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?

1. psychology of
user adoption

2. it’s ours
it’s mine

3. it’s safer in the
library…
it’s safer on my
machine..

4. it’s better than
Google
it doesn’t work
like Google

5. it helps me serve
customers better
I don’t have
time

6. you’re here
your users
start here

7. you want to get
them here
your users
start here
by Kathy Sierra

9. adoption is
change

10. change
is a journey

12. Is it clear how to I have a stake in
start? What I can Understand sharing this.. How can I
What’s my role? How
do? culture. Don’t feel share my ideas on
will it affect me?
my job is threatened how it can be
Does it improve my Successfully
by sharing. Can I personalize it improved?
work? Do I have support? completing important
activities. Works the to match the way I
way I expect. Trust it. Confident work & become Why isn’t everyone
Have a personal What’s my manager Does it make me more efficient? using it? That would
my stuff is safe and
mobile phone for saying about it? feel stupid or make it even more
secure.
keeping in touch frustrate me? Give Feel supported, know useful to me!
with family. up if bad experience who to ask if have How else can I
What’s are benefits
or expectations not a question or run Confidence increases leverage this in my
to the organization?
met. into a problem. with each success. work? Evangelize. Coach.
Use web at home. Do I care?
past experience become aware first use decide to learn build experience become proficient champion
what else I’ve used learn about it how do I get started? is this working for me? intermittent use it’s how I do things advocate to others
Consult binders of Who else is using it Perceived usability, Good feedback and Clear perception of Extend training to Participate in user
procedures. & what are they usefulness, value security increase value. cover additional groups.
saying about it? determines confidence. functionality and
willingness to move reveal new
Poor perception of Adjust configurations Make it addictive to
to next stage. opportunities to
enterprise apps based Campaign (posters, Learning material or provide additional use and share.
on prior experience. town halls, videos) leverage.
based on department training and support
outlining clear vision Design for good first and role. based on experience. Support champions
Store documents in & benefits. Spread impressions – and provide channels
email, personal drive, positive stories. visually appealing, fit to help spread WOM.
Support through local Reinforce value.
and shared drive. to activity, easy to champions familiar Spread positive
Design to fit role. use, wow factor. with role, activities, Involve in designing
stories, reinforce
and department. organizational fit, future versions.
Conduct interviews, Leverage social Training, job aids, ensure ongoing
surveys, focus groups influence. and support for management support. Capture success
to understand quick success.
experiences and stories.
activities.

13. … planning means changing
minds not making plans
Arie de Geus

14. deploying ECM*
… planning means changing
minds not making plans
deploying technology
* Enterprise Content Management

15. from hoarder to sharer
mine ours
unsafe/loss of control safe/have control
only of value to me of value to others
lack confidence or trust in system have confidence & trust in system
it pays to hoard it pays to share

16. the adoption
hurdle is here

17. psychology of user adoption is
about how to change
minds
habits
behaviors

19. your users
you
by Paul Brink, flickr

20. so, what’s
going on in our
minds?

21. homo economicus
(econs)
store as much
memory as big blue
willpower
of Gandhi think like
Einstein

22. 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?

23. economics is (now) about emotion and psychology*
Robert Shiller, Professor of Economics, Yale University

24. 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?

25. of change management efforts fail

26. 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

27. 6 things to
consider
when it comes to change

28. 1 our minds are
storytelling machines

29. banana vomit

33. puppy by umulopulos, flickr

35. perceiving the world is an active process of meaning-making
that shapes and biases the rest of our decision-making
freakingnews.com

36. what to do?

