psychology of user adoption
Post on 17-Oct-2014
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Despite the fact that some governments are taking behavioral science and its challenges to the model of the rational individual very seriously, most enterprises still haven’t changed the way they deploy technology. No wonder 85% of ECM implementations fail to live up to expectations. Can the insights shared by Kahneman and others shed some insight onto this dilemma? Can we increase success by rethinking our approach to enterprise software deployments based on an improved understanding of how people perceive their environment, are swayed by others, and choose to act?TRANSCRIPT
psychology of
user adoption
it’s ours
it’s mine
it’s safer in the
library…
it’s safer on my
machine..
it’s better than
it doesn’t work
like Google
it helps me serve
customers better
I don’t have
time
you’re here
your users
start here
by Kathy Sierra
you want to get
them here
your users
start here
change adoption is
change is a journey
become aware learn about it
decide to learn is this working for me?
first use how do I get started?
build experience intermittent use
become proficient it’s how I do things
champion advocate to others
past experience what else I’ve used
Campaign (posters,
town halls, videos)
outlining clear vision
& benefits. Spread
positive stories.
Confidence increases
with each success.
What’s my manager
saying about it?
Feel supported, know
who to ask if have
a question or run
into a problem.
What’s my role? How
will it affect me?
Does it improve my
work?
Successfully
completing important
activities. Works the
way I expect. Trust it. Confident
my stuff is safe and
secure.
What’s are benefits
to the organization?
Do I care?
Who else is using it
& what are they
saying about it?
Training, job aids,
and support for
quick success.
Reinforce value.
Spread positive
stories, reinforce
organizational fit,
ensure ongoing
management support.
Design for good first
impressions –
visually appealing, fit
to activity, easy to
use, wow factor.
Store documents in
email, personal drive,
and shared drive.
Consult binders of
procedures.
Use web at home.
Have a personal
mobile phone for
keeping in touch
with family.
Poor perception of
enterprise apps based
on prior experience.
Conduct interviews,
surveys, focus groups
to understand
experiences and
activities.
Design to fit role.
Leverage social
influence.
Does it make me
feel stupid or
frustrate me? Give
up if bad experience
or expectations not
met.
Do I have support?
Is it clear how to
start? What I can
do?
Support through local
champions familiar
with role, activities,
and department.
Learning material
based on department
and role.
Understand sharing
culture. Don’t feel
my job is threatened
by sharing.
Good feedback and
security increase
confidence.
Perceived usability,
usefulness, value
determines
willingness to move
to next stage. Adjust configurations
or provide additional
training and support
based on experience.
Clear perception of
value.
How else can I
leverage this in my
work?
Extend training to
cover additional
functionality and
reveal new
opportunities to
leverage.
Involve in designing
future versions.
Why isn’t everyone
using it? That would
make it even more
useful to me!
Support champions
and provide channels
to help spread WOM.
Can I personalize it
to match the way I
work & become
more efficient?
I have a stake in
this.. How can I
share my ideas on
how it can be
improved?
Make it addictive to
use and share.
Participate in user
groups.
Evangelize. Coach.
Capture success
stories.
… planning means changing
minds not making plans
Arie de Geus
… planning means changing
minds not making plans deploying technology
deploying ECM*
* Enterprise Content Management
mine
unsafe/loss of control
only of value to me
lack confidence or trust in system
it pays to hoard
ours
safe/have control
of value to others
have confidence & trust in system
it pays to share
from hoarder to sharer
the adoption
hurdle is here
psychology of user adoption is
about how to change
minds
habits
behaviors
by Paul Brink, flickr
you
your users
so, what’s
going on in our
minds?
homo economicus
(econs)
willpower
of Gandhi
store as much
memory as big blue
think like
Einstein
system 2, the rider homo economicus (econs)
what does this do?
how much does it cost (time, money, effort)?
how does it compare?
what are the features?
Robert Shiller, Professor of Economics, Yale University
economics is (now) about emotion and psychology*
system 1, the elephant homo behaviorus
how does this make me feel?
how will it affect me?
what are other people doing?
does it provide meaning or pleasure?
of change management efforts fail
change management is in need of a transformation
through an improved understanding of
how humans interpret their
environment and choose to act The Inconvenient Truth About Change Management, McKinsey
6 things to
consider when it comes to change
our minds are
storytelling machines 1
banana vomit
puppy by umulopulos, flickr
freakingnews.com
perceiving the world is an active process of meaning-making
that shapes and biases the rest of our decision-making
what to do?
What do they
FEEL what emotions &
attitudes?
What do they
SAY quotes & defining words?
What do they
THINK and what does this tell you about their beliefs?
