I. 사회혁신 담론과 게이미피케이션
사회적경제 아파트와 게이미피케이션?
스마트앵커와 게이미피케이션?
지역기반 노인통합돌봄서비스와 게이미피케이션?
사회적경제특구와 게이미피케이션?
사회문제 해결형 혁신형 사업과 게이미피케이션?
II. 행동변화를 유도할 수 있는 HCI/UX 이론과 게이미피케이션
(시니어에게 지속적으로 스마트밴드를 착용하도록 만드는 휴먼 인터랙션의 비밀? )
새로운 것을 시도하게 하려면
내적 동기 유발
지속가능성 시동 – 자동화 시도
지속가능성 본격 진입 – 착수: ‘지속적 강화 계획’
지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’
지속가능성 유지 – ‘변동비율 계획’
지속가능성 유지 – 중독성 있는 고리 형성
처음 시작은 아주 사소한 것부터 출발
지금까지 논의한 거의 모든 것은 습관의 힘
Story Editing
52. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (1/31)
• When you want people to try something
new,새로운 것을 시도하게 하려면, (1/2)
◦ engage them when they’re in a good mood
or help them get into a good mood by
showing a fun or funny video. 상대방의 기분이 좋을
때나 즐겁고 재미있는 영상을 보여줘서 기분을 좋게 만들어야 한다.
◦ make sure they’re feeling safe안전한 and
comfortable편안한.
51
• 출처: Instincts, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p80~81
53. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (2/31)
• When you want people to try something new,새로운
것을 시도하게 하려면, (2/2)
◦ Research(Marieke de Vries마리에케 드 브리스2007)
shows that we want what is familiar when we’re
sad or scared - When people want familiar
brands.
◦ We’re willing to try something new and different
when we’re feeling happy and not as sensitive to
what is familiar.
◦ It’s Easy to Change Someone’s Mood기분.
52
• 출처: Instincts, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p80~81
55. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (3/31)
• 내적 동기 유발
◦ Fear of Illness and Death병과 죽음의 공포
◦ Some pictures of people (in their 50s and 60s)
who are sick and dying.병들고 죽어가는 (50~60대의) 사진
◦ It will result in more immediate action.
◦ Because the old brain is on the alert for danger,
fear is a powerful motivator for action.
◦ 착용하지 않을 시 자신의 충격적인 사진과 경고 제시
54
• 인용 문헌 출처: Instincts, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p76~77
57. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (4/31)
• 지속가능성 시동 – 자동화 시도 (1/2)
◦ One way to get people to do stuff is to get
the “stuff” to be automatic.어떤 일을 하게 만드는 한 가지
방법은 그 “일”을 자동화하는 것
◦ Classical conditioning고전적 조건형성 is the starting
point for understanding automatic behavior.
◦ A lot of behavior is actually the same as
Pavlov’s파블로프 classical conditioning.
56
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p62
58. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (5/31)
• 지속가능성 시동 - 자동화 시도 (2/2)
57
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p63
60. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (6/31)
• 지속가능성 본격 진입 - 개요
◦ If you want to increase a specific behavior, then you reinforce (reward)
that behavior: Skinner’s idea스키너의 생각
◦ In the 1950s, Skinner added a new dimension to Pavlov’s classical
conditioning ideas. Rather than focusing just on the stimulus and
response, Skinner started experimenting with rats and pigeons on how
rewards influence behavior. He called it “operant” conditioning조작적
조건형성 (as opposed to Pavlov’s “classical” conditioning).
◦ Five Basic Schedules of Reinforcement5가지 기본 강화 계획: Continuous
reinforcement지속적 강화 계획, Fixed interval고정 간격 계획, Variable interval변동 간격
계획, Fixed ratio고정 비율 계획, Variable ratio변동 비율 계획.
◦ Positive reinforcement & Negative Reinforcement; 강화물은 상대방이
원하는 것 또는 원치 않는 것
◦ When to Give the Reward: 행동 직후; 행동 전 X, 행동 후 며칠 경과 X
59
인용 문헌 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education,
p64~65, 73
61. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (7/31)
• 지속가능성 본격 진입 – 착수: ‘지속적 강화 계획’ (1/2)
◦ Continuous reinforcement지속적인 강화 계획 is best when you’re trying
to establish a new behavior.
› give a reward every time the person does the behavior.
새로운 행동을 수행하도록 만드는데 성공하려면, 바람직한 행동을 할 때마다 보상을 제공해야
한다
60
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p65~66
학교 성적표
보고서를 제때 제출함 칭찬을 받음
용돈 5달러
62. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (8/31)
• 지속가능성 본격 진입 – 착수: ‘지속적 강화 계획’ (2/2)
◦ Once a behavior is established 새로운 행동을 수행하도록 만드는데 성공하면
with continuous reinforcement, switch to a different
reward schedule다른 강화 계획 to keep the behavior going.
