

Bertrand Russell


Slide 5

Traditional economic theory portrays people as highly rational.


Slide 6

Vickuick -http://www.flickr.com/photos/vickuik/2285220997/

But reasoning, decision-making, and behavior is more like a messy game of snakes and ladders. No clear path. Highly emotional. Predictably irrational.

Theory of economic man is collapsing (slowly). We aren’t rational, profit-maximizing homo economicus after all.

Irrational human traits are ingrained in our brains

anchor effect collecting social validation reciprocity confabulation

commitment placebo effect discovery fear of loss concession scarcity endowment effect choice Hawthorne effect clustering illusion keeping doors open availability

cascade authority bias reciprocity competition cascade authority bias procrastination reciprocity competition zero-risk bias

what brain science tells ustells us

unconscious mind controls up to 95% of behavior

danger! danger! lizard brain has no time for facts

I’m going to

get in trouble.

Focused on survival. Fight, flight or freeze. Sex. Food. Events may trigger memories of emotional events and our deepest fears.

They’re going to

laugh at me.

emotion. memory. habit. mammal brain drives behavior and decision making

Where intuition (tacit knowledge) resides and decisions really happen.

abstract thought. logic. human brain reasons and rationalizes

But it doesn’t really make the decisions. So… backwards rationalization. Adopts a theory and seeks to support and defend it. Slows down decision-making.

reason consciousrequests, needs, wishes

emotion

instinct

desires, frustrations, intuition

fears, danger, survival

unconscious

which brain always wins?which brain always wins?

… key guideline was a simple

message: "A Record Turnout Is Expected." That's because

studies by psychologist Robert Cialdini and other group members had found that the most powerful

motivator for hotel guests to reuse towels, national-park visitors to stay on marked trails and citizens to vote

is the suggestion that is the suggestion that everyone is doing it.

"People want to do what they think others will do… The Obama

campaign really got that.”

How Obama Is Using the Science of Change, Michael Grunwald

what does this have to do with ECM? with ECM? and the challenge of adoption?

16%

13%

effective user adoption

software functionality

organizational change

process alignment

Most important factor for realizing value?

70%

1%

Source: Defining Enterprise Software “Success,” Sandhill.com and Neochange 2008

What is the biggest hurdle behind the ECM adoption challenge?

the adoption hurdle is here

The problem isn’t getting people using ECM software. The problem is to change people’s minds about ECM software.

Most implementations fail to take into consideration business context…

implementation teams know who their

users are, but they know very little users are, but they know very little about the people that will use the

technology.

Thoughts On Recession...And ECM AdoptionKyle McNabb, Forrester

Even minor decisions are influenced by

emotional factors and by the

cultural context in which they are to cultural context in which they are to

be taken.

Dan Ariely, Predictably Irrational

people tend to

overvalue what they

business tends

to overvalue what 3x3x

The problem is on both sides

overvalue what they currently use by

about a factor of 3

to overvalue what they’re selling by a

factor of 3

3x3x

9x

John Gourville, “Eager Sellers and Stony Buyers: Understanding the Psychology of

New-Product Adoption”, HBR

easy sells smash hits

not much

behavior change

sure failures

long hauls

highlow

payoff

a lot

long hauls

John Gourville, “Eager Sellers and Stony Buyers”, HBR

what do we need to do?

deploy ECM to fit the way people workpeople work

anticipate and manage resistanceresistance

brace for slow adoptionbrace for slow adoption

to do this, we need to deeply understand peopleand the context in which and the context in which

they work

We've learned from many enterprises with successful ECM initiatives that focusing on business context helps. How? It allows them to build up profiles on their people, not as users, but as people that just happen to use ECM technology to get their daily work. They've basically adopted, to a degree, the marketing practice of customer segmentation and persona design and applied it to their employees.... persona design and applied it to their employees....

As a result, they've been able to fit ECM technologies into how their people work, complementing they way their people work instead of materially changing what they do.

