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CATEGORY

BEHAVIOURAL DESIGN

 

Behavioural Design, Engagement, Gamification, Learning, MOTIVAIT

Preventing Digital Learning Fatigue in an Era of Interconnectivity

We all saw how technology helped people during the pandemic; without tools like Teams, Zoom, online learning platforms and social media, working effectively and staying connected with friends, family, colleagues and peers would have been incredibly difficult, if not impossible. As people become more comfortable and familiar with technology, the risk of fatigue heightens and therefore more preventative measures need to be taken in order to keep audiences engaged, motivated and intrigued.

Take learning and development platforms for example which, when facilitated digitally, offer a consistent experience for all participants irrespective of where, how or when they’re logging on. However, a digitally interconnected world does present some issues, the most stated of which is the concept of ‘Digital Learning Fatigue’ – also referred to as ‘Zoom Fatigue’ or simply ‘Online Fatigue’.

What is Digital Learning Fatigue?

Digital Learning Fatigue is a state of exhaustion, both physical and mental, where individuals reach their saturation point of using digital tools.

If this sounds familiar, and you feel like you have experienced this burnout, you are not alone. In 2021, 70% of people said they had experienced it, and dealt with frustrating side effects like sensory overload, irritability and restlessness.

One quick Google search and we’re flooded with ways to combat or at least limit these types of effects, whether it’s ‘only spend essential time online’, ‘make sure you take adequate rests’, or ‘adjust your screen brightness and ensure you have a comfortable, ergonomic set up’. Undoubtedly helpful to a certain degree, but the sustainability of such measures does raise questions, especially considering how increasingly online we are becoming.

A more sustainable and longer-term solution is diversifying the way people work and learn. Employing a ‘microlearning’ approach to studies, weaving in methods of gamification and experimenting with hybrid working are three great examples of how we can cut down our screentime, without compromising on these new, innovative and effective ways of working.

Microlearning

Microlearning is a way of teaching and conveying information to learners in bite-sized chunks, with a focused and specific learning outcome. It may also incorporate multiple forms of media to break up the format.

One study shows that microlearning has improved focus and supported long-term retention by up to 80%.

Stats source

Given that digital fatigue can be the result of having to process large quantities of information, incorporating elements of microlearning is one way to help break up the process and facilitate continued participation. Breaking large amounts of information down into smaller chunks makes learning materials much easier to digest, less overwhelming for users to approach and less exhausting to become immersed in. Not only is this universally beneficial, but it is a more accessible method for people with learning disabilities to retain information.

Microlearning can also maximise workflow. When learners complete a section of work, they develop a sense of accomplishment which can lead to a greater sense of purpose and achievement. Therefore, when you split a piece of work into these smaller sections, it can provide the learner with a greater sense of achievement more often, which in turn increases their motivation to engage with the teaching further.

Microlearning also encourages the formation of good habits and gives users more flexibility while working. Incorporating microlearning practises in combination with other methods of engagement can be an excellent way to engage people digitally while preventing learning fatigue, but it is important that these techniques are intertwined with one another as continued engagement is about diversification and enjoyment. Microlearning uses repetition in short bursts which has been linked to memory retention comparatively to large volumes of information in one go.

Using the agile methods of workflow, although ridged in nature, can be a great way to improve workflow and productivity while moving at a pace that embraces microlearning. Following this methodology facilitates reflection and inspection ensuring results are to a higher standard, while simultaneously being more engaging for users. This method of work can easily be gamified to engage users further, while simultaneously making workflow more productive and enjoyable.

Similarly, to Microlearning, gamified learning elements have also proven to be more engaging for people with learning disabilities. Gamification encourages outside-of-the-box thinking and leans away from ‘traditional’ forms of learning that are often not catered to the needs of these groups of learners. Digital methods of learning can help people with Dyslexia as digital text can be edited e.g., text could be made bigger or a different colour to be more accessible for someone with differing needs, or visual recourses to aid reading.

Gamification

Gamification is the enhancement of systems, typically educational or workplace systems to create an experience similar to a video game in order to motivate and engage the user.

Incorporating elements of gamification into digital learning can encourage continual engagement over longer periods of time by making it more enjoyable. Gamification can also provide a sense achievement and pride to the learner, through elements such as interactive tutorials, progress bars, mini games and quizzes.

Gamified educational platforms have already seen success in the workplace and in educational environments. Universities around the world are investing a significant amount of money on creating engaging platforms for students to use alongside their in-person studies.

Additionally, 55% of teachers agree that using digital games in class motivates low-performing and special ed students.

Stats source

Imagine the impact of a student or employee going through compulsory training in a mixed media format; consisting of core written materials in bite-sized chunks, interspersed with informational, engaging videos, with game elements and quizzes, collaboration with other users, team exercises and mixing methods of in-person and digital learning; versus an experience solely consisting of lengthy written materials over long periods of time, which the learner is expected to read on their own and complete within a set timeframe.

Hybrid Learning

Hybrid or blended learning is an innovative approach to learning that combines online educational materials and in person or place-based opportunities together to create an environment that is more interesting and more inclusive to the user.

Integrating physical and digital learning elements can ensure learning is more memorable, enjoyable and productive. Although traditionally thought of as a distraction to learning, embracing the capabilities of smartphones and weaving them with other forms of learning has the potential to engage disengaged audiences. A good example of this is the use of mobile technology during physical learning sessions – such as smartphone polls, quizzes, or a group activity. The popularity of smartphones has allowed people to embrace the use of them in learning, a good way to engage people with technology. People are familiar and comfortable with mobile phones, especially younger audiences who are often the target market for digital or hybrid learning.

65% of students prefer in-person learning

Stats source

Although young people may respond well to digital tools, they also respond well to in-person activities, and studies have shown that up to 65% of students prefer in-person learning. A way in which this could be implemented is by starting the learning experiences physically and then allow the journey to continue and be enhanced digitally. QR codes are a staple for this and could encourage students to scan to continue their experience within a virtual environment, perhaps to play an interactive mini-game based on something they’ve learnt in-person.

