Here are some of our best examples of #intelligentcreativity, where we’ve matched behavioural insights with the right words, images, sights and sounds to shift the awareness, attitude and behaviour of employees.
Sometimes it pays to get emotional. As one of the most physically secure institutions in the country, safety wasn’t perceived as a problem at the Bank of England. We needed to explain rationally why physical walls don’t protect information, but cut through with emotional impact, leaving the viewer in no uncertain terms that a breach of the bank’s intellectual property would threaten its very existence. Sound, visual and physical drama was the order of the day.
Our brains like to conserve energy and where possible go with the grain. Sometimes, embedding good habits is about simple reminders and easy instructions. Our coronavirus comms at the BBC meant encouraging new ‘habit loops’, making it absolutely clear what the ‘new normal’ meant behaviourally – at all times.
Cyber security communications often fail to deal with ‘efficacy’ – the feeling people have that they can’t make meaningful contributions to major issues. At the FCA, we provided very simple reminders of the small things employees could do to make a difference to the overall objective. So, when it comes to keeping the information on your screen secure, it’s ‘F9 every time’.
A frequently ignored obstacle to good behaviour is environmental. The FCA wanted to encourage fewer formal meetings and more casual gatherings to take the pressure off the larger spaces and to increase agile and flexible working. Part of the process was not only to provide the spaces but to advertise them and remind employees of their function.
Research suggests that one of the principle reasons for low pension contributions is ‘loss aversion’ – the negative feeling we have towards anything that seems like we’re missing out. At JLP, we helped put together a new programme of financial education, specifically focussed on positive pension contributions. We focussed on the ‘gain’ in activity contributing to pensions schemes, and the affect it has on overall financial wellbeing.
Part of achieving real behaviour change is preparing ourselves and our environments for that shift. At HSF, we wanted to encourage colleagues to challenge others not wearing appropriate identification. That meant legitimising it, and including reminders at the point of concern. We did this through signs on barriers and entrances, asking everyone to consider anyone coming in behind them.