Thoughts On Recession...And ECM AdoptionKyle McNabb, Forrester

tools for emotional insighttools for emotional insight

shift your perspectiveshift your perspective

Probe for insight active listeningexpressed data

probing

tacit data

fertile data

1

2

3

Interviews

Peeling the onion

5 whys

Six techniques to probe deeply

3

4

5

5 whys

Stories

Apprentice

6 Personas

Asking “what do you want” WON’T give you what you need

Source: How to understand your users with personas, Brad Colbow

Most of the time people have no idea why they’re doing what they’re doing. So they’re going to

try to make up something that makes sense.

Clotaire Rapaille, Reptilian Marketing

Instead, ask about how they work

John Gourville, “Eager Sellers and Stony Buyers”, HBR

Then listen deeply

have NO expectations about their responses

it’s about it’s about

understanding how

THEY see the world

1 - dig deep with interviews

“You’re going to tell me a little story, like I was a 5 year old from another planet.” Clotaire Rapaille


For understanding people

• Tell me about…

• Describe the worst/best experience you’ve had with…

• What did you think when…?

• How did you feel when…?

• What were high and low points in…?

• Describe a great day. Bad day.• Describe a great day. Bad day.

• What do you like about your job? Dislike?

• What really stood out for you in … (good or bad)?

• If you could change one thing what would it be?

• It you had a magic wand, what would you wish for?

• 5 whys

For understanding process

• Would you walk me through the process of…?

• From whom did you get…. ? To whom… will it go next?

• What information did you need to…? Where did you get it? What happens if the information isn’t available when you need it?

• What parts of the process were


• What parts of the process were essential? Unnecessary?

• Where did things get held up or take too long?

• Do you ever have to do the same thing more than once?

• Did you ever feel you were going backwards?

• How do you measure success?

• If you had a magic wand and could change the process any way you wanted, what would you wish for?

image closedzero


For understanding content

• What types of content do you work with? (contracts, specs, invoices, collateral, deals…)

• Tell me a bit about…

• Tell me about the last time you…

• How do you use it to:

Make decisions? Influence?Execute? Execute? Share ideas?

• Where is it stored? How do you receive or locate it? How do you know it’s correct or up-to-date?

• What type of content do you create? Tell me about the tools you use.

• Where do you store it?

• How do you share it?


5 emotions driving themLoves, hates, passion

points

1 what they say

Why? What’s behind what

they’re saying?

2 how they say it

Words, tone, body

language

2 – peel the onion for deep understanding

4 how they feelTrust? Complacency? Irritation?

Fear? Why?

points

3 what they doWhy? What’s

behind their

actions?

2 – peel the onion for deep understanding

If you’re not going to finish

your toast, throw it out.

… Why?

So it won’t go bad.

… Why?

Toast goes bad if you don’t

eat it.

… Why?

It gets mouldy.

3 – use the 5 whys to get the ‘so what’

It gets mouldy.

… What’s mouldy?

Guck that grows on your

toast if you don’t throw it out.

… Why?

Because I said so.

Indi Young, Mental Models

I don’t want to change the

system

… Why not?

What we currently have

works fine

… How can you tell?

People are happy.

… How do you know?

No one’s complaining or


No one’s complaining or

yelling at me.

… What happened last time

you changed the system?

A partner lost his work after

an all nighter. I almost got

fired.

A patient got the wrong

medicine

… Why?

Prescription was incorrect

… Why?

Doctor made the wrong

decision

… Why?

Patient’s record didn’t


Patient’s record didn’t

contain all information the

doctor needed

… Why?

The doctor’s assistant hadn’t

entered the patient’s latest

test results

… Why?

Lab tech phoned in the

results through to

receptionist who forgot to tell

the assistant



Perry Belcher, Peeling-the-onion

4 – elicit stories using pictures

What is the bestthing about living in Kpendua?”