Students digitally learning

Engaging people using emerging technologies such as Augmented Reality (AR) is a great way to combine digital capabilities with the real world. AR is now available through smartphones, making the technology not only more accessible, but also portable. Mobile AR means learners can easily interact in a digital way with their physical surroundings, presenting opportunities for interactive learning. Incorporating hybrid learning into practises such as onboarding is a great way to increase engagement. Traditionally onboarding is either online or in person but combining the two and adding gamified elements could be a great way to prevent fatigue during this process.

 

Conclusion

As people’s familiarity with technology increases, digital fatigue increases parallel to it. Therefore, innovation is important in its prevention, ensuring technology is developing alongside people, growing with them and being adapted to meet their needs. Digital fatigue can also have some serious physical and emotional consequences so is important to deploy solutions and embrace technology designed to prevent it and engage the user across all sectors, whether it be education or within the workplace.

Although it may seem like a popular buzzword, digital fatigue could cause serious disengagement with a huge proportion of people and that’s why considering it during any digital design process is crucial. Due to market oversaturation of learning technologies, diversifying platforms using unique features such as gamification and hybrid learning is a great way to stand out among competitors. Digital fatigue can affect all users, but it can often depend on the users’ needs and the type of platform and type of learning. Therefore, designing and developing platforms with this in mind from the start is the path to preventing digital learning fatigue.

 

Discover a real-world example of how technology can be integrated into learning effectively.
Read our case study on ‘Partnership in Action: Newcastle University Business School & Motivait’

30/01/2023/by Millie Probert
https://www.motivait.net/wp-content/uploads/2023/01/Motivait-digital-learning-fatigue-1.jpg 1333 2000 Millie Probert https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Millie Probert2023-01-30 09:52:532023-01-30 09:52:53Preventing Digital Learning Fatigue in an Era of Interconnectivity
Behavioural Design, Engagement, Gamification, Motivation

Definitions & Concepts

RAMP, Intrinsic vs Extrinsic Motivation, Gamification…
What are we talking about?

 

Our Gamification Guru, Andrzej Marczewski, breaks down some of the theories and concepts we often talk about and use in our Engagement Solutions.

Interested in how Gamification or Behavioural Science could help your organisation achieve objectives and boost engagement?  

GET IN TOUCH

 

25/11/2020/by Lara Jones
https://www.motivait.net/wp-content/uploads/2020/11/P2281586.jpg 1365 2048 Lara Jones https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Lara Jones2020-11-25 13:21:522021-08-30 09:25:18Definitions & Concepts
Behavioural Design, Engagement

Persuasive Technology: Behind Successful Health & Wellness Apps

Persuasive technology is broadly defined as technology that is designed to change attitudes or behaviours of users through persuasion and social influence, but crucially not through coercion. The fundamentals of Behavioural Science are at the heart of persuasive technologies. When unregulated and misappropriated, technology that looks to touch human behaviour can have unintended or even unethical consequences. At its best however, persuasive technology can step in where other strategies fail, able to accompany us on our devices to help prompt us, support us, guide us towards achieving voluntary, positive, and lasting behavioural change which truly benefits us as individuals.  

The potential for achieving genuine, lasting change and ability to help populations in need of support has resulted in its exponential growth in the field of digital health in recent years, where its usage is typically classified into 2 types. The first being when it is focused on the promotion and prevention of issues. This approach involves fostering awareness, promoting positive behaviours to maintain good health and habits, as well as reinforcing behaviours to review or detect early. 

The second being when it is focussed on the treatment of diagnosed conditions. This tends to involve improving the understanding and competencies of patients so that they can better manage their condition and follow the prescribed treatment more easily. 

Its effectiveness has been proven, with recent research stating the use of persuasive technologies (in both types just mentioned) is nearly 100%. This is specifically when the behavioural objectives are related to dental health, diet, sexual health, physical activity, and positive habit building. However, they noted effectiveness is slightly reduced when it’s applied to smoking and substance abuse.

 

Did you know..?
92% of health and wellness apps using persuasive technology yield highly positive results.

 

Achieving Positive Change: The Role of Motivational Strategies 

For a long time, behaviours and behavioural change belonged within the realm and study of Psychology. However, in today’s interconnected world, it is now not uncommon for Behavioural Science to be present when designing technological solutions aimed at people. Artificial Intelligence experts, UX designers, product managers, marketeers, software developers, all benefit from being able to gain better insight into behaviours when creating experiences for people. As a result, persuasive technology has infiltrated a wide range of every day mobile applications, computer games, and smartphone functionalities, which you wouldn’t always associate as being supported by Behavioural Science. As with all aspects of technology, when used correctly and carefully, with a well thought through strategy, it has the power to enhance everyday life. Some of the applications developed in the digital health space are an excellent example of the positive influence all the different parts working in unison can have. So, what are the different pieces of the puzzle that come to deliver positive change?  

Digital Health apps frequently employ multiple motivational or persuasive strategies. The traditional elements we all recognise from using health related apps are also unsurprisingly the most successful nudges and techniques to build and reinforce behaviours and a solid starting point for persuasive technology according to studies. Progress monitoring, reminders or alert messages, feedback (both visual, textual, or audio) and positive reinforcement all contribute to encourage a patient on their journey. Then through the advancement of new and emerging technologies, simulations and virtual re-enactments of situations are becoming more widely used and opening up more opportunities for persuasive tech, especially to help people get more accustomed to new, unknown or complex behaviours.  

When reviewing the most popular apps, they often had collaborative and cooperative motivational strategies such as social support and knowledge exchange which turn out to be very popular with users, and that helped towards driving adoption and self-awareness. Though intrinsic strategies are most effective for driving meaningful engagement, there is no harm in “seasoning” solutions with elements that trigger extrinsic motivation (rewards, medals and points) to generate balanced, sustained participation. Ultimately, it is important to bear in mind that the success of all these strategies is mediated by the level of personalisation and customisation that they allow. The more they can be adapted to meet the individual’s needs, the better the results. 

