Each one may become in need at some point to change behaviour for a reason. We were going to show here some new information regarding changing behaviour.

In the beginning, we will shed light on an approach that we used to do. For example, if we aim to stop snacking, most of us will go through “be aware you are gonna have a big belly”. And If you are talking to your child about smoking “You will die because of smoking”. This strategy we find it also from our society somehow. As we subconsciously believe that fear is essential to enforce adaption. Now the science proved that threaten people has a limited impact, for example. The picture you find at the cigarettes packet doesn’t have any impact since people used to see it, and it became not effective like before. That doesn’t say the fear will not work at all, but it proved that it is limited, and we need to think about the reasons behind that.

Let’s take a look at the animals’ behaviour, fear will lead them to freeze or fleeing or fighting. Somehow humans are the same, That push to escape or ignore or sophistry. By the end, they became less committed.
You gonna find when people become engaged. In some situations like a stock market, for example, people’s fear when the market is low makes them not interested in checking their accounts. In contrast, if the market is high, it encourages them to check their accounts, that’s why? Because of negative thoughts, let the people want to ignore these bad news.

This is data from Karlsson, Loewenstein & Seppi, it’s control for all the obvious confounds. So, what do we see? When the market is high, people log in all the time, because positive information makes you feel good, so you seek it out. and when the market is low, people avoid logging in, because negative information makes us feel bad, we try to avoid it altogether. And all this is true as long as bad information can reasonably be avoided.

What happened in 2008 when the market got down, shows that people were too late for respond although there were these warning signs that expecting bad results it wasn’t necessarily so. You could tell yourself: “What’s the point about worrying about something that might happen? It might not happen.” these thoughts could come at the right time, or it may come too late.
In an experiment, we asked 100 people to guess 80 adverse events could happen. So, for example, I ask you “what are the chances you think to lose your hearing” let’s say you are expecting it with 50%, and I told you that an expert thinks it’s 40% and another one say 60%, do you change your beliefs, right? Wrong.
People listen to positive information, and they became more interacting with it. The study was on college students, and it can generalize to different ages, people got attracted by the information that they want to hear.
The study also showed chances of learning from the bad news are so limited and who those over 40 and kids and teenagers were worse at learning from bad news. And whatever the age is all are taking the information they want to hear rather than what they don’t.

Take, for instance, handwashing. It is widely known, and we all realize that handwashing is the primary method to prevent the spread of disease, and this is especially significant in hospitals.
According to these facts, a camera was installed in a clinic to know how regularly does the stuff sanitize their hands when going into a patient’s room. All considered the stuff knew about the camera installation. Despite this, just one out of ten washed their hands when going into a patients room. However, at that point, a new experiment was presented: the hospital installed an electronic board that informed the clinical staff about their progress. Each time one of them washed their hands, the numbers on the board increased and demonstrated to the staff, the pace of the current work shift and the weekly rate as well.
All would be surprised to learn what happened after that. A big boom with compliance upraises to almost 90%, which is completely astonishing. Also, the research department was astounded, and they tried to re-experiment in another division of the clinic. Once more, the experiment gives similar outcomes.
The real question would be, why this intervention worked so well? It functions very well because instead of warning people about diseases and terrible things that can occur in the later future, it utilizes three rules that we genuinely know drive our psyche and our conduct.

Frist Principal: social forces or social incentives.

To be more precise. The first principle is about motivating social forces or social incentives. In the hospital experiment, the clinical staff could see the rates of the other members, their actions and they were doing. They could see every week progress and within the shift. The real reason is that we are social individuals; we genuinely care about what others are doing; we have this need to do likewise and do it even better.

The picture above took from a study led by a PhD student called Micah Edelson. It demonstrates a signal in the emotional central point of the cerebrum when the person hears about the opinion of others. Furthermore, what we discovered was that this sign could foresee how likely it is to adjust sometime in the future ad that you are so liable to change your conduct.

