Get what you want without threats | Tali Sharot | TEDxCambridge
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0:15 - 0:17So, we all have some behavior
-
0:17 - 0:20that we would like to change
about ourselves. -
0:20 - 0:23And we certainly all want
to help someone else -
0:23 - 0:26change their behavior in a positive way.
-
0:26 - 0:29So, maybe it's your kid,
your spouse, your colleague. -
0:29 - 0:31So I want to share
some new research with you -
0:31 - 0:34that I think reveals
something really important -
0:34 - 0:38about what gets people
to change their behavior. -
0:39 - 0:42But before I do that,
let's zoom in on one strategy -
0:42 - 0:44that I think you probably use a lot.
-
0:44 - 0:48So, let's say you're trying
to stop yourself from snacking. -
0:48 - 0:50What do you tell yourself?
-
0:50 - 0:52Well, most people,
in a monologue, will say, -
0:52 - 0:55"Beware. You'll be fat."
-
0:55 - 0:58And if this was your kid,
-
0:59 - 1:03you would probably tell him
that smoking kills -
1:03 - 1:05and, by the way, he's in big, big trouble.
-
1:05 - 1:06(Laughter)
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1:06 - 1:08So, what we're trying to do here
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1:08 - 1:12is we're trying to scare
ourselves and others -
1:12 - 1:14into changing their behavior.
-
1:14 - 1:15And it's not just us.
-
1:15 - 1:21Warnings and threats are really common
in health campaigns, in policy. -
1:22 - 1:25It's because we all share
this deep-rooted belief -
1:25 - 1:29that if you threaten people,
if fear is induced, -
1:29 - 1:31it will get them to act.
-
1:31 - 1:34And it seems like a really
reasonable assumption, -
1:35 - 1:37except for the fact that the science shows
-
1:37 - 1:42that warnings have
very limited impact on behavior. -
1:42 - 1:46So, graphic images
on cigarette packets, for example, -
1:46 - 1:48do not deter smokers from smoking,
-
1:48 - 1:51and one study found
that, after looking at those images, -
1:51 - 1:54quitting actually became
a lower priority for smokers. -
1:54 - 1:56So, I'm not saying that warnings
and threats never work, -
1:56 - 2:00but what I'm saying is, on average,
they seem to have a very limited impact. -
2:00 - 2:03And so, the question is: why?
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2:03 - 2:05Why are we resistant to warnings?
-
2:05 - 2:08Well, if you think about animals,
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2:08 - 2:10when you induce fear in an animal,
-
2:10 - 2:16the most common response you will see
is freezing or fleeing; -
2:16 - 2:18fighting, not as much.
-
2:18 - 2:20And so, humans are the same.
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2:20 - 2:21So if something scares us,
-
2:21 - 2:25we tend to shut down and we try
to eliminate the negative feelings. -
2:25 - 2:27So, we might use rationalizations.
-
2:27 - 2:29For example, you might tell yourself:
-
2:29 - 2:31"My grandpa smoked. He lived to be 90.
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2:31 - 2:35So, I have really good genes
and absolutely nothing to worry about." -
2:35 - 2:39And this process can actually
make you feel more resilient -
2:39 - 2:41than you did before,
-
2:41 - 2:45which is why warnings
sometimes have this boomerang effect. -
2:45 - 2:48In other times, we simply
put our head in the ground. -
2:48 - 2:50(Laughter)
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2:50 - 2:51Take the stock market for example.
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2:51 - 2:54Do you know when people
pull their head out of the ground -
2:54 - 2:55to look at their accounts --
-
2:55 - 2:59not to make a transaction,
just to log in to check their account? -
2:59 - 3:02So, what you're seeing here, in black,
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3:02 - 3:05is the S&P 500 over two years,
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3:05 - 3:07and in gray, is the number of times
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3:07 - 3:10that people logged in
to their account just to check. -
3:10 - 3:12And this is data from Karlsson,
Loewenstein & Seppi, -
3:12 - 3:15it's control [data] for all
the obvious confounds. -
3:15 - 3:16So, what do we see?
-
3:16 - 3:20When the market is high,
people log in all the time, -
3:20 - 3:23because positive information
makes you feel good, -
3:23 - 3:25so you seek it out.