 

Putting it into Practice 

Let’s consider an example health application, focussed on helping clinically obese patients make permanent, positive changes. By using persuasive technology, intervention becomes more accessible as it lands into the palm of the user’s hand – allowing for an effective, personalised experience where the individual feels the technology speaks to them, on their terms, in their space. And this personalisation doesn’t need to come at the cost of rigour, for example with the example app, it could be set to run across a duration of 12 months, following a structured but automated program with weekly training sessions. The treatment could be multidisciplinary; touching on diet, physical activity, sleep, psychology, coping with stress and general health to offer a multifaceted look at health and wellbeing. The strategy could set challenges for users to select and take on depending on which ones best suit their preferences, needs and interests. As part of making the content and journey more engaging, challenges or tasks can be grouped (for example, into 50 training sessions) into a variety of formats, such as virtual simulations and trials or social and support groups where you can share your concerns and experience. The follow-up of their progress would be done through immediate and continuous feedback over time. You might be thinking, ‘but what if I don’t remember to go onto the app, or simply don’t have the motivation or desire to do so?’ The app would issue consistently frequent alerts or reminder messages to ensure the treatment is carried out. And for extra motivation, users would receive positive reinforcement comments and also virtual rewards such as points and special badges for their good work. Going that step further and tapping into personalisation, mentioned earlier as a main key to success, each patient throughout the program would also have a personal trainer who would virtually support and guide them. This would significantly help to enhance the main components that make up the programme: self-control, personal trainer communication and feedback, group support and the implementation of a semi-structured intervention adapted to each patient. 

Studies have shown that in comparison to more traditional face-to-face interventions with the same objective, this kind of digital intervention allows 4 times as many patients to be treated for the same cost. With this in mind, not only are these types of apps that are based on persuasive technology beneficial for the end users in terms of preventing and treating health problems, but it can significantly help to improve how things are done across wider organisations and communities as well. Perhaps the inclusion of motivational strategies in persuasive technology represents a glimpse into what the future of digital health could and should look like. And perhaps the future of persuasive technology can learn from positive applications across health and wellbeing to pave the way for more positive experiences at the intersection between people and technology.  

References 

  1. Orji, R. & Moffatt, K. (2018). Persuasive technology for health and wellness: State-of-the-art and emerging trends. Health Informatics Journal, 24(1), 66-91. doi: https://doi.org/10.1177/1460458216650979 
  1. Orji, R., Vassileva, J. & Mandryk, R.L. (2014). Modeling the efficacy of persuasive strategies for different gamer types in serious games for health. User Model User-Adap Inter, 24, 453–498. doi: https://doi.org/10.1007/s11257-014-9149-8 
  1. Väätäinen, S., Soini, E., Arvonen, S., Suojanen, L., & Pietiläinen, K. (2019). Potential direct secondary care cost benefits of HealthyWeightHub – Virtual Hospital 2.0 digital lifestyle intervention. Finnish Journal of EHealth and EWelfare, 11(4), 342–356. doi: https://doi.org/10.23996/fjhw.82457 

 

 

14/10/2020/by Juanma Hermoso
https://www.motivait.net/wp-content/uploads/2020/10/freestocks-40k6ZqbsXuo-unsplash.jpg 3648 5472 Juanma Hermoso https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Juanma Hermoso2020-10-14 09:30:392020-10-14 09:30:39Persuasive Technology: Behind Successful Health & Wellness Apps
Behavioural Design, Engagement

Webinar: Empathise, Engage & Evolve

Balancing Business Needs & Employee Priorities

What lies ahead? Businesses are having to quickly re-evaluate strategies, objectives, resources and culture as well as develop new policies and approaches. However, what people have recently experienced will also have affected their own values, needs, beliefs and priorities. As a result, there will be a new round of challenges to face in supporting and sustaining an engaged, committed, and productive workforce in what will undoubtedly be difficult business conditions. Check out our session where we discuss how these very human challenges call for empathetic solutions.

In this webinar our team walk through a practical framework for addressing common issues and build a structure to help your business evolve – however and whatever that may look like. What lies ahead is an opportunity to make a real difference by reassessing and improving approaches in the workplace, focussing on people to achieve business success against an uncertain backdrop.

 

Would you like a copy of the materials used?

Get in touch

 

18/06/2020/by Lara Jones
https://www.motivait.net/wp-content/uploads/2020/06/headway-5QgIuuBxKwM-unsplash.jpg 3648 5472 Lara Jones https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Lara Jones2020-06-18 09:53:292020-06-18 12:13:39Webinar: Empathise, Engage & Evolve
Behavioural Design, Engagement, Gamification

Time to Play, Seriously

The art of designing attractive and effective digital engagement solutions

Are the rules of reality broken? We have become used to dividing areas or putting things in their specific boxes. Work is serious. Games are fun. Learning is serious. Creativity is fun. Problem solving – serious or fun? When we dive into the world of game thinking or game design, often grouped together under the term of Gamification, the well-defined barrier between serious contexts and play falls away. Why apply game elements to traditionally serious contexts? To get the most out of all aspects of life, sometimes we need to add more play!

Now, reality can be much more attractive and entertaining thanks to “Serious Play Experiences”.

“Serious Play Experiences”, are situations where fun narratives and game elements can be introduced without losing sight of the serious objectives driving them (for example: incentivising recycling across communities, reducing employee turnover, sustaining interest in learning materials). Often because of the serious nature of such contexts, applying fun elements can significantly enhance motivation, commitment and participation – resulting in a successful achievement of objectives.

Doesn’t sound like something you’d use? You might be surprised, as there are more examples out there than you probably think.