37. it’s MY information
(ownership) afraid they won’t
it’s it’s
What do they not secure
if I keep it, only I know
where it is, so the
THINK MINE!
find something
MINE! might need it, will MINE!
company needs me the wrong
docs will person may
be lost see it
go through it later
insecure and whatwon’t this tell you about their beliefs?
they does
don’t trust
understand it too hard to I know it won’t get lost or
I don’t have I might need it now anyone else
my job is in jeopardy use DM destroyed if I keep it
time or later (giving-up to preserve it
because now I have I don’t have I don’t have time
or lack of control)
to share my assets time someone will be to clean up
I need to
irresponsible with I am busy & just give
I’m insecure and need the fear of loss have it
the info if I share is it mandatory to me more disk space,
feeling of power of being of status I’ll deal with it later
share? if not, I won’t
“the one with the info” I’ll lose control no one else may need it what if I need to
I’ll be
What do they of…?
hoarder needs it someday do use it again?
What they
laughed at
FEEL overwhelmed &
not important now
it might get lost. won’t
be able to find it SAY
(resistance to using & W.I.P. not completed. I’m
what emotions & learning new tech) quotes & defining words?
not done yet. Judged by
attitudes? protective others.
I might need If I share it, it won’t be
it’s my work suspicious threatened this one day mine & others will get to
I am going to save use it for FREE
need the security everything to cover
loss of control I know where
blanket my bleep
vulnerable (may everything is
anxious
not be needed) What do they create other it’s confidential
stonewall
info oh, but I have gone back
DO?
I need hoarders
worried to my <stuff> 10 years &
control
find out how different groups of users perceive the world…
keep everything to it’s been useful
insecure
easy to find actions & behaviors? feel in control stuff in boxes/file
the info needs
cabinets
what stories are they telling themselves?
to be controlled
carry everything on
big inbox (everything kept since
save all to desktop keeps multiple a stick or laptop
no time to check if it can be
copies/iterations deleted)

38. consider the story you’re telling with your approach

39. 2 frames shape
attitudes and behavior

40. Knowledge
Center
Maintenance
Center
Content Server

41. don’t think of an elephant

42. by digitalART2, flickr

43. don’t spill your milk

44. by LIZANNE

45. we view things relative to the things around them

47. changing the frame changes the perception of value

49. highlighting, decoys, and downplaying are framing
techniques that guide people to a specific choice

50. You can't transfer funds
Let me walk you through
until you go through these
these steps to authorize
steps to authorize the
the account.
account.
83% higher quality
73% lower effort

51. large packages, plates, and serving bowls increase how
much a person serves and consumes by 15% to 45%

52. we’re more likely to make a decision or take an action if it’s
consistent with our identity

53. tax relief war on terror
death tax
most Americans vote their identity, not their beliefs
Don't Think of an Elephant! Know Your Values and Frame the Debate by George Lakoff

54. what to do?
framing
relativity
priming
reference point
anchor

55. think about how you can frame your change story

56. identify the reference points users are starting from

57. think of a way to disrupt the frame to make it seem illogical
or provoke a ‘serious shock to the system’

58. tastes like chicken
map to something familiar
by Hamed Saber, flickr

59. take baby steps, build new habits towards a new identity
How Habits Work (and How They Change) by Charles Dhigg

60. most effective weight loss technique?

61. shape the environment

62. 3 we take mental shortcuts when
making decisions

63. when asked a cognitively demanding question involving
uncertainty, we answer an easier question instead
Illustration Mick Brownfield, for the Guardian

64. WYSIATI
(what you see is all there is)

65. our thinking is influenced by what is personally relevant,
recent, or salient

66. 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

67. Target question Heuristic question
How happy are you with your life these What is my mood right now?
days?
How much would you contribute to save How much emotion do I feel when I think of
an endangered species? dying dolphins?
How popular will the president be six How popular is the president right now?
months from now?
How should financial advisors who prey How much anger do I feel when I think of
on the elderly be punished? financial predators?
This woman is running for the primary. Does this women look like a political winner?
How far will she go in politics?
Daniel Kahneman, Thinking Fast and Slow

68. Should we customize the UI? How hard will it be to upgrade?

69. is it a good story? measure of success for System 1 is the
coherence of the story our brain creates

70. what to do?
attribute substitution
confirmation bias
availability bias
salience
mental shotgun

71. increase fear of a bad outcome by reminding people of a
related situation in which things went wrong
by hindesite, flickr

72. increase confidence by reminding people of a similar
situation in which everything worked out for the best
by Dano, flickr

73. not much
seamless RM
custom interfaces
easy sells smash hits
behavior change
Enterprise Connect workflow with
(just like drives) notifications
rough spots long hauls
seek out easy sells and smash hits
a lot
low high
payoff (degree of what’s in it for me)

74. deliberately seek disconfirming evidence

75. ask people to write their idea or position before discussing

76. climb the ladder of inference to question your assumptions

77. 4 we’re not good at knowing what
we want & why we do things

78. the one we pick when
we don’t have to the one we pick when
explain ourselves we have to justify our
reasons
people think they know why they like the things they like and
why they feel the way they feel

