Behavioural principles are how experience planners at Dare find out the different characteristics of a client and the customers within the public about the industry the client is within.
These principles a varied amount of characteristics that helps identify the type of audience within the client industry. These are very broad and can be applied to most different scenarios in order to be a useful set up for the full unit of experience planners working on different topics throughout the building.
After studying a year of psychology the behaviour principles are very similar and allowed me to apply my previous knowledge within the field. At first I found that they were hard to apply to the client that I was put on to work with, however when I then went on to look into the principles in more detail I found that they could be applied with certainty.
Here are the behavioural principles that I have used and looked into, I have put a definition also to allow for reference when coming to look into other projects:
Information grouped into familiar, manageable units is more easily understood and recalled.
People will conform to the actions of others under the assumption that those actions are reflective of the correct behaviour.
People respond to the way choice is presented. When people apply context to an option it becomes more desirable because they can rationalise it within their everyday lives.
STATUS QUO BIAS:
We tend not to change an established behaviour (unless the incentive to change is compelling).
People find small nudges on their regular path to remind and motivate more actionable. Reminders assist as triggers to motivate behaviour.
People feel the need to reciprocate when they receive a gift – delight guests and they are likely to give back via reviews/repeat visits/social sharing.
People find too much choice overwhelming. At the point of making an important decision, the fewer options the easier it is to choose an outcome.
The disutility of giving up an object is greater than the utility associated with acquiring it.
Our brains are aroused by new and unexpected discoveries (within our normal routines).
PEAK END RULE:
People remember past experiences entirely on how they seemed at their peak (either pleasant or unpleasant).
People are more likely to engage in activities where achievements are recognised.
When teased with a small bit of interesting information people will always want to know more. Unexpected or unusual things will naturally arouse interest and intrigue.
Aesthetically pleasing designs are often perceived as being easier to use.
Humorous items are more easily remembered—and enjoyed!
NEED FOR CERTAINTY:
We crave certainty and are more likely to take action if specific information is available.
People have a natural desire for the past.
People are generally motivated to do the right thing in public or amongst peers.
When the immediate need or benefit outweighs the deferred gratification.
NOBLE EDGE EFFECT:
Products of caring companies are seen as superior. Corporate social goodwill can elevate a company’s profits by improving consumers’ perceptions of its products, but only when it’s seen as genuine.
We place a greater value on products perceived as whole in shape.
We pay more when we can’t actually see the money.
Thinking about the past makes us pay more now.
SUNK COST EFFECT:
We’re reluctant to pull out of something we’ve put effort into.
We tend to rely too heavily on the first piece of information seen.
GOAL GRADIENT EFFECT:
We purchase faster if the task is started for us.
We’ve a greater recall of the unpleasant over the positive.
Uncompleted tasks stick in your mind more than completed ones.
After taking in this new information my aim is to apply this to my work and hopefully show my new knowledge to create a greater depth to my work. i also hope that by applying these attributes to my work that it could increase my confidence within UX and allow me to be able to apply it within a job format.