◦ When you use continuous reinforcement, you will initially
see a lot of the behavior as the person (or rat, or dog)
learns the behavior. But over time the desired behavior
will become intermittent간헐적으로.
◦ And the down side is that if you remove the
reinforcement (that is, stop paying the money for every A,
or don’t praise the behavior every time) the desired
behavior is likely to stop too.
61
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p65~66
64. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (9/31)
• 지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’ (1/5)
◦ Fixed Ratio: How to Get a Burst of Behavior고정비율
계획: 단시간에 빈번한 행동을 유발하는 비법
◦ Instead of basing the reinforcement on time시간
기준, you base it on the number of bar presses지렛대
누르는 횟수. The rat gets a food pellet after every 10
bar presses, or after every 5 presses.
Reinforcement is based on the number of bar
presses, and the number is always the same.
63
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p65, 67
65. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (10/31)
• 지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’ (2/5)
◦ The goal-gradient effect목표 가속화 효과 was first studied with rats in
1934 by Clark Hull클라크 헐 (Hull 1934).
◦ He found that rats that were running a maze to get food at the
end would run faster as they got to the end of the maze.
쥐들이 미로 끝에 있는 먹이를 먹으러 달려갈 때, 미로 끝부분에 가까워질수록 달리는 속도가 빨라진다는
사실을 발견함
◦ The goal-gradient effect says that people will accelerate their
behavior as they progress closer toward a goal.
◦ People Focus on What’s Left More Than What’s Completed. It’s
important to show people every step of the way how much they
have left to reach the goal.
64
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p67~68
66. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (11/31)
• 지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’ (3/5)
65
이미지 저작물 출처: Dropbox shows you how close you are to the goal, Susan, 2011, 100 Things Every Designer Needs to Know About People, Pearson Education, p117
67. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (12/31)
• 지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’ (4/5)
◦ Ran Kivetz란 키베츠 (Kivetz 2006) did an experiment with frequent buyer
coffee cards. He gave some people Card A and some people Card B:
› Card A had 10 boxes for the stamps; when the participants got
the card, all the boxes were blank.
› Card B had 12 boxes for the stamps; when the participants got
the card, the first two boxes were already stamped.
◦ People with Card B filled up the card faster than those with Card A,
even though both cards required ten coffees to reach the end.
◦ So when customers saw on Card B that they already had some progress
toward the goal, even if they didn’t drink those two coffees, they
worked faster to fill up the rest of the card.
66
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p67~68
68. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (13/31)
• 지속가능성 본격 진입 – 단기 가속: ‘고정비율 계획’
(5/5)
◦ Research tells us that this will result in a burst
of behavior (the customer will buy a lot of
coffee over a short period of time to fill up
the card), but then, after getting her free
coffee, there will be a lull소강 상태 and there will
be less behavior (she will buy less coffee from
that coffee shop).
67
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p67
70. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (14/31)
• 지속가능성 유지 – ‘변동비율 계획’ (1/4)
◦ Variable Interval: How to Get Stable유지 Behavior
◦ Reinforcement is based on the number of bar presses, but the
number of presses required to get the food pellet varies.
Sometimes the food pellet comes after 5 presses, sometimes 10,
sometimes 3, and so on; Unpredictable예측 불가능
◦ Because the person doesn’t know when the next reinforcement
will come, she’ll do the behavior over and over. This means that
variable ratio schedules tend to stick. If you remove the
reinforcement, the behavior will continue for a long time.
Psychologists would say that the behavior is “resistant to
extinction소거에 저항” on a variable ratio schedule.
69
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p65~67
71. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (15/31)
• 지속가능성 유지 – ‘변동비율 계획’ (2/4)
◦ When an employee receives praise sometimes, but
not others, that’s a variable ratio schedule.
◦ When a player wins at the slot machine after playing
56 rounds, that’s a variable ratio schedule. Most
casino games are based on a variable ratio schedule.
◦ The reinforcement is based on how many times the
person does the behavior, but it changes all the time.
The person doesn’t know if she’ll get the reward the
next time she does the behavior, or after 30 times, 5
times, or 100 times.
