Creating Persuasive Technologies: An Eight-Step Design Process /A Behavior Model for Persuasive Design

+ Persuasive 09-BJ Fogg/임하진x 2013 Autumn

CREATING PERSUASIVE TECHNOLOGIES: AN EIGHT-STEP DESIGN PROCESS

BJ Fogg

(PERSUASIVE’09)

BJ Fogg

Stanford Persuasive Technology Lab.

"Persuasive Technology

컴퓨터를 사용해서 우리가 생각하는 방식, 행동하는 방식을 변화 시키는 것 (Using Computers to Change What We Think and Do)"

the foundation for captology.

the founder and director of Stanford's annual Mobile Health conference.

created a new model of human behavior change.

In 2011, the World Economic Forum's Wellness Workplace Alliance selected the Fogg Behavior Model as their framework for health behavior change.

Background

Persuasive technologies are ubiquitous

웹 서비스 (from commerce sites to social networking)

비디오 게임 (e.g., Wii Fit and Dance Dance Revolution)

모바일 (e.g., health applications for iPhone and commercial texting services)

specialized consumer electronic device, from “talking” pedometers to bathroom scales that track body mass.

Challenges

“완전히 새로운 persuasive technology 서비스를 개발하고 싶다.”

Motivation

많은 사람들이 범용적으로 사용할 수 있는 잘 정리된 persuasive technology 디자인 프로세스의 부재

The lack of a well-defined process for designing persuasive technology leads people to adapt methods from other fields,

Design Guideline

from “Best Practice”

choosing the audience that is most likely to be receptive to the

targeted behavior change. The audience also should be familiar

with the technology channel (I will discuss channel in more detail

in Step 4).

The team may be tempted to design an intervention for the

toughest audience, such as helping compulsive gamblers to stop.

In my experience, this is a mistake. A related mistake is to design

the intervention for all users rather than a specific user type.

Neither approach works well.

The goal of the Steps 1 through 7 of the design process is to create

a digital product that reliably persuades someone—not everyone—

to adopt the target behavior. In Step 8, I discuss expanding the

audience, but this step should be carried out only after the

technology has been successfully tested on a more responsive

audience. Until then, I advocate choosing the easiest target

audience. For example, if the team is designing a technology to

persuade users to adopt better eating habits, they should select an

audience who has demonstrated a desire to improve their diets. If a

team wants to persuade people to adopt a daily exercise routine,

designers will increase their odds of success by focusing first on

people who already exercise once in a while.

Design teams have so many things to worry about when creating a

new persuasive technology that a resistant audience is not helpful.

In fact, choosing the wrong audience will almost certainly doom

the design project, especially in the early stages. As I will discuss

in later steps, once a design team has developed an intervention

that is working, they will be able to expand their target audience

and bring in users who are less receptive to the intervention.

The next consideration in choosing an audience is how familiar

people are with technology. I advocate choosing early adopters or

other adventurous souls as a target audience. I believe it’s a

mistake to target an audience that is afraid of computers or is just

beginning to use the technology channel for which the team is

building a persuasive technology, be it texting, social networking,

or interactive TV. The best audience for early projects consists of

those who enjoy using technology and trying new things.

In some cases, the first two steps of the design process might be

completed in reverse order. Sometimes the audience will

determine the target behavior, rather than vice versa. For example,

a project to motivate teens to save money is likely to target a

different behavior (e.g., getting into the habit of saving) than a

project to persuade older adults to save (setting aside a specific

amount to ensure a secure retirement). So if work in Step 2 causes

a team to back up to Step 1, that’s okay; finding the right

combination of behavior and audience is vital to laying the

foundation for the subsequent steps in the design process.

Step 3: Find what prevents the target behavior Once a design team has selected the appropriate behavior and

audience to target, it’s time to move on to Step 3. In this step the

team must determine what is preventing the audience from

performing the target behavior. For example, if children in first

grade aren’t brushing their teeth each morning, what is lacking?

As another example, if alumni aren’t donating to their alma mater,

why not?

The answers to such questions always fall into some combination

of the following three categories:

• lack of motivation

• lack of ability

• lack of a well-timed trigger to perform the behavior

In other words, in Step 3 the design team must pinpoint why

people aren’t performing the behavior. Is it because they are not

motivated to perform the behavior? Is it because they lack ability?

Or is it because they are not being triggered to perform the

behavior at the right time? Or is it a combination of the three

factors? The answers in Step 3 will determine the work required in

later steps, so a thorough examination at this stage is critical. (For

more details about this method, see www.BehaviorModel.org)

Consider, for example, a middle-class family living in the suburbs

of Los Angeles. Suppose that the family is not at all eco-friendly.

