A, B, C
- Asking: the statement or action you’re asking for.
- Becausing: the data and facts that explain why.
- Convincing: the response to anticipated challenges.
- Direct the Rider
- Follow the bright spots
- Have a destination postcard
- Script the critical steps
- Motivate the Elephant
- Find the feeling
- Shrink the change
- Promote a growth mindset
- Shape the Path
- Tweak the environment
- Rally the herd
- Make it a habit
Careful of the Fundamental Attribution Error: maybe it’s the situation and not the person.
Three realms of disagreement
- What is true?
- What is meaningful?
- What is useful?
Things to check:
- Is everyone arguing in the same realm?
- Is it actually about urgency, priority, grieving, solidarity?
- Facts and evidence
- (Multiple, diverse) Interpretations
- (Multiple) Values
- Shared values
- Check-in tripwire
- Measurement of success
Hierarchy for motivating change
- Intrinsic motivation (enlighten, inspire)
- Feels like: the right thing to do; the smart thing to do; making a difference; helping people.
- From seeing the real world benefits to people.
- Extrinsic motivation (rewards)
- Helps, but focuses on the practitioner, not beneficiaries.
- Can result in doing it just for the reward.
- External control (guilt, punishment)
- Sets a low bar. Can result in doing the minimum amount of work necessary and othering the beneficaries.
Planning the change
- Link a reward with a good action
- Use a habit tracker, visual record of progress
- Start with small, quick, wins
- Use Implementation Intentions, tweak the environment
Behaviour change model: BMAP
- Behaviour = Motivation × Ability × Prompt
- Sufficient Motivation and Ability are required to cross “The Action Line”
- Motivation and Ability can compensate for each other somewhat
- Troubleshooting order
- Is there a Prompt? (Action prompts are more reliable than Person or Context Prompts)
- Is there an Ability blocker? (Make the Behaviour easier. Check time, money, physical effort, mental effort, routine)
- Is there enough Motivation? (It’s unreliable. Motivation towards an abstract doesn’t work.)
- Celebrate immediately after the habit because emotions form habits via dopamine
- Rehearse a habit to make it sink in more quickly.
Some coach-like questions for clarification and getting to the root cause. An alternative to using Five Whys because that can be annoying sometimes.
The focus is a bit like Appreciative Inquiry: focus on strengths and assets rather than problems and deficits.
- What do you mean?
- What do you want?
- What’s worked before?
- And what else?
- How can I help?
Watch for SCARF: status, certainty, autonomy, relatedness (social), fairness.