70
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p65~67
72. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (16/31)
• 지속가능성 유지 – ‘변동비율 계획’ (3/4)
71
이미지 저작물 출처: Short and frequent, Twitter messages are ideal for stimulating the dopamine system, Susan, 2011, 100 Things Every Designer Needs to Know About
People, Pearson Education, p124
이미지 저작물 출처: The visual cue of how many unopened messages are in your in-box keeps you in a dopamine loop, Susan, 2011, 100 Things Every Designer Needs to
Know About People, Pearson Education, p123
이미지 저작물 출처: Getting a message that a text has come in is a Pavlovian cue, Susan, 2011, 100 Things Every Designer Needs to Know About People, Pearson
Education, p123
73. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (17/31)
• 지속가능성 유지 – ‘변동비율 계획’ (4/4)
◦ E-mails and tweets and texts show up, but you don’t know
exactly when they will arrive, or who they will be from. It’s
unpredictable. This is exactly what stimulates the dopamine
system.
◦ Basically e-mail, Twitter, and most social media run on the
variable ratio schedule. That makes it likely that people will
engage in the behavior again and again.
◦ 140 CHARACTERS IS EVEN MORE ADDICTIVE
› The dopamine system is most powerfully stimulated when
the information comes in small amounts, so that it doesn’t full
satisfy the desire for information. A short text or a tweet
(which has a maximum of 140 characters) is ideally suited to
sending the dopamine system raging.
72
출처: UNPREDICTABILITY KEEPS PEOPLE SEARCHING, Susan, 2011, 100 Things Every Designer Needs to Know About People, Pearson Education, p123-124
75. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (18/31)
• 지속가능성 유지 – 중독성 있는 고리 형성
◦ Slot Machines: Pavlov and Skinner
◦ The casinos are using the reinforcement for one (bright lights
and noises) as the stimulus for another다른 사람에게 자극. This causes
an addictive loop:
74
• 출처: Carrots and Sticks, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p69
77. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (19/31)
• 처음 시작은 아주 사소한 것부터 출발
◦ Have them do one small activity before an activity
that takes longer or is more complicated.
◦ If you’re going to ask people to participate in an
activity (for example, giving you feedback on
your website), start slow and make sure they feel
safe. It feels safe to participate.
◦ 고쳐야만 하는 습관이 있다면, 과도하게 제시하지 말고,
지금과 달라질 수 있는 3~4개 정도 수준에서 권고
필요
76
• 인용 문헌 출처: Instincts, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p83, 136
79. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (20/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (1/11)
◦ I used to think that it was hard to create new habits.
◦ I cited the Phillippa Lally필리파 랠리 (Lally 2010) study showing
that the average amount of time it takes for people to
form a habit is 66 days,
› with a range from 18 days for easier habits to 254
days for more complex habits.
◦ But recently I had an experience that led me to the
conclusion that habits don’t have to take that long to
create
› if you know how habits work and apply that
knowledge.
78
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p44
80. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (21/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (2/11)
◦ B. J. Fogg’s “3 Tiny아주 작은 Habits” program
(tinyhabits.com)
› You can easily create three new habits in only
a week. Try it.
› Fogg gives you a week, but I found that in
three days the habits were firmly
established습관이 몸에 밴다.
› The secret lies in anchoring.
79
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p44
81. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (22/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (3/11)
◦ Anchoring (1/3)
› We know that existing habits are automatic and
powerful.
› Why not use that? Why not piggyback on an existing
habit and add to it to create a new habit?
› First Fogg has you identify one small habit you’d like
to create. He insists it has to be very small and very easy
to do.
› The next step was to choose an anchor. An anchor is
a cue that exists from a habit you already have.
80
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p45
82. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (23/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (4/11)
◦ Anchoring (2/3)
81
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p45-46
보습제를
바른다
83. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (24/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (5/11)
◦ Anchoring (3/3)
› These were easy and small habits, and that’s
the point.
› The habits that we do easily and effortlessly
are small habits that we can anchor to existing,
well-entrenched habits we already have.
› if you have small, concrete behaviors you
want people to do, then habits and automatic
behavior can deliver the behavior you’re seeking.
82
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p46
84. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (25/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (6/11)
◦ The Science of Habits (1/6)
› The Power of Habit (Duhigg 2012), Charles
Duhigg찰스 두히그
› When someone has formed a habit, there’s a cue
that triggers the habit, then there’s the routine of
the habit that is automatically carried out, and
that’s followed by a reward that has to do with the
purpose of the habit. The reward strengthens the
habit and sets it up to happen again the next time
the cue appears:
83
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p39
85. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (26/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (7/11)
◦ The Science of Habits (2/6)
› For most people, most of the time, habits are created
unconsciously and carried out automatically.
› Habits help us all to do the many things we need and
want to do in our lives. Because we can carry out a habit
without having to think about it, it frees up our thought
processes to work on other things. It’s a trick that our
brains have evolved to make us more efficient.