If the design team’s goal is to motivate the family to use eco-

Figure 1: Eight steps in early-stage persuasive design

8 Steps in

Early stage persuasive design

The goal of the Steps 1 through 7 of the design process is to create a digital product that reliably persuades someone—not everyone— to adopt

the target behavior.

Step 1. Choose simple behavior to target

가장 작고, 심플한 행동을 타겟하라

작은 목적을 이루는 것으로 부터 시작하라

스트레스를 줄이자 좀 더 건강해지자

Eco-friendly

Achieving the small goal may have bigger effects than expected; persuasion professionals have long understood that getting people to do small things naturally leads to their adopting more ambitious behaviors, even without a bigger intervention.

경제적인 생활을 하자

Too Big and Vague

Step 2. Choose a receptive audience

가장 쉬워 보이는 타겟을 골라라

올바른 식단 습관 -> 식단 습관을 개선할 욕구를 보이는 사람

올바른 운동 -> 한두번이라도 건강을 위해 운동을 해 보았던 경험을 가진 사람

technology channel과 친숙한 타겟을 골라라

early adopters 군

새로운 기술과 서비스를 시도해 보는 것을 좋아하는 집단

helping compulsive gamblers to stop

Too tough

Step 3: Find what prevents the target behavior

audience 들이 타깃 행동을 하지 못하는 이유를 규명하라

why?

lack of motivation

lack of ability

lack of a well-timed trigger to perform the behavior

하나의 이유를 해결하는 데 집중하라

Motivation과 Ability가 모두 부족한 경우 -> 다시 step 1, 2로 돌아가야한다

Motivation과 Ability를 동시에 변화시키는 것은 거의 불가능

아이들이 이 닦기 싫어하는 이유 ? alumni들의 기부금액이 적은 이유?

Step 4: Choose a familiar technology channel

Best Channel <- target behavior / the audience / what is preventing the audience from adopting the behavior

선택 가능한 옵션

Motivation이 부족할 때 : online video, social networks, and video games,

Ability가 부족할 때 : installed software and specialized devices, excel at making a behavior simpler (which is functionally the same as increasing ability).

Trigger가 제대로 역할을 하지 못할 때 : Text Msg, E mail

정치 정당에서 기부금액을 높이고자 할 때 -> Web (결재)

친구와 메시지를 주고 받을 수 있도록 할 때 -> Email/ 비디오 / SNS

새로운 Channel을 학습하는 것을 기대하는 것 (X)

새로운 Channel에 적응하는 것 자체 -> behavior change.

Re-ordering the First Four Steps

choosing the audience that is most likely to be receptive to the

targeted behavior change. The audience also should be familiar

with the technology channel (I will discuss channel in more detail

in Step 4).

The team may be tempted to design an intervention for the

toughest audience, such as helping compulsive gamblers to stop.

In my experience, this is a mistake. A related mistake is to design

the intervention for all users rather than a specific user type.

Neither approach works well.

The goal of the Steps 1 through 7 of the design process is to create

a digital product that reliably persuades someone—not everyone—

to adopt the target behavior. In Step 8, I discuss expanding the

audience, but this step should be carried out only after the

technology has been successfully tested on a more responsive

audience. Until then, I advocate choosing the easiest target

audience. For example, if the team is designing a technology to

persuade users to adopt better eating habits, they should select an

audience who has demonstrated a desire to improve their diets. If a

team wants to persuade people to adopt a daily exercise routine,

designers will increase their odds of success by focusing first on

people who already exercise once in a while.

Design teams have so many things to worry about when creating a

new persuasive technology that a resistant audience is not helpful.

In fact, choosing the wrong audience will almost certainly doom

the design project, especially in the early stages. As I will discuss

in later steps, once a design team has developed an intervention

that is working, they will be able to expand their target audience

and bring in users who are less receptive to the intervention.

The next consideration in choosing an audience is how familiar

people are with technology. I advocate choosing early adopters or

other adventurous souls as a target audience. I believe it’s a

mistake to target an audience that is afraid of computers or is just

beginning to use the technology channel for which the team is

building a persuasive technology, be it texting, social networking,

or interactive TV. The best audience for early projects consists of

those who enjoy using technology and trying new things.

In some cases, the first two steps of the design process might be

completed in reverse order. Sometimes the audience will

determine the target behavior, rather than vice versa. For example,

a project to motivate teens to save money is likely to target a

different behavior (e.g., getting into the habit of saving) than a

project to persuade older adults to save (setting aside a specific

amount to ensure a secure retirement). So if work in Step 2 causes

a team to back up to Step 1, that’s okay; finding the right

combination of behavior and audience is vital to laying the

foundation for the subsequent steps in the design process.