What do they
DO? actions & behaviors?
hoarder
MY information
(ownership)
might need it, will
go through it later
afraid they won’t
find something
they won’t
understand it
I don’t have
time I need to
have it
I might need it now
or later (giving-up
or lack of control)
it’s
MINE!
not secure
don’t trust
anyone else
to preserve it
docs will
be lost
if I keep it, only I know
where it is, so the
company needs me
too hard to
use DM
someone will be
irresponsible with
the info if I share
I don’t have
time
it’s
MINE!
it’s
MINE!
big inbox (everything kept since
no time to check if it can be
deleted)
easy to find
carry everything on
a stick or laptop save all to desktop keeps multiple
copies/iterations
stonewall create other
hoarders
keep everything to
feel in control stuff in boxes/file
cabinets
I am busy & just give
me more disk space,
I’ll deal with it later is it mandatory to
share? if not, I won’t
no one else
needs it
it might get lost. won’t
be able to find it
(resistance to using &
learning new tech)
I might need
this one day
I am going to save
everything to cover
my bleep
W.I.P. not completed. I’m
not done yet. Judged by
others.
may need it
someday
what if I need to
use it again?
If I share it, it won’t be
mine & others will get to
use it for FREE
I know where
everything is
it’s confidential
info oh, but I have gone back
to my <stuff> 10 years &
it’s been useful
the info needs
to be controlled
I don’t have time
to clean up
I know it won’t get lost or
destroyed if I keep it
the wrong
person may
see it insecure
my job is in jeopardy
because now I have
to share my assets
fear of loss
of status
I’ll lose control
of…?
overwhelmed &
not important now
protective
suspicious
need the security
blanket loss of control
threatened it’s my work
vulnerable (may
not be needed) anxious
I need
control
insecure
I’m insecure and need the
feeling of power of being
“the one with the info”
worried
I’ll be
laughed at
find out how different groups of users perceive the world…
what stories are they telling themselves?
consider the story you’re telling with your approach
frames shape
attitudes and behavior 2
Knowledge
Center
Content Server
Maintenance
Center
don’t think of an elephant
don’t spill your milk
we view things relative to the things around them
changing the frame changes the perception of value
highlighting, decoys, and downplaying are framing
techniques that guide people to a specific choice
Let me walk you through
these steps to authorize
the account.
You can't transfer funds
until you go through these
steps to authorize the
account.
83% higher quality
73% lower effort
large packages, plates, and serving bowls increase how
much a person serves and consumes by 15% to 45%
we’re more likely to make a decision or take an action if it’s
consistent with our identity
Don't Think of an Elephant! Know Your Values and Frame the Debate by George Lakoff
most Americans vote their identity, not their beliefs
war on terror tax relief
death tax
what to do? framing
relativity
priming
reference point
anchor
think about how you can frame your change story
identify the reference points users are starting from
think of a way to disrupt the frame to make it seem illogical
or provoke a ‘serious shock to the system’
tastes like chicken
by Hamed Saber, flickr
map to something familiar
take baby steps, build new habits towards a new identity
How Habits Work (and How They Change) by Charles Dhigg
most effective weight loss technique?
shape the environment
we take mental shortcuts when
making decisions
3
when asked a cognitively demanding question involving
uncertainty, we answer an easier question instead Illustration Mick Brownfield, for the Guardian
WYSIATI (what you see is all there is)
our thinking is influenced by what is personally relevant,
recent, or salient
governments are more likely to allocate resources in a way
that fits with people's fears rather than in response to the
most likely danger
Target question Heuristic question
How happy are you with your life these
days?
What is my mood right now?
How much would you contribute to save
an endangered species?
How much emotion do I feel when I think of
dying dolphins?
How popular will the president be six
months from now?
How popular is the president right now?
How should financial advisors who prey
on the elderly be punished?
How much anger do I feel when I think of
financial predators?
This woman is running for the primary.
How far will she go in politics?
Does this women look like a political winner?
Daniel Kahneman, Thinking Fast and Slow
Should we customize the UI? How hard will it be to upgrade?
is it a good story? measure of success for System 1 is the
coherence of the story our brain creates
what to do? attribute substitution
confirmation bias
availability bias
salience
mental shotgun
increase fear of a bad outcome by reminding people of a
related situation in which things went wrong
by hindesite, flickr
by Dano, flickr
increase confidence by reminding people of a similar
situation in which everything worked out for the best
beha
vior
cha
nge
rough spots
easy sells smash hits
long hauls
low
a lot
payoff (degree of what’s in it for me)
not much
high
workflow with
notifications
custom interfaces
seamless RM
seek out easy sells and smash hits
Enterprise Connect
(just like drives)
deliberately seek disconfirming evidence
ask people to write their idea or position before discussing
climb the ladder of inference to question your assumptions
we’re not good at knowing what
we want & why we do things 4
people think they know why they like the things they like and
why they feel the way they feel
the one we pick when
we have to justify our
reasons
the one we pick when
we don’t have to
explain ourselves
we overly discount the future, valuing immediate rewards
what we actually
choose
what we think we’re
going to choose
someone else’s experience trumps our own prediction
how happy we
actually are
how happy we think
we’ll be
by MSVG and The U.S. Army, flickr
The real problem is
Archie Bunker,
he needs to be a little
softer, more nurturing,
more of a caring father.
