Behaviour change design has much to gain with the integration of insights from the behavioural sciences in the design process. However, this integration needs to be done without hampering the creative process. In two rich design cases aimed at health and safety behaviour change, we describe our efforts to develop a method for theory driven design based on the Double Diamond. Our method attempts to integrate insights from the Persuasive by Design-model (PbD) for behaviour change into the entire design process. Our case studies demonstrate that our method indeed augments the integration of theory and evidence in our designs, but only if the Double Diamond process model is complemented with an evaluation phase, and insights from the PbD-model are derived using rich, well developed tools.
Feedback from digital technology has often been used to support people in changing undesired, unhealthy habits. As yet, there has been little research into the efficacy of these designs. In my PhD project, I evaluated the acceptance, sustained use, and effect of four designs that provide feedback on undesired habitual behaviour through digital technology. Findings are that the disruptive effect of feedback on undesired habits has been proven, and there is some evidence that feedback may have a lasting effect on behavioural change. (Sustained) use of digital designs that provide feedback is moderated by motivation, age, goal-related aspects, and user experience. The necessity of high motivation to use a device poses challenges for the acceptance of and sustained engagement with designs for behaviour change that rely on feedback. Further challenges concern privacy and the quality of the evaluations of our designs.
This paper conducted a preliminary study of reviewing and exploring bias strategies using a framework of a different discipline: change management. The hypothesis here is: If the major problem of implicit bias strategies is that they do not translate into actual changes in behaviors, then it could be helpful to learn from studies that have contributed to successful change interventions such as reward management, social neuroscience, health behavioral change, and cognitive behavioral therapy. The result of this integrated approach is: (1) current bias strategies can be improved and new ones can be developed with insight from adjunct study fields in change management; (2) it could be more sustainable to invest in a holistic and proactive bias strategy approach that targets the social environment, eliminating the very condition under which biases arise; and (3) while implicit biases are automatic, future studies should invest more on strategies that empower people as “change agents” who can act proactively to regulate the very environment that gives rise to their biased thoughts and behaviors.