› If we try to change a habit just with intentional,
conscious thinking, it can be very difficult. We have to
engage the unconscious in order for the habit to
become automatic.
84
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p40, 43
86. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (27/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (8/11)
◦ The Science of Habits (3/6)
› To get someone to create a new habit, figure out a cue
and a reward. You need a new cue and a new reward.
85
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p41~42
책상 정리를 하지 않은 채, 가방과 코트를 챙겨 문을 나선다
87. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (28/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (9/11)
◦ The Science of Habits (4/6)
› Try asking Zoe to set an alarm on her
computer to go off at 4:00 p.m.
› each day, so the alarm becomes the cue.
That way you don’t have to always be the
cue.
86
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p41~42
88. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (29/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (10/11)
◦ The Science of Habits (5/6)
› Secret number 1 is that there must be
incremental steps점진적인 과정 for the person to go
through.
› Secret number 2 is that once the person makes
the decision to try it, there must be no other
decisions to make.
› Secret number 3 is that the person can see the
progress toward the goal. It’s especially important
that people can see how far they have left to go.
87
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p43
89. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (30/31)
• 지금까지 논의한 거의 모든 것은 습관의 힘 (11/11)
◦ The Science of Habits (6/6)
› In the Couch to 5K app, starting the app is the
only decision you make. Everything else (how long
to run, how far to run, when to run versus when to
walk, how long to warm up, how long to cool
down) is decided by the app. The app decides
everything for you.
88
• 출처: Habits, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p44
90. 시니어에게 지속적으로 스마트밴드를 착용하도록
만드는 휴먼 인터랙션의 비밀? (31/31)
• 게르마늄 팔찌??
89
이미지 저작물 출처: http://www.hb9988.co.kr/product/product_view.htm?idx=11634
92. The Power of Stories
• No Idea in this lecture is more powerful than the
idea of using stories to affect behavior.
• Everything we do is related to a story we have
about who we are and how we relate to others.
• A lot of these stories are unconscious.
• Whether conscious or unconscious, our stories
about ourselves deeply affect how we think and
behave. If you can change someone’s story, you
can change behavior.
91
• 인용 문헌 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education,
p47
93. The Desire to be Consistent
• We make decisions based on staying true to our
personas. We strive to be consistent.
◦ We want to make decisions that match our idea
of who we are.
◦ Most of this decision making based on personas
happens unconsciously.
◦ When we make a decision or act in a way that
fits one of our personas, the decision or action
will feel right. When we make a decision or act in
a way that doesn’t fit with one of our personas,
we feel uncomfortable.
92
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p51
94. The Power of Story Editing
• Now there’s research that proves the power of stories to
shape personal stories, personas, and, by extension, to
change beliefs, behaviors, and lives.
◦ In his book Redirect: The Surprising New Science of
Psychological Change (Wilson 2011), Timothy
Wilson티모시 월슨 talks about the research on “story
editing.”
◦ Here’s the definition from his book:
› a set of techniques designed to redirect people’s
narratives about themselves and the social world in
a way that leads to lasting changes in behavior.
93
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p48
95. How to Turn on a Persona(1/2)
• Since personas are so powerful in governing
decisions and behavior, you can influence
whether someone does something and exactly
what they do by activating an existing persona.
◦ You can activate a persona and connect the
persona to specific action. This is a powerful
way to get people to take action.
94
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p51
96. How to Turn on a Persona(2/2)
• PERSONA: “I’m the type of person who gives a helping hand
to others in need. In fact, that’s why I’m a member of this
local business group, because the group likes to help out
people in our community who are in need.”
• STRATEGY: He can strengthen his presentation by first giving
examples of other donations the local business group has
made to similar charitable organizations.
◦ This would remind them of the first persona.
◦ By talking about similar donations, and then telling stories
of the people in need, Jeffrey would be activating this
“Gives a Helping Hand” persona. When he asks for money,
he’ll be more likely to get a yes, and more likely to get
more money.
95
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p51~52
97. The “Crack” Strategy균열 전략
• If you try to fight a strong, existing persona you
won’t get very far in getting people to do stuff. But
it is possible to change a persona.
◦ If you launch an all-out assault on a person’s
persona to try and get them to radically change
who they are from the outside (you are the
outside), you will not succeed.
◦ But if you can introduce a small crack in the
existing persona, you have an opportunity to
have a new persona enter and take over.
96
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p53~54
98. The “Crack” Strategy: The “Anchor to a Persona”
Strategy(1/2)
• When you activate an existing persona, you then
create an opening where a new but somewhat
related persona can be introduced.