having to our preferences cause us to move away from
more innovative or radical ideas
what to do? seductive now
mental hypothesis
introspection illusion
search sucks it’s slow
there are too many
clicks
can you show
me how you
save?
did you know that if
you add it to your
favorites, you can
drag & drop…
can you show me
how you went
about trying to find
it?
if they’re complaining about something specific ask for a
recent example or, better yet, ask them to show you
avoid asking “what do you want” or “why do you like this”…
instead co-design, prototype, test, and pivot
Why?
Why?
Why?
Why?
Why?
don’t accept surface explanations… look to the real root of
why people do things (like hoard) by aloshbennett, flickr
we stick with what we
know 5
we place more value on objects we own
we attach a story to objects… “an experience I will always
remember” or “something to tell kids about”
profit impact over next
year
$50 million for each month we delay
action
$4.6 million
we focus on losses much more than gains
9x email problem
we have a strong status quo bias and often fail to take
proactive action to change the default
opt-in opt-out neutral
% c
onse
ntin
g to
be
orga
n do
nors
reserve my seat for 2 Euro
default change increased revenue by
$40 million annually
…information on efficient use didn’t reduce water consumption, but when
residents received a home visit and asked to commit to reduce use, ¾ of them
made the commitment… water consumption dropped by more than 50%
by MelvinSchlubman, flickr
when we choose for ourselves, we are far more committed
to the outcome (by a factor of almost 5 to 1)
what to do? loss aversion
endowment effect
status quo bias
defaults
commitments
start people off on the right foot
pay careful attention to defaults
make loss visible
make it harder to stick with the old than to switch to the new
XP users? You’re out of luck. There’s
no IE 9 for XP.
use commitments to help people overcome procrastination
and start shifting their story
include ‘runway lights’ such as job aids
that guide people in the right direction
use sensemaking to increase people’s sense of control &
autonomy
we’re shaped by our social ties
and environment 6
the brain experiences the workplace first
and foremost as a social system David Rock
mirror neurons allow us to understand actions, intentions,
and social meaning of other people’s behaviors and
emotions
The Empathic Civilization, Jeremy Rifkin
the human brain is a social organ… organizational change
provokes sensations of physical discomfort
emotions and behaviors are contagious
anticipated judgments are a more powerful motive than New
Year resolutions in improving decision making
we care about performance, possessions, and well-being
relative to others
if a change lowers social status it triggers a threat response
we care not only about outcomes, but about how they came
to be (fairness)
social proof and authority increases trust
90% of Minnesotans
already complied, in full,
with their obligations under
the tax law
taxes go to good works
like education, police
threatened with info about
punishment for
noncompliance
offered help if they were
confused or uncertain
about how to fill out the
forms,
only one which had an
effect on taxpayer
compliance
what to do? social status
social proof
scarcity
relatedness
fairness
perceived authority
build a network of influencers
by Dave Gray, flickr
target influenceable people
watch out for status threats
trigger friendly competitions
biggest uploader
Ninety-five per cent of people turn up to their
appointments on time
leverage social proof along with commitments
provide feedback loops
Final thoughts
The framing of a problem
is often far more essential
than its solution Albert Einstein
the adoption
hurdle is here
your goal is to shift
minds
habits
behaviors
mine
unsafe/loss of control
only of value to me
lack confidence or trust in system
it pays to hoard
ours
safe/have control
of value to others
have confidence & trust in system
it pays to share
When introducing information management or
collaboration how would you shift hoarders to sharers?
learn everything you can about how the brain works
add persuasive
design tools to your
change toolkit
design with intent toolkit
mental notes
obstacle or
opportunity pattern or card
desired change
Brainstorm how you could address
to achieve
using
concept from MAO Model
concept from MAO Model using mental notes
obstacle or
opportunity
lens, pattern,
card
desired change to achieve
using
Brainstorm how you could address
concept from MAO Model using design with intent toolkit
obstacle or
opportunity
lens, pattern,
card
desired change to achieve
using
Brainstorm how you could address
it’s time to change our approach to
change
People don’t resist
change… they
resist being
changed. Edward Schein
@joyce_hostyn (twitter)
knowledge.opentext.com/go/adoption (Adoption Community)
[email protected] (email)
www.joycehostyn.com/blog (blog)
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