Mixed serious gaming experiences, not just digital

By adding face-to-face challenges, the experience can help to build social relationships or interpersonal skills in the process. This can be seen in educational contexts/scenarios, where the “escape room” concept has been adapted to provide a fun yet educational classroom learning experience. For example, Breakout Edu where as well as having an immersive game platform, players also have to work face-to-face collaboratively to solve a series of critical thinking puzzles to open a locked box. These experiences rely on a very collaborative narrative plot. When this dynamic is replicated within a digital context, the solution can include multiple communication channels and a virtual social area that further increases the feeling of community and positive group identity.

Serious gaming experiences in virtual reality environments

This is one of the most prominent emerging trends in Serious Play Experiences in the last few years. Virtual reality offers infinite possibilities due to its great versatility. A lot of use can be seen within training contexts, both educational and corporate, especially where very specific training or practice is required (such as unconscious bias training for example).

From a gamification point of view, virtual reality reinforces the weight of game elements such as avatars and non-linear or open plot narration, substantially improving users sense of freedom.

Are you interested in gamification?

Contact us

Gaming experiences in augmented reality environments

Many examples are also appearing in the market of this type of initiative. To name a few: “Zombie Run”, “Ring fit” and “Peloton”. These experiences rely on a mission structure. Each mission includes challenges that gradually increase the difficulty to increase participant’s sense of progress. To support this, other game elements are added such as the progress bar, badges and points, which reinforce the perception of autonomy and self-improvement.

So, how are serious contexts “seasoned” with the right amount of play, to ensure the objective is still met? And how could they work for you and your organisation? Let’s take a look at the solution-design steps required for taking users toward fulfilling objectives.

  1. User-centric analysis:

Before getting stuck in, it’s important to carry out a detailed analysis of the situation your target audience or objectives are operating within. You will need to understand information about the context and the users’ behaviours, characteristics, game preferences and digital skills, to be able to create a solution that will integrate easily into everyday life.

  1. Include effective components:

With client and user needs forming the foundations, you can next include the necessary components to build the actual journey or strategy of the solution. By basing or choosing components with an understanding of Behavioural Science, you can create a path that users will actually want to follow and that will feel intuitive to them.  The different parts need to consider user characteristics and preferences (collected from the previous step) as well as client requirements. The aim of the game is of course to deliver results and achieve the determined objective, but this will only be successful if you provide an experience that people feel able to collaborate in.

  1. Integrate game elements:

Making people want to take part, rather than feel they have to is a powerful motivation. Here is where introducing gamification is useful. It is no secret that people do better at something when they enjoy the activity itself. Applying game elements to a mundane or even dreary process (imagine if compliance training could be enjoyable) does not mean you simply turn the experience into a game or lose all sense of seriousness. Elements can be discrete nudges or prompts, or recognition of a user’s progress, spurring them to stick with the process or activity, boosting their motivation and commitment. To ensure a more fulfilling, engaging experience, you’re ultimately looking to weave together three interconnecting gamified structures: the narrative, the challenges, and the energisers.

Following us so far? Let’s look at an example to see how it all comes to life.

A large hotel chain was looking to reduce its high staff turnover by implementing new corporate values and culture that would hopefully encourage commitment to the brand. They needed an effective vehicle to deliver the information in a way that would stick with the employees, engaging them in the workplace and reducing feelings of detachment.

Digital solutions, either web or mobile applications, are easily accessible to wide audiences and often help to set experiences outside of the ‘real world’. In a digital solution, participants feel they can attempt challenges, immerse themselves in situations, and progress without the pressure of a manager looking over their shoulders. This means you can provide environments that resemble real life, with fewer real-life stresses.

Digital solutions also help ensure the same information reaches all people in the same way, standardising and centralising processes – such as the hotel chain communicating the new corporate values and culture. With all employees receiving the same core message, the next step is to help employees engage with this content and ultimately embody it.

Here is where we could introduce a learning by doing strategy (or learning through play). First you plot what the strategy of the solution should overcome, with an understanding of what the users need. Feelings of detachment can be resolved through tapping into people’s need for mastery, purpose, and achievement. Presenting the disillusioned employees with the chance to prove themselves and feel they are improving, which in turn gives their managers the cue to recognise this improvement. The strategy helps employees feel that they contribute to the overall success of the company and their contribution is valued. So we can look at gamifying three core steps to the strategy: a) provide opportunities to overcome challenges and improve, b) provide content and materials for employees to learn from and train with, c) foster and promote a positive environment where good work is recognised and encouraged.          

Next: how to get people involved. A narrative structure always helps to increase individual’s interest in participating. This can be achieved by introducing an appealing plot that will engage participants and encourage them to follow and commit to the process. In this example, the employees of the hotel could be invited to join a virtual hotel (call to action) as virtual staff, attending to visiting customers. They are presented with different scenarios and opportunities (challenges) where they have to demonstrate the new brand values and behaviours, earning virtual currency or levelling up when they successfully overcome their challenges.

Designing meaningful “Serious Gaming Experiences” that make an impact or drive change is a complex but rewarding process, requiring the designer to consider a multitude of perspectives in the process. All of the elements have to work in harmony with each other to create a balanced experience, that drive the desired results. If the experience is too much like a game or too removed from reality, the core message becomes diluted. When an experience doesn’t take the participant’s needs and motivations into consideration it runs the risk of turning people off from engaging. Daily life is full of distractions and examples of innovation at our fingertips. Is it crazy to consider people’s expectations and attention need more stimulation in the experiences you offer?

Like most aspects of life and learning, you will get more out of any solution if you add a little play!

Written in collaboration by Marta Calderero & Andrzej Marczewski

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19/05/2020/by Lara Jones
https://www.motivait.net/wp-content/uploads/2020/05/brooke-cagle-g1Kr4Ozfoac-unsplash-1.jpg 1333 2000 Lara Jones https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Lara Jones2020-05-19 09:11:022020-06-25 11:55:12Time to Play, Seriously
Behavioural Design, Employees, Engagement, Motivation

Webinar: Understanding & Motivating the Remote Employee

Events of late created a “forced trial” of remote working for many companies, shifting the way we all think about collaboration and teamwork. In this webinar we look at how motivational theory can be used to maintain and increase engagement across businesses during such unprecedented times, where people feel disconnected, disrupted, unfulfilled, and uncertain of the future.