Thus, the British government are utilizing this rule and eventually getting the individuals to pay their taxes on time. Using their old methods by sending letters to people who were late in paying their taxes, they essentially focused on how significant it was to pay taxes, and that didn’t help at all. At that point, they included one sentence, and that sentence started: Nine out of ten people in Britain pay their taxes on time. This sentence increased the compliance by 15% of the group, and for all, it was inject 5.6 million pounds into the British government. Bring out what other people are doing is a big/strong motivation.

Second Principal: The immediate reward.

Every time the staff clean their hand and see the number decrease, which makes them feel good, .it opens their eyes for what they don’t like to do in another way. Now they see the result of works as an immediate reward is getting automatically more than rewards waiting for the future.

Individuals will, in general, believe that this happens because we couldn’t care less about the future, yet that is off-base, we all have a consideration about our future. We all want to be content and healthy in the future, we need to feel successful, yet what’s to come is so distant. That is to say, perhaps you will behave wrong now, and you’ll be fine later on, and possibly you might also be dead. Thus, right now, you would prefer to have that beverage, that unmistakable T-bone, rather than having something unsure in the future. Looking at the situation objectively, it doesn’t seem completely irrational, isn’t that so? You are picking something sure now as opposed to something uncertain in the future.
Yet, what will occur if you reward individuals now for doing activities that are beneficial for them later on? Studies show that giving individuals prompt prizes make them bound to stop smoking, bound to begin working out. This impact goes on for about six months, because not smoking becomes related with a prize, and practising also becomes related with a prize, and it turns into a routine, it turns into a way of life. We can reward ourselves as well as other people now for carrying on with good manners that are beneficial for us later on, and that is a route for us to connect this partisan gap.

Third Principal: The progress checking.

The third standard is the progress checking. According to this, the electronic board concentrated all stuff into improving overall performance. The picture above from an investigation that we led, that gives you cerebrum movement reminiscent of productive coding of positive data about the future. What we discovered was that
the mind does a genuinely great job at this, yet it doesn’t do such a great job at preparing harmful data about the future. So, It implies that, in case you are attempting to gain notice or people’s attention, you should feature the advancement, not the decrease. For instance, if you see a child smoking a cigarette, you should let them know that: You know, if you quit smoking, you’ll become better at sports Highlight the advancement, not the decay.
Before I summarize, let me share this little story with you. Half a month back, I returned home, and I found this bill on top of my fridge. I was genuinely amazed; I had never really found any bills on my fridge before. In this way, I was asking why my husband chose to put that on our refrigerator.

Thus, taking a gander at the bill, I could see that what this bill was attempting to do is persuade me to be more careful with my electricity use. And how did he achieve that? Social motivations, rapid rewards and progress checking.

Here are the social motivations. In grey is the energy use on the regular energy utilization of all the individuals in my neighbourhood. What’s more, in blue is my energy use, and in green is the most efficient neighbour. My quick response was: I’m somewhat superior to average, and I need to get to the green bar. And at that point, I got a smiley face. That was my quick prize, and it was letting me know; No doubt about it; it made me put this on my refrigerator.
Even though I have this one smiley face, I can see an open door there to get two smiley faces. In this way, there’s an open door for progress, and it’s indicating me my advancement through the year, how my energy use changes consistently.
What’s more, the exact thing this bill gave me: it gave me a feeling that was in charge of my utilization of power. That is a genuinely significant thing, as you attempt to get individuals to change their conduct, the brain is continually attempting to look for approaches to gain control over its environment.
It is one of the principles of what the brain is doing. Giving individuals a feeling of control is a genuinely significant help.

Alright. Anyway, I’m not saying that we don’t have to communicate dangers and risks, and I’m not saying that there’s only one solution that fits all. However, I am stating that, in the case that we need to inspire transformation, we should reconsider how we do it, since fear, the fear of losing your wellbeing, the fear of losing wealth, incites inaction, while the excitement of an addition prompts activity. To change conduct in ourselves and others, we might need to attempt these complementary methodologies as opposed to dangers, which indeed gain by the human inclination to look for progress.


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