The Persuasive Communication Model offers a convenient system that you can use to design mobile applications, websites, or social media campaigns. You can use the model when you are developing new products, trying to improve old ones, or seeking to identify the success principles that lay behind your competitors’ products.
When designing new technologies or fixing old ones, the model provides a checklist of persuasion principles that you can use to compare your design with scientifically validate influence principles. If you wish to understand what makes your competitors’ technology work, you cannot just copy their product. Rather, you can use the model to reverse engineer their persuasive architecture, and then adapt their persuasive architecture to your unique product and market.
This presentation does not include the Persuasive Design Cheat Sheet. Sign-up for my newsletter to be notified of the next public release: http://www.cugelman.com
Some of the science behind this presentation:
http://www.jmir.org/2011/1/e17/
2. AGENDA
1. What it Means to Persuade
2. Humanized Interactive Technology
3. Ingredients of Persuasive Medicine
4. Persuasive Communication Model
5. Persuasive Design Checklists
6. Learn More
2
5. INTERNAL CHANGE PROCESS
Beliefs Attitudes Behaviour
Trust
Not necessarily in this order. Behaviour can shape
attitudes, and attitudes can shape beliefs.
5
6. THE EFFICACY OF BEHAVIOUR CHANGE CAMPAIGNS
AND WEBSITES
Digital health behaviour change
websites
Health communication campaigns Average impact is r = .10
Average impact: r = .05 (crudely 10%)
(crudely 5%)
Snyder, L. B. (2007). Health communication campaigns and their impact CUGELMAN, B., THELWALL, M., & DAWES, P. (2011) Online interventions
on behavior. Journal of Nutrition Education and Behavior, 39(2), S32- for social marketing health behavior change campaigns: A meta-analysis
S40. of psychological architectures and adherence factors. Journal of Medical
Internet Research, 13(1), e17. http://www.jmir.org/2011/1/e17/
•Cohen's interpretation of effect size r: Small = r ≤ 0.1, Medium = r = 0.25, Large = r ≥ 0.4
•These figures do not easily convert to percentages without distortion. However, as a ballpark figure, if 60% of people were doing the target
behaviour before the campaign, you can predict that about 65% of people will do the health behaviour after the campaign .
6
6
9. HOW WE INTERACT WITH TECHNOLOGY:
BJ FOGG WITH SOCIAL FACILITATOR ADDED
Social Actor
Tool Media
Social
Facilitator
9
10. HOW WE INTERACT WITH TECHNOLOGY:
THE MEDIA EQUATION BY REEVES AND NASS
Mediated experiences = Real life experiences
Human-computer psychology
is like
Human-human psychology
10
11. PERSUASIVE WEBSITES AND SOCIAL MEDIA PROFILES
ARE LIKE PERSUASIVE PEOPLE
• They’re reputable
• They’re likeable with personality
• They demonstrate expertise
• They appear trustworthy
• You understand them easily
• They respect you and your time
• They have personality
11
12. ANCIENT & MODERN VIEWS ON PERSUASION Persuasive Neuro
Rhetoric Design
Weinschenk (2009)
Aristotle (circa 400 BCE)
New Brain - Rational thinking
Logos
Language, Speech, Reading, Mus
Logic, Reason
ic, Art, Thoughts, Plans
Middle Brain - Emotional
Pathos
processing
Emotion
Emotion
Old Brain - Decision making
Ethos
Survival, Safety, Automatic
Credibility, Moral Character
reactions
12
13. CREDIBILITY IS ABOUT TRUST, LEAVING MODERN
PERSPECTIVES SIMILAR TO ANCIENT WISDOM
Beneficial Outcome
Trustee Truster
Harmful Outcome
Without risks, there is no need for trust.
Cugelman, B., Thelwall, M., & Dawes, P. (2009). The Dimensions of Web Site
Credibility and Their Relation to Active Trust and Behavioural Impact.
Communications of the Association for Information Systems, 24, 455-472. 13
http://bit.ly/SiEOD8
14. INTERACTIVITY = TWO-WAY COMMUNICATION
One Many
Impersonal Mass Media
(One-Way) One-to
-m any
one-to
one-to-one
Interpersonal Mass Interpersonal
(Two-Way) One-with
- ma n y
one-with-one one-with
14
16. THE ART OF TOILET TIPPING
• Greeting with a smile
• Showing the tip bowl
• Dressing professionally
• Holding the door
• Ringing the coins
• Holding the door again
• Handing you a towel
• Brush lint off your back
16
17. PSYCHOLOGICAL ARCHITECTURE OF TOILET TIPPING
ABOVE THE SURFACE
• What you see and experience
BELOW THE SURFACE
• Reminders, prompts, attention &
memory
• Credibility (visual appearance)
• Trust (Liking)
• Social norms/learning
• Social sharing (reciprocity)
What if they omitted social norms/learning?