Tech solutions are not enough, especially in isolation. They need to have people’s needs at their core. In the session below we explored how understanding this can improve communication, productivity and overall engagement across teams and businesses.

For more background reading on the subject, check out our post on remote work and RAMP

 

 

07/05/2020/by Lara Jones
https://www.motivait.net/wp-content/uploads/2020/05/PD-Webinar-April.jpg 1333 2000 Lara Jones https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Lara Jones2020-05-07 13:17:162020-05-25 07:43:47Webinar: Understanding & Motivating the Remote Employee
Behavioural Design, Engagement, Learning

Design It! Unleashing creativity in your teams

People are often quick to put themselves down. “I’m not creative”. “I can’t draw, I’m not a designer”. “I couldn’t do what you do”. We’d argue that, actually, anyone can be a designer and more people today are involved in design than what they probably realise. We all live in a world surrounded full of services, solutions, innovation, and transformation. Behind every product or solution, is a development process, with people working on the development – or design – that will make their offering stand out from the masses. The best way to successfully stand out is to create something that is wanted, needed, and enjoyable for the end users. Made with them in mind. For us, Design Thinking is the path to achieving this.

Design Thinking is essentially an immersive approach for creative problem-solving. It’s about looking at processes and products with a people focussed lens. It brings together what is desirable from a human point of view with what is technologically feasible and economically viable. It offers tools for understanding, inhabiting, and moulding the end user’s experience, to teams who are not traditionally close to a customer.

By approaching product or process development through Design Thinking you change your immediate focus (create/produce item), reframe the challenges you’re tackling (what do we want it to do versus what the user will need it to do), shift the scene you’re setting development in – with simple values to bear in mind.
Empathise: think about how people will use what you’re creating, think about what clients need to achieve through it. Observe them, understand their needs. Looking at things from different perspectives and reviewing the wider data discovered from this, unblocks mindsets and identifies criteria that could have been otherwise missed.

If you use a narrow perspective, you will get a narrow result. The reality is different needs and pieces don’t always fit together neatly. Design Thinking guides teams to design and develop with all the pieces in mind, from the beginning.

Connecting the Dots

Though there is a determined set of steps, we wouldn’t consider it to be a rigid process primarily as it encourages flexibility and iteration. The guidelines help teams who aren’t trained in design follow a structure – starting by removing them from the embedded mindset of “this is how things are done around here” or “we are here to create a profitable solution” – taking them on a journey of innovation and improvement.

Once you have ascertained the drives and needs of the end users and match them with the environment it needs to operate in, you can paint a picture of the opportunities available to you for design and development. Based on the requirements and setting, basic, low fidelity experiments (sketches, outlines…) help you begin to test and ideate, gradually improving the ‘experiments’ fidelity and detail with your learnings.

It’s an approach where, for once, it is recommendable to get comfortable, generate lots and lots of possibilities, unleash ideas and go a bit wild. For the best results, trust and psychological comfort is hugely important.

When people share ideas they need to feel they are in a safe, permissive environment, especially when trying to invent and innovate in radically different areas to what their own perspective or thinking usually sits. Hence why one of the key principles behind ideation is to suspend judgment in the team. Reviewing, refining, and selecting the wide range of ideas created can come later on in the steps, around prototyping and testing.

Testing a product before implementation seems self-evident, but Design Thinking helps teams take it one step further by prototyping before developing the end product or solution. Beneficial for many reasons, as it creates a safe space for failure and is a cheaper-than-making-the-real-thing way to understand and evaluate usability. It also means you start assessing the solution in a realistic setting long before it ever goes to market or reaches the end user.

You’re a Designer Too

More companies should turn to Design Thinking as a key to success. Structures, processes, traditional mindsets, pressurised management, can all end up absorbing and burying vision and creative problem solving. To develop a great product you need to keep the focus on the setting it will be used in and who will use it. This is relevant whether you’re developing software or a shoe or a system for signing into work. Empathise with the end user, let your teams loose on the problem with fewer psychological restrictions, and move rapidly and back and forth between creation and testing to provide something truly usable and user focussed. You’ll find that you’ll learn more along the way and make discoveries you would have never otherwise found until implementation.

At Motivait we have a well-defined process, founded in Design Thinking, but we never lose sight of the need to be flexible. It’s a process to remind us to ask less conventional questions, in order to get less conventional answers, often helping clients to get unstuck from how they’d been looking at the challenge themselves.

So, how do you convince employees that they are potential designers?

Design Thinking is not Design, any more than Agile is Engineering, or Lean is Business Management. Promote and foster a creative work environment beyond the virtual borders of design. Encourage knowledge sharing, be an open book and inclusive with your work and ongoing projects. By supporting employees to be connectors, collaborators, and facilitators, you may well find you’ve created teams of designers.


How to work remotely using Design Thinking 

  • Recreate the work environment your employees are used to: organise calls for brainstorms, set up catch ups where people can feel comfortable sharing anecdotes or stories – you never know where the next idea will come from
  • On fuelling creativity: Try to not lock people to their laptops. Ensure people are feeling able to take lunch breaks, go for walks, sign up to online courses, as well as meeting deadlines and performing well. Don’t keep people on a call “until the problem gets solved”. If ideation is going nowhere, then break up the session and regroup later. It will give people a chance to look at the problem from another angle.
  • Make sure everyone has access to the same tools and information: Digital ideation tools should be simple, accessible, and allow for unstructured creative freedom.
  • Promote Inclusion: Bring everyone together to solve problems, including necessary people in the tasks that are required, and people who may not usually be included in brainstorms.
  • Embed now for success later: Design Thinking should always be your primary toolkit, remote or not. Get people thinking about what areas they would want to enhance with Design Thinking so that they feel they are building to a positive future, rather than a return to old ways.

