3. Did you ever think about the gap between
information and action in relation to our
most important asset, or health?
80% of the health-care budget is consumed by five
behavioural issues: too much smoking, drinking,
eating, and stress, and not enough exercise, but
changing these behaviours is something that people
struggle with every day.
4. Changing the behaviour of people isn’t just the biggest
challenge in health care. It’s the most important challenge
for businesses trying to compete in a turbulent world, says
John Kotter, a Harvard Business School professor who has
studied dozens of organisations in the midst of upheaval:
‘The central issue is never strategy, structure, culture, or
systems. The core of the matter is always about changing
the behaviour of people.’
5. People can become disengaged when called upon to change.
It’s challenging to respond to profound upheavals – the rise of
a new global competitor, say, or a shift from a regulated to a
deregulated environment – or to a corporate reorganisation,
merger, or a new cultural practice.
And as individuals, we may want to change our own styles of
work – how we mentor subordinates, for example, or how we
react to criticism. Yet more often than not, we can’t.
6. No matter how much information or how often we get it,
we all find it difficult to change.
8. As antithetical as it may seem in a hyper-digital word,
experience – how we interact in the physical world –
is one of the most powerful and misunderstood levers
to help change or impact behaviour.
9. Starcom recently created a Chief Experience Officer
position; SMG Global CEO Laura Desmond has called
the experience the ‘future of advertising,’ and Starbucks
is revitalising through a focus on moments of ‘human
connection.’
10. Modern cognitive science helps us reveal how our brains
use physical experiences to make sense of everything.
But to use these keys we must become masters of the
experience code.
13. We think Kotter has hit on a crucial insight. ‘Behaviour
change happens mostly by speaking to peoples’ feelings,’
he says. ‘This is true even in organisations that are very
focused on analysis and quantitative measurement, even
among people who think of themselves as smart in an
MBA sense. In highly successful change efforts, people
find ways to help others see the problems or solutions in
ways that influence emotions, not just thought.’
14. We utilise a number of the MIT Persuasive Technology
labs to pull the levers of behavioural change: Motivation,
Ability and Triggers.
15. We create campaignable ideas and deliver robust,
engaging and effective communications strategies.
We also, and uniquely, build real, emotional, physical
experiences that provide and emotional motivation,
create the ability and prompt the behaviours that allow
organisations to create agreement and sustainable change.
16. THANK
YOU
Helen Graney
SVP, Managing Director / Jack Morton Worldwide / Australia / Tel: +612 8231 4565 / Fax: + 612 8231 4555
Helen.Graney@jackmorton.com.au / www.jackmorton.com