17
18. PSYCHOLOGICAL ARCHITECTURE OF
TOILET TIPPING
Experience Influence components
(on the surface) (below the surface)
Showing the tip bowl Reminders, prompts, attention &
memory
Greeting with a smile Trust (Liking)
Dressing professionally Credibility (visual appearance)
Holding the door twice Social sharing (reciprocity)
Ringing the coins Reminders, prompts, attention &
memory
Handing you a towel, with a smile Social sharing (reciprocity) , Trust (Liking)
Social context of tipping Social norms/learning
18
19. EVIDENCE-BASED BEHAVIOURAL MEDICINE
Dose
Active
ingredients
If your technology were a medicine, would its
ingredients act like vitamins or addictive drugs?
19
20. PSYCHOLOGICAL ARCHITECTURE OF
HEALTH BEHAVIOUR CHANGE TECHNOLOGIES
Interventions (%)
Effect Size (d)
CUGELMAN, B., THELWALL, M., & DAWES, P. (2011) Online interventions for social marketing health behavior
change campaigns: A meta-analysis of psychological architectures and adherence factors. Journal of Medical
Internet Research, 13(1), e17. http://www.jmir.org/2011/1/e17/
20
22. DESIGNING & IMPLEMENTING PROGRAMS
Program Execution
(-) Bad Execution (+) Good Execution
(+)
Promising program poorly Promising program well
Evidence
executed executed
Informed
Program
Design
(-) Not
Unlikely program poorly Unlikely program well
evidence
executed executed
informed
•Research is only part of the equation
•Execution is just as important
22
23. RESEARCH, DESIGN, DELIVERY, & REFINEMENT
Birth Growth Maturity
Intervention lifeline
2. Monitoring 3. Program 4. Meta-
1. Scientific helps improve evaluation analysis can
research shows programs on shows which identify the key
you which the fly , by programs ingredients
ingredients fine-tuning the are working across multiple
should work active or not programs
ingredients
23
25. PERSUASIVE COMMUNICATION MODEL
Cugelman, B., Thelwall, M., & Dawes, P. (2009). Communication-Based Influence
Components Model. Paper presented at the Persuasive 2009, Claremont.
26. 1. SOURCE
• The thing that an audience member interacts
• A person, organization, group, brand, or technology
• Anything that can have a reputation, can be a source
26
30. Featured by X, Y, Z, ad infinitum.
Low credibility websites can borrow credibility from higher credibility sources.
30
31. WHICH PHOTO CAN INCREASE
TEXT CREDIBILITY?
No photo
NGUYEN, H. & MASTHOFF, J. (2007) Is it me or what I say? Source image and persuasion. Persuasive 07. Springer.
32. CREDIBILITY AND VISUALS
Photo Goodwill Trust
High credibility Higher Higher
No photo Middle Middle
Low credibility Lower Lower
Readers perceptions of text credibility
is influenced by photo credibility
32
33. 2. SOURCE MESSAGE
• The actual message that is expressed by the source
• Presented as the persuasion equation:
Click
+ + + Here =
Audience Audience Message &
Message Likelihood
Motivation Capacity Persuasive Call to Action of Change
Ingredients
(8 spheres of influence)
33
34. 3. MESSAGE EXPRESSION &
INTERPRETATION
•The way a message is expressed by the source, and then
interpreted by the audience.
•How you express something can be more important than
what you express
34
37. 4. MEDIA
•The various media used to express something
•Eg. written words, spoken dialogue, photos, video,
interactive websites, email
•Select the media channels most suited to your target
audience
37
39. 5. AUDIENCE
• The person, group, organization, or society you are
trying to engage and influence
39
40. DECISION BALANCE (MOTIVATION)
Value proposition
(-) Demotivaror:
Costs, disincentives,
barriers, effort
(+) Motivator:
Goals, carrots,
benefit, drivers
Behaviour is more likely when
motivators outweigh demotivators
40
41. CAPACITY: ABILITY AND EFFICACY
Ability: What you can or can't do
Self efficacy: What you believe you can or can't do
Either way, your ability or self efficacy dictate
what you will and won't do
41
42. 6. FEEDBACK EXPRESSION &
INTERPRETATION
• How the audience expresses and transmits their
feedback to the source, who interprets it
42
45. AUTOMATIC DATA CAPTURE
• Sensors: accelerometer, galvanic skin response
• Digital technology: Behaviour goals, Open rates
• Mobile: GPS, QR Codes
45
46. RESEARCH-BASED FEEDBACK
• Marketing research (formative research)
• Focus groups
• Desk reviews
• Iterative pilot testing
• Product / campaign development frameworks
• Social marketing
• Lean startup
• Agile development
46
47. 7. AUDIENCE FEEDBACK
• The feedback that the audience provides to the source,
that is used as the basis for persuasive messages.