Written in collaboration by Begoña Repiso & Pablo Heydt

 

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27/04/2020/by Juanma Hermoso
https://www.motivait.net/wp-content/uploads/2020/04/med-badr-chemmaoui-ZSPBhokqDMc-unsplash.jpg 2912 4368 Juanma Hermoso https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Juanma Hermoso2020-04-27 09:06:132020-05-04 11:54:21Design It! Unleashing creativity in your teams
Behavioural Design, Employees, Engagement

How to sustain professional growth remotely

Developing an online professional development plan can enable employees of all profiles and situations. And the key to successful and sustained growth lies in Behavioural Science. 

 

The traditional workplace has changed dramatically in the last decade, and seems to be on a path towards even more change. Flexible hours have replaced 9 to 5. Virtual learning is overtaking the two-day training course. Remote teams are on the rise. There is evidence everywhere of businesses investing to keep up with the expectations of the modern employee – greener, brighter, stimulating office spaces or vast e-learning platforms being two common examples. But what about updating internal processes to match with the new practices? Consider remote workers and their professional development. For many years, companies have established professional development plans for employees, but these approaches are almost never tailored to the needs of remote employees. Too often people fall into the trap of ‘out of sight, out of mind’, or they focus efforts entirely on ensuring productivity rather than considering the growth of individuals.

If one were to update the design of these programmes, with remote workers or freelancers or any of the emerging employee profiles in mind, it becomes highly valuable to incorporate approaches founded in Behavioural Sciences to better understand the person at the centre of the plan.

Behavioural Science is the empirical study of human behaviour. It emphasises how people are different and hence need to be understood differently, how context matters, and guides us towards adopting new positive behaviours. It can tell us what works and what doesn’t and can help us design solutions that generate a desired change.

Behavioural Science has also experienced radical transformation in recent years in its application and delivery. Through technology, we can now obtain a lot more information and understanding about individual characteristics, habits, motivations, drives (or behavioural phenotype) and subsequently optimise interventions. Behavioural design then translates the findings of the behavioural studies into effective products and services.

So, how to apply this theory to the scenario of online professional development plans, designed with remote workers in mind? Let’s take a look.

  1. Personalised Planning

Any broad or widely applicable plan has to offer options and choice to employees. Options allow individual employees to feel a sense of ownership or personalisation with their experience.  Furthermore, allowing free choice when goal setting will increase their drive and intrinsic motivation towards the end objective.

The theory indicates that goals should be accomplished through various actions, rather than only applying one rigid path to achieve a positive result. To begin with, it can be as simple as setting a goal like “improving skills related to my role” for an online professional development plan.

The idea is to not define achievement purely through office-based actions, instead to allow more self-determination and for employees to prove their progress in ways within their control. This way, they will feel like goals are within their reach.

Simultaneously, some parameters need to be set for the employee’s benefit as well. The plan should be clear and supported by sufficient detail so that the employee quickly understands how to perform the necessary actions or behaviours in order to achieve the objective they’ve set. Behavioural Science theory explains that specifying the frequency, duration, intensity and context of an action makes it easier to achieve or replicate. For example, for the goal “improving skills related to my role,” an associated behaviour would be to take a 40-hour expert course. This behaviour in turn can be divided into smaller actions to make it easier to complete. So you can take what seems like a vague objective of proving you have improved your skillset, and break it down into tangible, provable actions like each working day between 3pm and 5pm for 4 weeks accessing your online development plan and completing different modules of your chosen expert course.

Within the plan, one can even apply gamified elements to reinforce commitment – such as including a button or box that will give employees a sense of accomplishment when they finally press or tick it. It sounds simple but can be highly effective. Research states that an explicit commitment (I want to tick off things on my list) increases the likelihood that users will complete their goal.

Behavioural Science, because of the name, can sound daunting when all you feel you need is a quick fix or an easy win

  1. Clear instructions & Multiple resources at your fingertips

As already mentioned, clear instructions or ticking boxes help to keep people on track. Especially when working remotely, as it enables employees to work through tasks and actions autonomously, knowing what they need to be getting on with.

Across professional development plans, previous studies have identified how employees frequently prefer to receive practical support from the company. This is when the company provides them with the resources and content required to carry out the actions necessary to achieve the objective they’ve chosen.

However, it’s important that companies strike the balance between providing information and resources, without oversaturating employees. Users of vast online courses often remark that they don’t know where to begin when there is so much information available to them. Rather than huge amounts of information, it’s more valuable to provide clear pathways employees can follow, especially for those sat in front of their desktops remotely.

  1. Social support

As well as having materials at their fingertips, being able to count on mentors or online advisors also makes it easier for employees to effectively and efficiently achieve their goal. Knowing they have a designated ‘someone’ they can turn to with questions regarding their progression helps employees feel comfortable within their plan. This is particularly useful for remote workers who are not able to simply turn around and ask a question to a colleague.

Employees also value the support of their teammates and co-workers during their development. Research supports the inclusion of virtual social areas for remote employees and their effectiveness for reinforcing recognition and feedback. With a timeline or wall element, similar to those on social media platforms, employees can post their achievements and colleagues can applaud their progress and celebrate those achievements. Rereading the wall’s history can help to raise self-esteem and increase the self-efficacy of remote working employees particularly when feeling overwhelmed or emotionally disconnected.

These online environments allow relationships between remote employees to be established and strengthened each day, reinforcing and creating a group identity. These contexts also facilitate the transmission of informal knowledge. Studies show that innovation and commitment flourish when employees have the ability to participate freely in “interest groups” or similar working teams.

