Build
effective change

BehaviourKit provides a step-by-step framework that powers behaviour change in digital products, services and business.

 

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Built on design
Backed by science

 

Rules of innovation


All business has one thing in common. People. What people do and why is the driving force behind business struggles and success. Behaviour is codifiable. What we all do follows systematic rules. Rules which can be used to diagnose, understand and ideate. Rules which give a framework to behaviour-first innovation.

 

Leverage insight


We’ve distilled the latest in design theory, behavioural economics and consumer psychology to create a framework to change people’s behaviour. Reading, assessing and putting the findings into practice at Behaviour Studio. The framework is built on Nobel prize winning behavioural science and our years of experience working with Microsoft, the British Government and the Estonian Government.
It’s defined, tested and refined.

 

Reliable change


Behaviour has defined levels. Each level influencing and informing what people do. Reliable change represents ideas and application across the three Change levels. Ideate at one and you risk the solution only working in a small use case or context. Ideate at all three to create more reliable and longer term change.

Change starts with C

 
 
 

Self

Who they are? Who they want to be?

Drive

What are they driven by? What are their needs?

Doing

What do they do? What are their habits?

Goals

What do people aim to do?

Ability

What are they able to do?

Network

Who is in their Reference Network?

Influencers

Who has the most influence?

Norms

What do others do?

Social direction

What do people tell them to do? Who do they listen to?

Social expectation

What do they expect to do?

Attention

What gets their attention? What distracts them?

Guide choice

How are choices presented? What is guiding their choices?

Direction

What directs people's behaviour? What outlines the steps?

Easy

What is easy to do? Easy to use? Easy to remember?

Rewards

What is the most rewarding? What gives feedback?

People with influence

Who has the most influence?

 
 
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3
Steps

Behaviour is shaped by our psychology. Everything we do is categorised by three layers.

 
 
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Design for
a person

At the centre of all behaviour is the person doing. What they do is influenced by their psychology. Who people are, what they want, how they feel and think. The Me level explores all that makes us a person. We outline how to ideate for them at a psychological level.

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Design for
people

The people around us inform, influence and direct our behaviour. The effect of others can be felt both directly and indirectly. When utilising the We level, we can directly craft social change, or give the impression of a new social behaviour that will guide people’s behaviour.

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Design for
place, product
& policy

The world acts as our guide. Providing structure and form for what we should do. From the policies that direct right and wrong, the design of the places we inhabit and the products that we use. Each created with a purpose. And each with elements that inform what we do and why. All without us even realising.

 
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15
Principles

Behaviour Focused Design principles to reshape people’s behaviour across products, services and organisations.

 
 
Who people are, what they feel and who they want to be directs what they do.

Who people are, what they feel and who they want to be directs what they do.

Pinpoint people’s motivations and psychological needs to create solutions that align with what people want.

Pinpoint people’s motivations and psychological needs to create solutions that align with what people want.

Doing something new has a purpose. A goal to achieve at the end. These goals align with a person’s needs and wants.

Doing something new has a purpose. A goal to achieve at the end. These goals align with a person’s needs and wants.

What people already do, from their habits to their routine, can both help and hinder a new behaviour.

What people already do, from their habits to their routine, can both help and hinder a new behaviour.

People need to be able to do what you ask of them. A person’s perceived ability is as important as their actually ability to do something.

People need to be able to do what you ask of them. A person’s perceived ability is as important as their actually ability to do something.

We don’t live in isolation. Instead we are influenced by a large number of people in a Reference Network (RF). Map a person’s RF to understand their group behaviour.

We don’t live in isolation. Instead we are influenced by a large number of people in a Reference Network (RF). Map a person’s RF to understand their group behaviour.

Influencers aren’t just for social marketing. We all have people of influence. The people who we spend our time with and listen to the most.

Influencers aren’t just for social marketing. We all have people of influence. The people who we spend our time with and listen to the most.

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Social norms are the unwritten rules we all follow. We follow what we see others doing.

Social norms are the unwritten rules we all follow. We follow what we see others doing.

We listen to others and follow their advice. From social proof to authority social psychology shows we follow others without much thought.

We listen to others and follow their advice. From social proof to authority social psychology shows we follow others without much thought.

We follow the rules we’ve already learnt. They create a blueprint of what we expect to do in certain situations. Social expectations predetermine how we will act.

We follow the rules we’ve already learnt. They create a blueprint of what we expect to do in certain situations. Social expectations predetermine how we will act.

We live in a busy world. What gets our attention is more likely to interrupt an unwanted behaviour and help us start something new.

We live in a busy world. What gets our attention is more likely to interrupt an unwanted behaviour and help us start something new.

How options are presented, when and with what value all guide and influence our choices. They pull from our biases, heuristics and how we think.

How options are presented, when and with what value all guide and influence our choices. They pull from our biases, heuristics and how we think.

Actions that give directions and help people plan their behaviour are sticky. They are easier to do and easier to keep doing when a person hits something hard.

Actions that give directions and help people plan their behaviour are sticky. They are easier to do and easier to keep doing when a person hits something hard.

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People take the path of least resistance. The easier it is to do, the more people will do it. Including how easy it is to navigate, remember, process and use.

People take the path of least resistance. The easier it is to do, the more people will do it. Including how easy it is to navigate, remember, process and use.

People do things that give us rewards. A small thank you, positive feedback or a larger reward. They all help us to choose one action over another. When and how rewards are presented help people start and keep doing a new behaviour.

People do things that give us rewards. A small thank you, positive feedback or a larger reward. They all help us to choose one action over another. When and how rewards are presented help people start and keep doing a new behaviour.

1
Question

 
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Does it push

or

pull against a behaviour?

 

People are conflicted. We constantly have to choose to do one thing over another. Go left or go right. Stop or start. These conflicts push us towards a new behaviour or pull us away from it. Problem solvers can reveal people’s the push/pull factors within the Change principles.

Identifying what people want to do, have started to do, but things that are stopping them. Narrowing down areas for change.

A small change can have a big impact on behaviour.

 
 
 

 

1

Different process

Design that focuses on people’s behaviour

 
 

CREATED by BEhaviourstudio

BehaviourStudio explores, determines and reveals all areas of behaviour using behavioural science. Unlocking people understanding - people’s behaviour - to think differently, work differently and drive change.

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