-
3:25 - 3:27And when the market is low,
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3:27 - 3:29people avoid logging in,
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3:29 - 3:31because negative information
makes us feel bad, -
3:31 - 3:34so we try to avoid it altogether.
-
3:35 - 3:37And all this is true
-
3:37 - 3:41as long as bad information
can reasonably be avoided. -
3:41 - 3:45So, what you don't see here
is what happened a few months later, -
3:45 - 3:47in the financial collapse of 2008,
-
3:47 - 3:49when the market went drastically down
-
3:49 - 3:52and that was when people
started logging in frantically, -
3:52 - 3:54but it was a bit too late.
-
3:55 - 3:58So, you can think about it like this --
it's not just finance: -
3:58 - 4:01In many different parts of our life,
-
4:01 - 4:02(Laughter)
-
4:03 - 4:07we have warning signs
and bad behaviors now. -
4:07 - 4:12And they could potentially lead
to all these bad outcomes later, -
4:12 - 4:14but not necessarily so,
-
4:14 - 4:18because there are different routs
from your present to your future, right? -
4:18 - 4:20It can go this way, it can go that way.
-
4:20 - 4:22And, as time passes,
-
4:22 - 4:26you gather more and more information
about where the wind is blowing. -
4:26 - 4:28(Laughter)
-
4:28 - 4:31And, at any point, you can intervene
-
4:31 - 4:33and you could potentially
change the outcome, -
4:33 - 4:36but that takes energy
and you might tell yourself: -
4:36 - 4:39"What's the point about worrying
about something that might happen? -
4:39 - 4:41It might not happen."
-
4:41 - 4:43Until we reach this point,
-
4:43 - 4:48at which time you do jump into action,
but sometimes it's a little bit too late. -
4:49 - 4:51So, we wanted to know, in my lab,
-
4:51 - 4:54what type of information
does leak into people. -
4:54 - 4:56So, we conducted an experiment
-
4:56 - 5:00where we asked approximately 100 people
to estimate the likelihood -
5:00 - 5:05of 80 different negative events
that might happen to them in the future. -
5:05 - 5:07So, for example, I might ask you:
-
5:07 - 5:11"What is the likelihood that you'll suffer
hearing loss in your future?" -
5:11 - 5:14And let's say you think it's about 50%.
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5:15 - 5:19Then, I give you the opinion
of two different experts. -
5:19 - 5:21So, expert A tells you:
-
5:21 - 5:25"You know, for someone like you,
I think it's only 40%." -
5:25 - 5:28So, they give you
a rosier view of your future. -
5:29 - 5:31Expert B says:
-
5:31 - 5:33"You know, for someone like you,
-
5:33 - 5:36I actually think
it's about 60%. It's worse." -
5:36 - 5:40So, they give you
a bleaker view of your future. -
5:40 - 5:41What should you do?
-
5:42 - 5:45Well, you shouldn't change
your beliefs, right? -
5:45 - 5:46Wrong.
-
5:46 - 5:49What we find is that people
tend to change their beliefs -
5:49 - 5:52towards a more desirable opinion.
-
5:53 - 5:58In other words, people listen
to the positive information. -
5:59 - 6:03Now, this study was conducted
on college students, so you might say: -
6:03 - 6:06"Well, college students are delusional,
right? We all know that." -
6:06 - 6:07(Laughter)
-
6:07 - 6:10And surely, as we grow older,
we grow wiser. -
6:10 - 6:13So we said: "OK, let's test that.
Does this really generalize? -
6:13 - 6:15Does it generalize
to your kid, to your parent? -
6:15 - 6:18Does it generalize to your spouse?"
-
6:18 - 6:22And so, we tested people
from the age of 10 until the age of 80, -
6:22 - 6:25and the answer was yes.
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6:25 - 6:26In all these age groups,
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6:26 - 6:28people take in information
they want to hear -
6:28 - 6:32-- like someone telling you
you're more attractive than you thought -- -
6:32 - 6:35than information
that they don't want to hear. -
6:35 - 6:38And the ability to learn from good news
-
6:38 - 6:41remained quite stable
throughout the life span, -
6:42 - 6:44but the ability to learn from bad news,
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6:44 - 6:47that changes as you age.