Creating safe spaces to grow and fail is hugely important in any company – setting them online helps users feel removed from reality, and more likely to try and try again 

  1. Reinforcements and Self-Evaluation

Any professional development plan should include the employee receiving positive feedback from managers, because it avoids the employee feeling too scrutinised or controlled. Feedback should be balanced, and the purpose should be to reinforce the employee’s progress. If an employee is based from home or is remote to the team, feedback can sometimes be the main occasion the employee has contact with their manager or team, making the context of feedback even more valuable. Ensure feedback is given frequently, and in a range of contexts for remote employees in any development plan.

As part of those different opportunities for feedback, self-evaluation can also be included as encouragement that the employee records and monitors their own behaviours and progress.

It should be noted that multiple studies show how people react differently to self-monitoring. Some employees will stop participating because their motivation decreases when they perceive their results as negative. This can be avoided by ‘reframing.’ A behavioural technique that involves the correct interpretation and action the employee can take, alongside the negative result in the same message.

For example, “You got 5/10 and so you haven’t passed this module. It’s a shame, but this is definitely one of the more complicated modules in your development path, so maybe check out some of the reading links and come back soon and try again! We know you can do it!” This type of messaging prevents employees from associating their results with feelings of intense failure and demotivation. Creating a safe space to grow and fail is hugely important in any company, and it can be easily provided through the medium of digital solutions as they make the user feel somewhat removed from ‘reality’.

  1. Signs of action and habit formation

Whenever a person is asked to carry out behaviours or take action, we must recognise each of the steps they take towards achieving their goal. Behavioural Science emphasises the importance of reinforcing both the steps taken towards the milestone and the time when the user completes the objective. With the help of technology, this reinforcement can reach remote working employees in real time.

Behavioural Change research often advises the introduction of prompts and stimuli that encourage action. For example, automatic prompts or notifications can be effective because they remind us to perform the behaviour at the right time and the reasoning behind it. Similarly, by performing the behaviour repeatedly, it ends up creating a habit. However, Behavioural Science illustrates that habit brings habituation, which can cause the employee to become bored and abandon the experience. Maintaining long-term engagement and commitment requires the online professional development plan to include gradual tasks and changing or growing challenges. It’s very important to start with tasks that are easy to perform, making them increasingly difficult, yet achievable, until the result is ultimately reached.

 

With all these behavioural strategies and techniques, we can design a professional development plan (suitable to the needs of remote working employees or similar profiles) without it needing to be labour intensive or adapted several times across the company. Scientifically informed, it can offer multiple growth opportunities to those employees which will therefore result in enhanced company productivity. Behavioural Science, because of the name, can sound daunting when all you feel you need is a quick fix or an easy win. But really, it comes down to understanding the audience, the people you’re trying to connect to or gain something from. We’ve come a long way from expecting employees to carry out actions or behaviours “because I said so”. Consider the power behind “because I want to”. So, if offices are changing, if what we consider an employee is changing, along with schedules, routines, a day’s work – maybe we need to update how we support and structure all of that as well.

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08/04/2020/by Juanma Hermoso
https://www.motivait.net/wp-content/uploads/2020/04/christin-hume-Hcfwew744z4-unsplash.jpg 3744 5616 Juanma Hermoso https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Juanma Hermoso2020-04-08 12:19:222020-04-22 13:37:20How to sustain professional growth remotely
Behavioural Design, Employees, Motivation

4 Motivations to keep remote teams engaged

As we face new challenges in the workplace and the world in general, it seems that working from home and remote workforces will become an increasingly common practice. Employees and employers alike will be feeling the strain to balance priorities and maintain ‘business as usual’ structures. Communication tools and software are imperative for ensuring connectivity. If implemented alone, without strategy and an understanding of how your team engage in their work, they can feel like tools to monitor and observe employees.

Here we will look at how even just a basic understanding of motivation can help you to ensure your employees or your team, whatever their profile or drives, stay engaged and motivated whilst working from home – now and in the future.

The RAMP model is based on Self Determination Theory and stands for Relatedness, Autonomy, Mastery and Purpose. Relatedness taps into our innate desire to be connected to others, Autonomy, the need to have choice and freedom. Mastery is a need to improve, feel progress and achievement. Finally, Purpose can be described as the “reason” we do things.

All of these can hold the key to make working from home feel as productive or satisfying as working in an office.

Relatedness

This is one of the most important aspects that can be lost when working from home. In the office you always have people around to talk to, bounce ideas off and even just share a lunch break with. Working from home can be calming for some, isolating for others – and in times of uncertainty it is important to find ways to stay connected, not micromanaged.

  • Tools
    When working from home, it can be very isolating if no effort is made to engage with others. Most companies have tools that will enable this one way or another, Microsoft Teams, Skype, Slack and so on. Don’t bombard each other, but find reasons to send a positive message or email, and make sure there are meetings held on conference call, video call or even the good old-fashioned phone. Give your people a voice, literally!
  • Conversation & Collaboration
    When working from home for extended periods, make sure your employees are using those tools in a way similar to how they would talk to people in the office. Just because it is text based, doesn’t mean it can’t be just as valuable. If they are not using the tools, why not ask questions, send thoughts, share an anectdote. It is all part of keeping motivated and reminding you that there are others out there with you.

Autonomy

With remote work, it is important to accept that employees will naturally have more freedom and inevitably less structure than they may have in the office. If they are working from home to balance family life or health needs or extenuating circumstances with work commitments, flexibility is important. Flexibility doesn’t mean employees going MIA – which is a message for both employees and their managers. Don’t tie your employees to their desktops and phones out of fear. Connect with them and empower them to continue contributing and they will feel all the better (and perform more) for it.

  • Trust
    There may be a temptation to check in with employees more often than you might normally. This reduces their feeling of agency and autonomy. In turn, this makes them feel less trusted.
  • Accountability
    Whilst autonomy is great, employees need to be disciplined and take accountability for the work that has been set, or for finding work to be done.
  • Job Done vs Time Done
    Accept that employees will use their time working remotely differently to when they are in the office, breaking the concept of 9-5. Focus on rewarding and celebrating people getting work done, rather than whether they were online at 09:01. It can be hard, especially with current stresses, for people to be mentally present and motivated during strict time frames. Maintain ambitious project ideas, stick to deadlines, and celebrate when the job is done.