Step 3: Find what prevents the target behavior Once a design team has selected the appropriate behavior and

audience to target, it’s time to move on to Step 3. In this step the

team must determine what is preventing the audience from

performing the target behavior. For example, if children in first

grade aren’t brushing their teeth each morning, what is lacking?

As another example, if alumni aren’t donating to their alma mater,

why not?

The answers to such questions always fall into some combination

of the following three categories:

• lack of motivation

• lack of ability

• lack of a well-timed trigger to perform the behavior

In other words, in Step 3 the design team must pinpoint why

people aren’t performing the behavior. Is it because they are not

motivated to perform the behavior? Is it because they lack ability?

Or is it because they are not being triggered to perform the

behavior at the right time? Or is it a combination of the three

factors? The answers in Step 3 will determine the work required in

later steps, so a thorough examination at this stage is critical. (For

more details about this method, see www.BehaviorModel.org)

Consider, for example, a middle-class family living in the suburbs

of Los Angeles. Suppose that the family is not at all eco-friendly.

If the design team’s goal is to motivate the family to use eco-

Figure 1: Eight steps in early-stage persuasive design

Step 5. Find relevant examples of persuasive technology

관련 있는 성공 사례들을 수집

적어도 열가지

비슷한 behavior

비슷한 audience

같은 communication channel

Step 6. Imitate successful examples

Step 8에 이르러 unique함을 추구할 수 있음

The opportunity for real innovation comes after laying a solid foundation.

“secret sauce” – the special ingredient that makes the example effective.

Step 7: Test and iterate quickly

test various persuasive experiences quickly and repeatedly.

not scientific experiments

Designing for persuasion is harder than designing for usability.

set low expectations for their trials

knowing how to prototype, test, and evaluate results quickly is the most valuable skill for designers of persuasive technology.

many crummy trials beats deep thinking

Step 8: Expand on success

프로젝트의 규모를 키우는 단계

target behavior 더 어렵게 / 다층적으로 만드는 것

새로운 Audience 군에게 적용

새로운 Channel의 활용

the starting point for a controlled and scientific experiment -> Measure up

EVERYTHING BIG STARTED SMALL

successful consumer Internet services : Each service started in a small, focused way

Google offered a simple search box.

Yahoo was merely a list of links.

Facebook was a directory created for friends.

As the small offerings succeeded, they expanded.

That approach to innovation works.

A BEHAVIOR MODEL FOR PERSUASIVE DESIGNBJ Fogg

(PERSUASIVE’09)

Fogg Behavior Model (FBM)

behavior is a product of three factors: motivation, ability, and triggers

사람이 Target Behavior을 이루기 위해서는

충분한 동기

행동을 수행할 수 있는 ability

행동을 수행할 수 있도록 Trigger가 제공되어야 함

이 모든 세가지가 동시에 충족되었을 때만 Target Behavior가 성취될 수 있음

These two axes define a plane. In the upper right hand corner is a star that represents the target behavior. The placement of this star

is symbolic, meant to suggest that high motivation and high ability are typically necessary for a target behavior to occur. To emphasize this relationship between motivation, ability and target

behavior, Figure 1 also has an arrow that extends diagonally across the plane, from the bottom left corner to the upper right. This arrow, as the words on the figure say, indicates that as a person has increased motivation and increased ability, the more

likely it is that he or she will perform the target behavior.

Also on Figure 1 is a factor I call “triggers.” The placement of this word is close to the target behavior star to imply that the trigger

must be present for the target behavior to occur. While the axes are fixed, one can imagine that the star, representing the target behavior, as well as the related trigger, could be placed anywhere

inside the plane defined by the axes.

The visualization in Figure 1 is not the only way to represent the core concepts in the FBM. However, this form seems the most natural and practical.

Motivation & Ability Can Trade Off The previous section might seem complicated because of the

detailed wording, but the FBM is conceptually easy to understand. Below I’ll use an example to show the relationship between motivation and ability.

Suppose a web site creator wants to persuade site visitors to sign up for a newsletter by entering their email address. That behavior – typing in an email address – is the target behavior. In the FBM

this target behavior is represented by a star. The target behavior is simple for most people to do. So if we generalize about users on this task, we can place the star toward the right side of the frame:

Users have high ability to do the behavior, because it’s easy to type in an email address.

But when it comes to motivation, the story is varied. Many users will have no motivation to type in their email address. For those

users the star would be located in the lower right part of the framework. This placement means that ability is high and motivation is low. Other users, however, might really want the

free newsletter from the web site, so their motivation level would

Figure 1: The Fogg Behavior Model has three factors: motivation, ability, and triggers.