-
6:47 - 6:50So, what we found was
that kids and teenagers -
6:50 - 6:53were the worse at learning from bad news,
-
6:53 - 6:57and the ability became
better and better as people aged. -
6:57 - 7:01But then, around the age of 40,
around midlife, -
7:01 - 7:03it started deteriorating again.
-
7:04 - 7:08So, what this means
is that the most vulnerable populations, -
7:08 - 7:12kids and teenagers on the one hand,
and the elderly on the other hand, -
7:12 - 7:16they're the least likely
to accurately learn from warnings. -
7:17 - 7:18But what you can see here
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7:18 - 7:20is that it doesn't matter
what age you are. -
7:20 - 7:23You can be 20, 30, 40, 50 or 60;
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7:23 - 7:25everyone takes in information
they want to hear -
7:25 - 7:28more than information that they don't.
-
7:28 - 7:32And so, we end up
with a view like this of ourselves. -
7:32 - 7:34(Laughter)
-
7:40 - 7:46Our mistake as teachers,
as mentors, as employers -
7:46 - 7:48is that, instead of working
with this positive image -
7:48 - 7:52that people so effortfully maintain,
-
7:52 - 7:55we try and put a clear mirror
in front of them. -
7:55 - 7:56We tell them: "You know,
-
7:56 - 7:59the image is just going to get worse
and worse and worse." -
7:59 - 8:00And it doesn't work.
-
8:00 - 8:05It doesn't work because the brain
will frantically try to distort the image, -
8:05 - 8:08using Photoshop and fancy lenses,
-
8:08 - 8:11until it gets the image it's happy with.
-
8:12 - 8:16But what would happen
if we went along with how our brain works -
8:16 - 8:18and not against it?
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8:18 - 8:21Take handwashing, for example.
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8:21 - 8:24We all know that handwashing
is the number one way -
8:24 - 8:25to prevent the spread of disease,
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8:25 - 8:28and this is really important in hospitals.
-
8:28 - 8:30So, in a hospital
here in the United States, -
8:30 - 8:31a camera was installed
-
8:31 - 8:36to see how often medical staff
do, in fact, sanitize their hands -
8:36 - 8:39before and after entering
a patient's room. -
8:39 - 8:43Now, the medical staff knew
a camera was installed. -
8:43 - 8:47Nevertheless, only one in ten
washed their hands -
8:47 - 8:51before and after entering
a patient's room. -
8:52 - 8:55But then, an intervention was introduced:
-
8:55 - 8:57an electronic board
-
8:57 - 9:00that told the medical staff
how well they were doing. -
9:01 - 9:05Every time you washed your hands,
the numbers went up on the screen -
9:05 - 9:08and it showed you
your rate of your current shift -
9:08 - 9:11and the rate of the weekly staff.
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9:12 - 9:15And what happened? Boom.
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9:15 - 9:18Compliance raised to 90%,
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9:18 - 9:20which is absolutely amazing.
-
9:20 - 9:23And the research staff
were amazed as well, -
9:23 - 9:26and they made sure to replicate it
in another division in the hospital. -
9:26 - 9:29Again, the same results.
-
9:30 - 9:34So, why does this
intervention work so well? -
9:35 - 9:37It works well
-
9:37 - 9:40because, instead of using warnings
-
9:40 - 9:44about bad things that can happen
in the future, like disease, -
9:44 - 9:50it uses three principles that we know
really drive your mind and your behavior. -
9:50 - 9:52Let me explain.
-
9:52 - 9:56The first one is social incentives.
-
9:57 - 9:58In the hospital study,
-
9:58 - 10:01the medical staff could see
what other people were doing. -
10:01 - 10:05They can see the rates of the shift,
the rate of the week. -
10:05 - 10:09We're social people, we really care
what other people are doing, -
10:09 - 10:12we want to do the same
and we want to do it better. -
10:12 - 10:14This is an image from a study
that we conducted, -
10:14 - 10:17led by PhD student Micah Edelson,
-
10:17 - 10:22and what it's showing you is a signal
in the emotional center of your brain -
10:22 - 10:25when you hear about the opinion of others.