Mastery

This may be a little less obvious at first. If you are suddenly now part of a remote team, you might be feeling like your career progression has gone on hold, or maybe you’re struggling to keep up with your company’s e-learning system with other things on your mind. How can people develop their skills or experience when there is no one there to see them do it? Particularly if you’re from a more traditional working environment, working from home can end up feeling like you’re just sitting around. Mastery is about more than ticking boxes. Mastery is about achievement, and there are many ways for you to feel you are continuing to accomplish things professionally in a less conventional setting.

  • Goals
    Make sure that everyone has clear goals and that progress towards them can be tracked (for the employee’s benefit more than yours). It is essential that goals are achievable, and progress is recognised. If this is proving complicated in the beginning, break them down into smaller goals to build momentum.
  • Feedback
    Provide constructive feedback as regularly as makes sense for each employee. Whilst working remotely, it can be very hard to feel that you are succeeding or achieving anything, or to know what other people are doing around you.
  • Self-Guided Learning
    Help your team feel able to use their time to expand their skills with online and virtual learning/training courses. This will go towards them feeling trusted to manage their time, as well as providing some structure and even some inspiration for their day to day work.

Purpose

There are two versions of purpose that are important here. Firstly, finding some sort of value and meaning to the work you are doing – a reason why you are doing it. Organisations and employers play a huge role in this by helping to remind employees why the work they do is important, and emphasising that they are all part of a collective, collaborative group rather than remote satellites. The other aspect is philanthropic purpose, helping others. As mentioned before remote working, especially if somewhat involuntary, can be isolating for your team members. It is vital for team morale and motivation to keep up the human aspect of work rather than only pinging people for a favour or work related question.

  • Purpose and Value
    The more disconnected you are from an organisation, the easier it is to forget the importance of what you’re doing. It is essential that you keep up communications with your team so that you all don’t lose sight of your common goals and purpose. Also companies should be encouraged to continue sharing communications and updates to remove the sense of people working for or towards something invisible.
  • Helping Others
    The other type of purpose, that of helping others. Just because you can’t do a coffee round as you would in the office, doesn’t mean you can’t still help others in some way remotely. Make yourself available and remember that everyone is in the same boat!
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24/03/2020/by Lara Jones
https://www.motivait.net/wp-content/uploads/2020/03/RAMP-remote.png 877 1162 Lara Jones https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Lara Jones2020-03-24 10:50:472020-10-29 15:26:054 Motivations to keep remote teams engaged
Behavioural Design, Engagement

Engagement through a UX lens

User Experience (UX) is the practice of product or service design that looks beyond the physical or visual design. It analyses, enhances and emphasises the way people could interact with the experience being created.

With the growing need to better understand how customers or consumers think, combined with the demand for clever, seamless interfacing, it is possible that UX could in fact be gradually morphing towards something like User Engagement Design. Good design, and particularly UX design, looks through the lens of the user to understand their view of the world, in order to connect with them, and hopefully enhance their daily routine.

As an approach, it puts user requirements in the spotlight from the beginning of any concept or project. And if the user feels something has been made with them in mind, the more readily it will be adopted.

Engagement as an outcome

Users tend to develop a personal affection when a product empowers or entertains them. Nowadays, most companies are vying to develop this emotional connection through marketing and customer engagement strategies. They produce eye catching apps, websites, communications and campaigns that reflect the trending designs people today respond to. For brands, a stronger emotional engagement will mean more likelihood to use their services, or even to perform better as an employee, which can drive higher profitability. However, a cool design on its own isn’t enough to encourage meaningful or long-term engagement. You need to put some thought into it.

 

It is here we like to place a lot of emphasis in our work. By prioritising the drives and needs of the end user, you provide a smoother route for them to connect with you, your processes or objectives.

And with the richness of graphic or visual design and the flexibility and potential that technology can provide, it has almost never been easier to reach target audiences today. Appealing to the eye, ease of use, accessibility at just the touch of a button – it all works together to invite users to start exploring. Beyond that, a solution’s survival then depends on the ability to successfully onboard the user and continuously prove its value.

 

To create meaningful experiences, and sustain the journey you want a user to embark on, requires complementing design with some of the principles behind human psychology and human behaviour. This helps us interpret emotions, reactions and motivations, therefore helping us to build scenarios that will provoke desired interactions. You want to minimise frustration – creating an environment where the user almost instantly knows where to find what they’re looking for. An engaging application or service will almost anticipate the user’s next want or need.

Connecting to the mind of the user

 

It may sound complex, but it doesn’t need to be. UX design principles help map how we most commonly interact with things around us, and provides the key to innovate the ways we could experience something. All coming together to surprise, satisfy and stimulate an engaged end user.

In the worst-case scenario, you want to stop a user feeling lost or stuck. Ideally though, you’re creating an experience so dynamic and enjoyable for the individual that they recommend it to others and keep returning out of genuine loyalty.

 

It is here that great UX design sits: at the intersection of technology and psychology. Providing the methodology to first hook an individual into engaging with something, and then anticipating the ways a user will want to access and interact, so that the overall experience feels intuitive and responsive to them personally. The goal is to make each user feel special – as though an application or product was designed with just them in mind. And replicating that feeling across millions of other people as well. Easy!

 

08/07/2019/by Juanma Hermoso
https://www.motivait.net/wp-content/uploads/2019/07/patrick-tomasso-KGcLJwIYiac-unsplash.jpg 3448 4592 Juanma Hermoso https://www.motivait.net/wp-content/uploads/2022/10/motivait-logo-web-300x113-1.png Juanma Hermoso2019-07-08 10:55:202019-07-08 11:03:46Engagement through a UX lens
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