Understanding Human Behaviour And How It Effects Persuasive Communication
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Unit Purpose and Aims
The purpose of this unit is to;
Behaviour is the key science of advertising. This unit will expose the student to a number of approaches in the use of behavioural understanding in advertising. It will also equip the learner with an intellectual and practical toolkit for analysing the new science of emergent behaviour in media and how brand is affected.
Learning Outcomes
Learners will;
1. Understand basic theories of human identity within Western culture.
Learners can;
1.1 Explain what personas are and how they are used in advertising to describe archetypes and in planning campaigns.
1.2 Using standard techniques, develop personas as potential users for a given product.
Here is an interview about persona. Hope it helps.
1.3 Reference standard theories on identity
2. Understand advertising as a strongly persuasive force.
2.1 Explain how advertising can affect behaviour
2.2 Describe how new technologies are reversing this process
3. Demonstrate an understanding of the nature of emergent behaviour in complex media ecologies and how behaviour emerges from it.
3.1 Create a definition of ‘emergence’ and describe why it has become a key topic in understanding modern communications.
3.2 Describe cases of emergent behaviour affecting brands through technology.
4. Understand how/why “brand” works (or doesn’t).
4.1 Explore and report on how people align their behaviour to that of brand experiences
4.2 Describe the key sociological and intellectual drivers that create brand experiences
4.2 Explain internal and external brand and how it does or doesn’t work
– Gain an understanding of basic theories of human identity within Western culture.
–Explore the definitions of innovation in different contexts.
–Gain an understanding of the kinds of innovation in a chosen field over time.
–Gain an understanding how/why brand works (or doesn’t).
–Gain an understanding of internal and external brand and how it works (or doesn’t).
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Learning Tools, Resources & Links
Things that will help the learner develop understanding of this unit;
Mentors please add your ideas, examples, case studies, links to articles, videos, etc. here.
Personas
Interview with Chris Hill
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I found an alarm clock that displays such fantastic understanding of human behaviour.
You can read all about it here.
SnNL: The alarm clock that donates to your least favorite charity
Clocky is a creative product for helping people overcome a particular self-control problem of waking up on time (we refer to it in chapter 2 of Nudge). With clocky, a person can set the number of snooze minutes allowed the next morning. With that number runs out, clocky jumps off the night stand and moves around the room making annoying sounds. “Clocky,†as its advertisement claims, “is the alarm clock that runs away and hides to get you out of bed.
We’ve come across a similar alarm clock, SnÅ«zNLÅ«z, with one devilish tweak. Instead of jumping around the room when the snooze minutes run out, SnÅ«zNLÅ«z starts donating money (at $10 or more per snooze unit) to your most hated charity (which you select upon purchasing the clock).
The clock’s manufacturer has some suggestions for charities:
Are you a butcher? Set your SnūzNLūz to donate to PETA.
Are you a republican? Set your SnūzNLūz to donate to the ACLU!
Are you a land developer? Set your SnūzNLūz to donate to the Wilderness Society!
Enjoy your freedom? (Blue state version) Set your SnūzNLūz to donate to GOP.org.
Enjoy your freedom? (Red state version) Set your SnūzNLūz to donate to MoveOn.org.
Are you a hippie? Set your SnūzNLūz to donate to the American Coal Foundation.
When you’re designing, be someone else for a while: learn to think like a reader or user. Find out who they are. If you were that person, what would you want to know? What would resonate with you? What else would you look at? What might be an irritant?
Learn to to read client behaviour too. In a meeting, listen not just to what clients are telling you but what they aren’t telling you. Watch how clients interact. Take notice of the office. Who does what. Who knows what. It’s valuable information when you’re designing the process.
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Rory Sutherland says many flashy, expensive fixes are just obscuring better, simpler answers. Watch his TED talk here.
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Some useful ebooks from : David Meerman Scott
Never forget that human behaviour changes through innovation.