-
10:25 - 10:28And what we found was
that this signal can predict -
10:28 - 10:32how likely you are
to conform at a later time, -
10:32 - 10:34how likely you are
to change your behavior. -
10:36 - 10:40So, the British government
are using this principle -
10:40 - 10:43to get people to pay taxes on time.
-
10:43 - 10:48In an old letter that they sent to people
who "forgot" to pay taxes on time, -
10:48 - 10:51they simply stressed
how important it was pay taxes, -
10:51 - 10:53and that didn't help.
-
10:53 - 10:55Then, they added one sentence,
-
10:56 - 10:58and that sentence said:
-
10:58 - 11:02"Nine out of ten people in Britain
pay their taxes on time." -
11:02 - 11:08And that one sentence enhanced compliance
within that group by 15%, -
11:08 - 11:10and it's thought to bring
into the British government -
11:10 - 11:135.6 billion pounds.
-
11:13 - 11:18So, highlighting what other people
are doing is a really strong incentive. -
11:18 - 11:22The other principle is immediate rewards.
-
11:23 - 11:24So,
-
11:24 - 11:27every time the staff washed their hand,
-
11:27 - 11:31they could see the numbers go up
on the board and it made them feel good. -
11:31 - 11:34And knowing that in advance
made them do something -
11:34 - 11:37that they, otherwise, may not want to do.
-
11:37 - 11:41Now, this works because we value
immediate rewards, -
11:41 - 11:43rewards that we can get now,
-
11:43 - 11:46more than rewards
that we can get in the future. -
11:47 - 11:50And people tend to think it's because
we don't care about the future, -
11:50 - 11:54but that's completely wrong,
we all care about our future, right? -
11:54 - 11:58We want to be happy and healthy
in the future, we want to be successful, -
11:58 - 12:00but the future is so far away.
-
12:00 - 12:05I mean, maybe you'll behave badly now
and you'll be fine in the future, -
12:05 - 12:07and maybe you'll be altogether dead.
-
12:07 - 12:09(Laughter)
-
12:09 - 12:14So, the here-and-now you
would rather have that tangible drink, -
12:14 - 12:15that tangible T-bone,
-
12:15 - 12:19rather than something
that's uncertain in the future. -
12:19 - 12:22If you think about it,
it's not altogether irrational, right? -
12:22 - 12:24You're choosing something sure now
-
12:24 - 12:27rather than something
that is unsure in the future. -
12:28 - 12:32But what will happen
if you reward people now -
12:32 - 12:36for doing actions that are good
for them in the future? -
12:38 - 12:41Studies show that giving people
immediate rewards -
12:41 - 12:43make them more likely to quit smoking,
-
12:43 - 12:45more likely to start exercising,
-
12:45 - 12:48and this effect lasts
for at least six months, -
12:48 - 12:52because not smoking
becomes associated with a reward, -
12:52 - 12:55and exercising becomes
associated with a reward, -
12:55 - 12:57and it becomes a habit,
-
12:57 - 12:59it becomes a lifestyle.
-
13:00 - 13:02So, we can reward ourselves and others now
-
13:02 - 13:04for behaving in ways
that are good for us in the future -
13:04 - 13:07and that's a way for us
to bridge the temporal gap. -
13:07 - 13:10And the third principle
is progress monitoring. -
13:11 - 13:14So, the electronic board focused
the medical staff attention -
13:14 - 13:17on improving their performance.
-
13:17 - 13:20This is an image from a study
that we conducted, -
13:20 - 13:21that shows you brain activity
-
13:21 - 13:26suggestive of efficient coding
of positive information about the future. -
13:27 - 13:32And what we found was that the brain
does a really good job at this, -
13:32 - 13:34but it doesn't do such a good job
-
13:34 - 13:37at processing negative information
about the future. -
13:37 - 13:38So, what does this mean?
-
13:39 - 13:43It means that, if you're trying
to get people's attention, -
13:43 - 13:47you might want to highlight
the progress, not the decline. -
13:47 - 13:49So, for example,
-
13:49 - 13:51if you take that kid with the cigarette,
-
13:51 - 13:53you might want to tell them:
-
13:53 - 13:57"You know, if you stop smoking,
you'll become better at sports." -
13:57 - 14:00Highlight the progress, not the decline.