• In other words, any data collected about a user that is
processed and acted upon
• The principles within this sphere provide the foundation
for relationship building and interactive design
48. FEEDBACK INPUT AND OUTPUT
ADAPTED FROM KREUTER ET AL. (2000)
Feedback
message
(output)
Feedback Expression & Interpretation (input)
48
54. 8. SOCIAL AND PHYSICAL
CONTEXT
• The social, physical, or virtual environment in which a
relationship occurs
• This includes society, whether virtual or "real"
54
56. SOCIAL NORMS / LEARNING AND DONATIONS
Opaque: people Empty: people Primed: Starter
can't see the don't see the social tips show people
social norm norm in action what to do
Donations Donations Donations
www.socialmediacafe.ca www.socialmediacafe.ca www.socialmediacafe.ca
$1.50 ? $50 +
56
57. SURVEILLANCE:
MAKING PRIVATE MOMENTS PUBLIC
Research bias Crime prevention
Socially desirable Deterrence
answers
Surfing the net
Employability
at work
Never posting
Cautious about
anything that could Cameras | Internet usage
the sites we visit tracking | Friends posting &
harm our reputation tagging your photo on Facebook.
70% of employers have rejected Surveillance moves us from a
applicants due to online information. private to a public social context.
57
58. DIFFUSION OF INNOVATIONS: HOW THINGS SPREAD
Opinion
Leaders
ROGERS, E. (2003) Diffusion of innovations. (5 ed.). New York: Free Press.
58
59. SOCIAL NETWORK ANALYSIS AND INFLUENCE
Common influence metrics
•Degree Centrality
•Closeness
•Betweenness
•Coreness 59
63. HOW TO USE THE PERSUASIVE DESIGN CHECKLISTS
1. Develop new technologies:
1. Focus on what works from the onset
2. Reverse engineer your competitors secret sauce
3. Save money by starting with knowledge of what works
2. Improve existing technologies:
1. Audit existing technologies
2. Identify missing ingredients
3. Identify low priority elements
4. Generate ideas on how to improve
63
64. CHECKLISTS
Level Elements Status
1. Engagement science •Over 200 evidence and theory based Under embargo
influence principles and tactics until published
•Linked to numerous scientific studies
(with effect sizes in several cases)
•Linked to the leading scientific
behaviour change theories
2. Developer tool •Over 50 key influence concepts, with Under embargo
descriptions and examples until published
•Survey tool for rapid assessments
3. Cheat sheet •Over 40 key principle names Semi-public
(paper only)
64
66. TRAINING & RESOURCES
Sign up for our newsletter at:
www.cugelman.com
Learn about upcoming workshops/classes
Receive discounts codes for training
Download persuasive design auditing tools
Get persuasive architecture templates
66
67. Engagement science support
AlterSpark provides:
• Persuasive design research
• Evidence-based design support
• Marketing research
Learn more:
•www.alterspark.com
Contact Brian:
•brian@alterspark.com
•+1 (416) 921-2055
67
68. Thanks
Brian Cugelman, PhD
Read the science behind this presentation:
http://www.jmir.org/2011/1/e17/
68
Notes de l'éditeur
What if they stopped playing with the change?
A persuasive experience is sum effect of all psychological influence componentsInfluence components: the individual psychological components that makeup a persuasive experience
RhetoricWriting style/clarityFramingPsychology of graphic design/layout (human perception)User Experience (UX), usability, information architectureEyeball tracking and web heat maps guidelinesTunnelling (and providing clear sequences)ReductionOne time vs multiple interactions (relationships)Foot-in-the-door techniqueDoor-in-the-face technique
AudioTextPicturesVideoMulti-media
TailoringPersonalizationProvide feedback on performanceAdaptation/content matching
TailoringPersonal influence (Kats and Lazerfeld)Diffusion of innovations(Rogers)Social network analysis metrics (centrality, betweeness, etc..)Strength of weak ties (Granovetter)Six-degrees of separation Viral spreadSocial influences (social norms) Environmental context and resources (Environmental constraints)Moral appealsScaricitySocial proofConsistency and commitmentPersonalizationProvide feedback on performanceAdaptation/content matching
Degree CentralityThis is a straight measure of the number of links to a node; it is based on the principle that the node with the most links must be the most important. As a limitation, this measure does not factor in the importance of network positioning, nor being connected to other well connected nodes. Consequently, degree centrality is considered a good, but limited measure and normally supplemented by other metrics.ClosenessIn some cases an actor may have many connections, but may be connected to a disconnected sub-network. This is sort of like being the tallest midget. To overcome this limitation, closeness measures how close one node is to all others. In other words, closeness measures how many hops a node must travel to reach all other nodes, and the node with the highest closeness is the best connected.BetweennessIn some cases, a person does not need to be well connected to everyone in a network to be influential, nor do they need to be connected to well connected persons; rather, they just need to be positioned between persons who don't know each other. Betweenness measures a node's brokerage position, between disconnected nodes. In other words, it measures how well a given node is able to connect disconnected nodes, and benefit from their ignorance. This is the match makers measure.CorenessThe inner circle, in-group, the elite--these are all terms that describe groups of individuals who are core to a given network or organization. They're the ones with access to information and who exert the most influence within networks. Capturing this notion, coreness is a measure that represents a core/periphery analysis which aims to break networks into the ‘in group' and ‘out group'.