1 3

2 What is already happening in

http://cclve.blogspot.com/

happening in Kpendua that makes you the happiest? What is successful?

4 – elicit stories using pictures

Perfect Pitch, Jon Steel

Use emotional

words

frustrated elated angry exhausted awed timid disappointed kindness

honored stressed excited joyous confident nervous depressed fearful shocked

friendship hopeful relaxed torn proud change courageous accepted delightedsuccess disgusted embarrassed amused happy jealous conviction pity remorse

sad surprised worried proud unhappy strong stand respect

appreciated distant

4 – elicit stories using words

1. Start with an image building phrase:

Think about… Imagine… If… Consider…

2. Add a sentence or two to enhance the image

3. Then use an open question with emotive words

you felt really proud to be part of something

you took a real risk and it paid off or didn’t pay off

Build the question

Ultimate Guide to Anecdote Circles, www.ancedote.com.au

4 – elicit stories

http://www.visualexplorer.org/downloads/index.html

interview(get overview & establish trust)

switch to master-apprentice (learn by watching)

5 – go native and be an apprentice

(learn by watching)

observe(master runs the show, apprentice

asks occasional question)

summarize(to validate & fill in gaps)

5 – go native and be an apprentice

What do they

HEAR?boss

colleagues

influencers

What do they

SEE?environment

friends

colleagues

What do they

THINK & FEEL?what really counts

major preoccupations

worries &

aspirations

6 – build empathy using personas

influencers

friends

colleagues

what work offers

What do they

SAY & DO?attitude in public

appearance

behavior towards others

PAINfears | frustrations | obstacles

GAINwants/needs | measures of success | obstacles

Source: XPLANE and Business Model Generation by Alexander Osterwalder

SallyAccounts Payable

Processor

Goals� Post invoices ASAP

� Have as many invoices arrive complete as possible

� Get fast answers

“Answer my question, for

heaven’s sake!”

After the mailroom scans the invoice, Sally gets it and checks that the

invoice can be posted for payment. If the invoice references a Purchase

Order (P.O.), Sally compares them. If the invoice doesn’t reference a P.O.,

she contacts whoever requested the goods to get the P.O. number.

She wishes it was as easy as it sounds. She spends 40-50% of her time

resolving exceptions or, as she calls it, “chasing rabbits.” To resolve an � No calls from angry vendors

� Job security

Needs� Complete invoices

� Customer to respond in a timely manner

Tasks� Post invoices

� Get missing P.O.’s

� Report to AP Manager (Susan) on invoice status

resolving exceptions or, as she calls it, “chasing rabbits.” To resolve an

exception Sally has to get information from people outside Accounts

Payable. She often doesn’t know who to ask. When she does know, they’re

not always responsive. She wishes there was a way to make people follow

up.

Sally works frantically to post invoices before their due date. The Accounts

Payable backlog keeps growing because people won’t respond and Sally

won’t post an invoice for payment before she’s sure both the invoice and

the P.O. are correct.

Sally is sick of her boss, Susan, asking her for the status of the invoices

she’s working on. She thinks it’s a waste of time. Sally hates when vendors

call to complain about a late payment. Sally has to calm them down before

she can get the information she needs to track down the invoice.

6 – build empathy using personas

KarlAccount Exec

GrantGlobal Services

JimDeveloper

BenCustomer Support

take awaystake aways

the adoption hurdle is here

people are

influenced by their

environment,

emotions, emotions,

shortsightedness,

and other forms of

irrationality

this means…this means…

STOP talkingSTOP talking

users. technology. requirements.

START observingSTART observing

people. mental models. emotions. cultural context. stories.

seek to

UNDERSTAND UNDERSTAND predictable irrationality of people. what people are trying to

achieve. why.

then DEPLOYthen DEPLOY

with predictable irrationality in mind. anticipate and manage resistance. brace for slow adoption.