-
14:00 - 14:04Now, before I sum up, let me just share
this small anecdote with you. -
14:04 - 14:08A few weeks ago, I got home
and I found this bill on my fridge. -
14:08 - 14:12And was really surprised because
there's never any bills on my fridge. -
14:12 - 14:15So, I was wondering why my husband
decided to put that on our fridge. -
14:15 - 14:19And so, looking at the bill, I could see
that what this bill was trying to do -
14:19 - 14:23is get me to be more efficient
with my electricity use. -
14:23 - 14:25And how was it doing it?
-
14:25 - 14:29Social incentives, immediate rewards
and progress monitoring. -
14:29 - 14:30Let me show you.
-
14:30 - 14:32Here are the social incentives.
-
14:32 - 14:35In gray is the energy use
-
14:35 - 14:38on the average energy use
of people in my neighborhood. -
14:38 - 14:41And in blue is my energy use,
-
14:41 - 14:44and in green is the most
efficient neighbor. -
14:45 - 14:47And my reaction to this was --
-
14:47 - 14:48my immediate reaction was:
-
14:48 - 14:51"I'm a little bit better than average"
(Laughter) -
14:51 - 14:53-- a tiny bit, but still...
-
14:53 - 14:56and my husband had
exactly the same reaction -- -
14:56 - 14:59and "I want to get to the green bar."
-
14:59 - 15:01And then, I got a smiley face.
-
15:01 - 15:05That was my immediate reward and it was
telling me, "You're doing good," -
15:05 - 15:07and it made me want
to put this on my fridge. -
15:07 - 15:09(Laughter)
-
15:09 - 15:12And although I have this one smiley face,
-
15:12 - 15:15I can see an opportunity there
to get two smiley faces. -
15:15 - 15:17(Laughter)
-
15:18 - 15:20So, there's an opportunity for progress
-
15:20 - 15:23and it's showing me my progress
throughout the year, -
15:23 - 15:26how my energy use changes
throughout the year. -
15:26 - 15:28And the last thing this bill gave me:
-
15:28 - 15:31it gave me a sense of control.
-
15:31 - 15:36So, it gave me a sense of I was
in control of my use of electricity. -
15:36 - 15:37And that is a really important thing,
-
15:37 - 15:40if you try to get people
to change their behavior, -
15:40 - 15:44because the brain is constantly trying
to seek ways to control its environment. -
15:44 - 15:47It's one of the principles
of what the brain is actually doing. -
15:47 - 15:52And so, giving people a sense of control
is a really important motivator. -
15:53 - 15:55OK. So, what am I not saying?
-
15:55 - 16:00I'm not saying that we do not need
to communicate risks, -
16:00 - 16:04and I'm not saying
that there's one-solution-fits-all, -
16:04 - 16:09but I am saying that, if we want
to motivate change, -
16:09 - 16:12we might want to rethink how we do it,
-
16:12 - 16:17because fear, the fear of losing
your health, the fear of losing money, -
16:17 - 16:19induces inaction,
-
16:19 - 16:22while the thrill of a gain induces action.
-
16:22 - 16:26And so, to change behavior
in ourselves and in others, -
16:26 - 16:29we may want to try
these positive strategies -
16:29 - 16:31rather than threats,
-
16:31 - 16:34which really capitalize
on the human tendency -
16:34 - 16:36to seek progress.
-
16:36 - 16:37Thank you.
-
16:37 - 16:39(Applause)
- Title:
- Get what you want without threats | Tali Sharot | TEDxCambridge
- Description:
-
This talk was given at a local TEDx event, produced independently of the TED Conferences.
Research shows that threats and warnings have a very limited impact on behavior. So what does make us change our actions? Tali Sharot reveals three ingredients to getting what you want without threats.
Dr. Tali Sharot is a neuroscientist at University College London and the director of the Affective Brain Lab. - Video Language:
- English
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 16:49
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva approved English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge | ||
Leonardo Silva edited English subtitles for Get what you want without threats | Tali Sharot | TEDxCambridge |