◦ When they were asked later to do something a
little bit different, that request activated a new
persona that was somewhat related to the
existing persona.
› The original persona of “I’m a person who
cares about the community” is different from
“I’m a person who cares about safety.” But the
two are consistent, and easily connected.
97
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p56
99. The “Crack” Strategy: The “Anchor to a Persona”
Strategy(2/2)
• Existing persona: “I’m someone who takes care of my body.”
◦ New persona that would be easy to create: “I’m someone
who cares about healthy children.”
• Existing persona: “I’m someone who is frugal절약 with money.”
◦ New persona that would be easy to create: “I’m someone
who votes to keep down government debt정부 부채.”
• Existing persona: “I’m someone who is creative.”
◦ New persona that would be easy to create: “I’m someone
who likes to try new things.”
98
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p56
100. The “Crack” Strategy: Start Small(1/2)
• But what if you want people to make a decision
or take an action and there isn’t an existing
related persona you can anchor to? Can you get
someone to do something that is inconsistent
with an existing persona?
• Small actions, over time, can lead to large
persona change.
99
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p56
101. The “Crack” Strategy: Start Small(2/2)
• What does small mean?
◦ Small is an action that, even though it’s
inconsistent with an existing persona, doesn’t
set off alarm bells.
100
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p57
102. The “Crack” Strategy: Going Public
• When we take an action that only we know
about, we aren’t showing our commitment.
When we’re not showing our commitment,
there will be less long-term persona change than
when we take an action that others see.
• Public commitments공개적인 참여 lead to stronger
and faster persona change.
• Don’t Pay People to Commit
101
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p57~58
103. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(1/8)
• If you can get people to rewrite their story related to
what it is you want them to do, this is likely to result
in large and long-term change.
• Story editing has been used to help with post-
traumatic stress disorder외상 후 스트레스 장애 환자, and with
teens at risk위기에 처한 청소년.
◦ But it can also be effective in getting an
employee to come in to work on time정시 출근, or to
switch from being a solo “hot dog” to being a
collaborative team player독불장군에서 팀플레이어로.
102
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60
104. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(2/8)
• But what if you can’t get someone to stop, think,
and write out a new story?
◦ Even if you can’t get someone to sit down
and write out a new story, you can provide a
story for them, and that’s almost as good.
103
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60
105. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(3/8)
• SITUATION: Some college students were not doing
well in their first year of school.
◦ The students were falling into a self-defeating
story자멸적인 이야기 about themselves.
◦ Because they began to believe that they were in
over their heads, they started behaving that way.
◦ They stopped studying and started skipping
classes. This, of course, resulted in more low
grades, and convinced them further that they
couldn’t be successful.
104
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61
106. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(4/8)
• STRATEGY(1/3)
◦ They thought they were being asked to take a survey of
first year students’ attitudes about college life.
◦ Wilson told them that they would see the results from
earlier surveys of older students, so they would know
what kind of questions would be on their survey. In
actuality Wilson was showing them the previous survey
results in order to prompt them with a new story.
◦ The student participants then saw survey results of these
older students that showed that many of the students had
problems with grades during their first year, but that their
grades improved over time.
105
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61
107. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(5/8)
• STRATEGY(2/3)
◦ They watched video interviews of four older
students who told the story about how they
realized that the course work was harder than
they thought it would be, and that they had to
work harder, study more, and get help. The
students in the videos talked about their grades
steadily increasing over time.
◦ Altogether the participants spent 30 minutes
hearing from other students who had problems
with low grades, but then improved their grades.
That was all they did.
106
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61
108. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(6/8)
• STRATEGY(3/3)
◦ They didn’t get any counseling or learn about
better study habits.
◦ They just heard a different story.
107
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61
109. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(7/8)
• RESULT
◦ The story prompting worked.
◦ Wilson reports that the participants achieved better
grades in the following year than a randomly
assigned control group who did not get the story
prompting.
◦ The participants were also less likely to drop out of
college.
◦ Thirty minutes of reading and watching videos
resulted in students working harder, improving their
grades, and staying in school.
108
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61
110. The “Crack” Strategy: Prompt a New Story새로운 이야기
단서 제공(8/8)
• You can get people to change their behavior in
big ways, and with a small amount of effort, if
you can do a reasonably good job at
◦ Guessing the current story that is currently
operating and currently influencing their
behavior
◦ Coming up with an alternate story
◦ Figuring out a way to expose them to the
new story
109
• 출처: The Power of Stories, Weinschenk, Susan, 2013, How to Get People to Do Stuff: Master the art and science of persuasion and motivation, Pearson Education, p60~61