Motivation & Ability Can Trade Off

두 축의 어느 것도 0에 수렴해 있으면 불가능

Increasing Motivation

Increasing Ability = Making behavior Simple

Triggers & Timing

Triggers & Timing

적절한 시간에 적절한 형태의 Trigger가 주어지지 않으면 Motivation과 Ability가 갖춰져 있더라도 행동은 일어나지 않음

형태 : 알람, 문자메시지, 안내문, 꼬르륵 거리는 배

“Hey, right now is a great time to play the ukulele!”

Good Trigger

Trigger의 인지 가능 정도 / Target Behavior과의 연결성

Motivation이 낮은 경우 -> 짜증

Ability가 낮은 경우 -> 실망감을 줄 수 있음

Prevention

Is there a way to reduce motivation?

To take away ability?

Is there a way to remove triggers?

어떤 행동을 하지 못하게 하는 것은 일반적으로 하게 하는 것보다 더 어렵다

Elements of Motivation

Motivator #1: Pleasure / Pain

즉각적이고 본능적인 보상과 고통 -> 생각의 여지가 없음

hunger, sex, and other activities related to self-preservation and propagation of our genes.

Motivator #2: Hope / Fear

결과에 대한 기대

Hope : 좋은 일이 생길 것 같은 기대감 / Fear : 나쁜 일이 생길 것 같은 걱정

dating web site / virus software

Motivator #3: Social Acceptance / Rejection

사회적인 인정과 기각

무조건 쉽고 간단하게 만들어라 (persuasive design relies heavily on the power of simplicity)

1-click shopping at Amazon. Because it’s easy to buy things, people buy more. Simplicity changes behaviors.

increasing ability != about teaching people to do new things or training them for improvement.

People are generally resistant to teaching and training because it requires effort.

Elements of Simplicity (Ability)

Elements of Simplicity (Ability)

Time

Money

Physical effort

Brain Cycle

Social Deviance

None routine

Three Types of Triggers

Spark as Trigger : Motivation

When a person lacks motivation to perform a target behavior, a trigger should be designed in tandem with a motivational element.

Facilitator as Trigger

This type of trigger is appropriate for users that have high motivation but lack ability.

Like sparks, a facilitator can be embodied in text, video, graphics, and more.

Signal as Trigger

This trigger type works best when people have both the ability and the motivation to perform the target behavior.

The three core motivators I explained previously seem to account

quite well for what motivates human behavior. Other models exist. Many people in psychology, marketing, and related fields have proposed different ways to view motivation (for references, see

www.BehaviorModel.org). But for the purposes of persuasive design, I find my three-element approach to be the most useful.

Elements of Simplicity (Ability) The next major factor in the FBM is ability. Optimizing this factor can move users across the behavior activation threshold. But what’s the best way to increase ability?

In real-world design, increasing ability is not about teaching people to do new things or training them for improvement. People are generally resistant to teaching and training because it requires effort. This clashes with the natural wiring of human adults: We

are fundamentally lazy. As a result, products that require people to learn new things routinely fail. Instead, to increase a user’s ability, designers of persuasive experiences must make the behavior easier

to do. In other words, persuasive design relies heavily on the power of simplicity. A common example is the 1-click shopping at Amazon. Because it’s easy to buy things, people buy more.

Simplicity changes behaviors.

In my work to define simplicity, I developed a framework that includes six elements and an understanding of how these elements

work together. As I see it, simplicity has six parts. These six parts

relate to each other like links in a chain: If any single link breaks, then the chain fails. In this case, simplicity is lost.

Time The first element of simplicity is time. If a target behavior requires time and we don’t have time available, then the behavior is not simple. For example, if I need to fill out an online form that has

100 fields in it, that behavior is not simple for me because I usually have other demands on my time.

Money The next element of simplicity is money. For people with limited financial resources, a target behavior that costs money is not simple. That link in the simplicity chain will break easily. For

wealthy people, this link in the chain rarely breaks. In fact, some people will simplify their lives by using money to save time. It’s a trade off. They hire gardeners and house cleaners.

Notice that what simplicity means for a typical 9-year-old is different than simplicity for the 55-year-old, because they have different resources in terms of time and money. In creating persuasive technologies, designers should remember that what’s

simple for one person is not always simple for another.

Figure 2: All three factors in the Fogg Behavior Model have subcomponents.

Discussion 사용하고 있는 / 효과가 있었다고 느꼈던 Persuasive Design은?

올해가 가기 전에 이루고 싶은 행동 변화는?

Persuasive Design의 범위는?

말은 쉬운데.... 막상 생각해보면....