79. what we think we’re
going to choose
what we actually
choose
we overly discount the future, valuing immediate rewards

80. how happy we think
we’ll be how happy we
actually are
someone else’s experience trumps our own prediction
by MSVG and The U.S. Army, flickr

81. 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

82. what to do?
seductive now
mental hypothesis
introspection illusion

83. can you show me
how you went
can you show about trying to find
it? did you know that if
me how you
you add it to your
save?
favorites, you can
search sucks drag & drop…
it’s slow
there are too many
clicks
if they’re complaining about something specific ask for a
recent example or, better yet, ask them to show you

84. avoid asking “what do you want” or “why do you like this”…
instead co-design, prototype, test, and pivot

85. 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

86. 5 we stick with what we
know

87. we place more value on objects we own

88. we attach a story to objects… “an experience I will always
remember” or “something to tell kids about”

89. $50 million $4.6 million
profit impact over next for each month we delay
year action
we focus on losses much more than gains

90. 9x email problem

91. we have a strong status quo bias and often fail to take
proactive action to change the default

92. % consenting to be organ donors
opt-in
opt-out
neutral

93.  reserve my seat for 2 Euro
default change increased revenue by
$40 million annually

94. …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

95. when we choose for ourselves, we are far more committed
to the outcome (by a factor of almost 5 to 1)

96. what to do?
loss aversion
endowment effect
status quo bias
defaults
commitments

97. start people off on the right foot

98. pay careful attention to defaults

99. make loss visible

100. XP users? You’re out of luck. There’s
no IE 9 for XP.
make it harder to stick with the old than to switch to the new

101. use commitments to help people overcome procrastination
and start shifting their story

102. include ‘runway lights’ such as job aids
that guide people in the right direction

104. use sensemaking to increase people’s sense of control &
autonomy

105. 6 we’re shaped by our social ties
and environment

106. the brain experiences the workplace first
and foremost as a social system
David Rock

107. mirror neurons allow us to understand actions, intentions,
and social meaning of other people’s behaviors and
emotions
The Empathic Civilization, Jeremy Rifkin

108. the human brain is a social organ… organizational change
provokes sensations of physical discomfort

109. emotions and behaviors are contagious

110. anticipated judgments are a more powerful motive than New
Year resolutions in improving decision making

111. we care about performance, possessions, and well-being
relative to others

112. if a change lowers social status it triggers a threat response

113. we care not only about outcomes, but about how they came
to be (fairness)

114. social proof and authority increases trust

115. threatened with info about
taxes go to good works
punishment for
like education, police
noncompliance
offered help if they were 90% of Minnesotans
confused or uncertain already complied, in full,
about how to fill out the with their obligations under
forms, the tax law
only one which had an
effect on taxpayer
compliance

116. what to do?
social status
social proof
scarcity
relatedness
fairness
perceived authority

117. build a network of influencers
by Dave Gray, flickr

118. target influenceable people

119. watch out for status threats

120. biggest uploader
trigger friendly competitions

121. Ninety-five per cent of people turn up to their
appointments on time
leverage social proof along with commitments

122. provide feedback loops

123. spread positive gossip
by Dano, flickr

124. Final thoughts

125. The framing of a problem
is often far more essential
than its solution
Albert Einstein

126. the adoption
hurdle is here

127. your goal is to shift
minds
habits
behaviors

128. When introducing information management or
collaboration how would you shift hoarders to sharers?
mine ours
unsafe/loss of control safe/have control
only of value to me of value to others
lack confidence or trust in system have confidence & trust in system
it pays to hoard it pays to share

129. learn everything you can about how the brain works

130. add persuasive
design tools to your
change toolkit
design with intent toolkit
mental notes

131. Brainstorm how you could address
obstacle or
using pattern or card
opportunity
to achieve desired change
concept from MAO Model

132. Brainstorm how you could address
obstacle or lens, pattern,
opportunity using card
to achieve desired change
concept from MAO Model using mental notes

133. Brainstorm how you could address
obstacle or lens, pattern,
opportunity using card
to achieve desired change
concept from MAO Model using design with intent toolkit

134. it’s time to change our approach to
change

135. People don’t resist
change… they
resist being
changed.
Edward Schein

136. keep in touch
@joyce_hostyn (twitter)
knowledge.opentext.com/go/adoption (Adoption Community)
jhostyn@opentext.com (email)
www.joycehostyn.com/blog (blog)