IBM is a company which has perfectly well adapted to many changes in technologies and the ideapreneurship of its founders made the brand big and strong. The main thing is that they never stopped thinking of how they can be ahead of their time and bring new things into the world.
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How technology change the way people work.
The Internet and mobile technology allow organizations to employ people regardless of location. At the same time, new software is enabling new ways to collaborate and new styles of work; there’s now a proliferation of tools, from simple hosted filesharing apps to complex integrated enterprise social networking tools. The array of choices in this “work platform” space can be bewildering, especially as many of them are very similar.
A new report at GigaOM Pro (subscription required) covers this landscape of new tools, looking at a selection of the leading companies in various sectors, examining each offering’s strength and weaknesses. However, I was particularly interested to read what author Haydn Shaughnessy thought made for sustainable (as opposed to functional) differentiators in the various providers of collaborative tools; looking more deeply at the value each vendor brings, rather than just the number of features its tools now provide. As you can see in the table below, many of the tools have very similar feature sets.
There are several potential sustainable differentiators that could each make for a strong product, including:
- Experience: Companies with more experience of the way tools are used in the workplace should have an edge over those that don’t. For example, companies with histories of working with user-driven communities, like Jive, will likely have an edge when implementing community features in its more recent apps. Of course, newer, inexperienced vendors could always acquire talent with the required experience, but in general, companies with long track records in a particular field will have more combined experience than those that don’t.
- Driving new concepts in collaborative work: Certain vendors, like Socialtext, are known to drive innovative thinking around new work practices, such as the use of “streams” to provide visibility in knowledge work. Companies at the forefront of those kind of innovations are likely to add ore value to their products.
- Ease of implementation: Some vendors offer tools, such as the “enterprise-lite,” consumer-like offerings from the likes of box.net and Yammer, that are easy to deploy and implement. They don’t require potential clients to go through a protracted enterprise decision-making process, and so are much less risky than complex, more expensive alternatives.
- Deep system integration: Some vendors have made integration with existing enterprise tools, like SharePoint a specialty. Certainly, if your business already has established enterprise tools in place, one of your priorities should be to look to vendors whose tools are designed to deeply mesh with those tools and improve upon them — not just superficially interface with them.
- Work process innovation: If discovering better work process is a priority, then Shaughnessy argues that businesses should choose a tool that’s already used by employees (presumably as this means that the concentrating on how the tool woks will be less of a priority for users), or one with strong ideation features, like brainstorming and discussion tools. I agree with this to an extent: Complex tools that force users into certain ways of working are much less likely to be used to discover new work processes; if you allow users to pick their own tools, they’ll implement their own ways of getting things done. The flipside, of course, is losing some control and oversight of employees.
- Stronger management oversight: While collaboration tools have the potential to make organizations flatter, we’ll still need some management oversight, and those managers will need additional support if they’re working with remote teams. Certain vendors provide platforms with more advanced management tools that go beyond milestone setting or status updates.
Of course, certain companies would likely prioritize one or more of these differentiators depending on their needs, and when choosing software, there are many other factors to consider in addition to those listed above. But by looking deeper than the list of a product’s features, it’s possible to assess whether a company really brings an understanding of how its products could benefit the workplace and improve work processes, and, ultimately, whether they will be successful.
Introduction To Models And Methods Of Understanding Human Behaviour
There are five basic models in the understanding of human behaviour. These modelsinclude: The Biological Model, The Psychoanalytic Model, The Behaviourist Model,The Cognitive-Behavioural Model, and The Humanistic Model.
APPROACHES:
1.Biological: Concerned with the activity of the nervous system, especially the brain,
action of hormones & genetics
2.Psychodynamic: Emphasizes internal conflicts, mostly unconscious
3.Behavioral: Concerned with learning, especially each person’s experience with
rewards and punishments
4.Cognitive: Studies the mechanisms through which people receive, store, retrieve,
and otherwise process information
5.Humanistic: Emphasizes individual potential for growth and the role ofunique
perceptions in guiding behavior and mental processes.
Dive deeper into the mysteries of Human Behaviour.
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