predictable irrationality if you build what they ask for, they will not come
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Traditional approaches to defining and deploying enterprise software fail to account for that fact that people are influenced by their environment, emotions, shortsightedness, and other forms of irrationality. How do we get past the predictable irrationality of people to redefine the problem and create experiences that people will embrace?TRANSCRIPT
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
twitter @joyce_hostyn
I like a dark, rich, hearty roast
Copyright © 2008 Open Text Corporation. All rights reserved.
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
Copyright © 2008 Open Text Corporation. All rights reserved.
Slide 5
Traditional economic theory portrays people as highly rational.
Copyright © 2008 Open Text Corporation. All rights reserved.
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
1 - dig deep with interviews
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
1 - dig deep with interviews
• 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
1 - dig deep with interviews
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?
1 - dig deep with interviews
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
3 – use the 5 whys to get the ‘so what’
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
3 – use the 5 whys to get the ‘so what’
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
3 – use the 5 whys to get the ‘so what’
3 – use the 5 whys to get the ‘so what’
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.