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Why do some people and companies seem to change easily, while others struggle for years? How do firms like Target, Apple and Proctor and Gamble anticipate (and manipulate) shoppers' habits? Why was the product Febreze a flop - until consumer psychologists figured out to target one specific cleaning habit, and it became a $1 billion hit? In the past decade, neurology, sociology and economic psychology have revolutionized our understanding of habits. Go into neurology laboratories where amnesiacs re-learn their most basic habits, and corporate boardrooms where shoppers' habits are turned on and off like flicking a switch. The author, Charles Duhigg, is an investigative reporter at the New York Times. His book on the science of habits will be Random House's major spring 2012 release.
The art of the no-decision decision: getting people to change without thinking. How do you change behavior? We are at mental capacity, and most external attempts to change our behavior fail because they require too much mental energy; any deviation from the status quo is asking too much. Behavioral economists and corporations alike are tapping into this idea of the no-decision decision, from combating obesity with the size of our popcorn buckets to engineering higher game engagement with an ugly carpet. How can we pull this lever to improve user experiences? Which companies are already doing this successfully? By employing semantic technologies we can lower the barrier to behavior change and engineer structures that facilitate the very change we seek – whether it is improving the health of a generation or propelling a social movement from 'awareness' to 'action'.
by Lisa Bodell
According to IBM’s 2010 CEO Survey, the pace of change is accelerating and next-generation businesses must thoughtfully build and sustain the right corporate culture to remain relevant through turbulent times. Too often, our natural response to this accelerating pace of change is to try our hardest to dictate permanence. In doing so, we install risk-mitigating processes that trump culture. In fact, the very mechanisms we put in place to promote productivity are robbing us of the ability and time to be creative and add value.
This experiential case study session is a call to arms: to hit the reset button on how we think and work. Instead of creating more one-size-fits-all change initiatives forced upon employees, you will learn how to change everyday things in small ways to create big ripple effects throughout your organization to reignite critical aptitudes like inquiry, curiosity, and innovation. Learn how a large financial services organization created a new breed of employee that helped to reset the corporate culture, not from the top down or bottom up, but from the middle out. Take away tangible and actionable steps to shake up your organization’s standard practices, from unproductive meetings to go-nowhere strategic planning, resulting in big change and a powerful boost to innovation. Find the little-bigs that will reinvent your organization—and awaken your ability to think, and ultimately, to take control of the future.
It’s not every startup that revolutionizes an industry, changing and sometimes reversing the direction of a long-standing space. But some, like our panelists, have done just that — Jawbone in re-shaping mobile lifestyle; Lytro in changing the way we take and experience photos; and Nest in re-defining the thermostat. These game-changing startups will share their secrets of success and give insight to how they developed the visions that have guided them to be true disruptors. We’ll also look at how more established disruptors – Google, Apple, etc. – changed the game and maintained a leadership position.
by Cory Levy
How many times have you seen someone you wanted to talk to, but did not quite know how? This is the question that led to the creation of One, a mobile application that notifies you when there is someone right next to you with similar interests. People meet their best friends and their spouses by coincidence. Why is that? I found that people are aware of very little around them. At the University of Illinois, I used to walk down the Engineering Quad every single day. Hundreds of people pass me, and I do not know any of them. This is so silly. Technology is replacing face-to-face interaction. Technology is making people unsocial. One is the opposite. I am trying to turn coincidence into a science. One helps you create face-to-face interactions. One connects you to the 99% of the world you haven’t met yet. The implications of the product are boundless, being utilized by students wanting to connect with classmates, people seeking new friends, businesses seeking customers (or vice-versa), or helping potential lovebirds meet. One helps remove the barrier that often exists between people and reveals meaningful opportunities you would have otherwise been unaware of. For example, if you list a major interest as smoothies, you may be alerted that another smoothie-lover is in the room. Or, that a local Smoothie King is giving away discounted smoothies. If you receive no notifications, you can simply click on “smoothies” and learn about a new blend receiving awards, or read recent reviews on popular mixes. Right now, people around you are strangers. This is not by choice, but by technical limitations. We think one day very soon, our kids will say "there was a time when we you didn't know everything about the people right next to you?" One allows you to fill in the blanks. One helps you form meaningful connections with people who would otherwise be strangers.
by Dan Shine
Over the past year Worldchanging has undergone a transformation. Now partnered with Architecture for Humanity, Worldchanging is moving beyond the abstract advocacy that Bruce Sterling criticized during last year's closing session, and is focusing on evaluating the impact of real-world projects that are being built today. This panel will look at the efforts of Worldchanging and other organizations to figure out which projects are really having an impact.
9th–13th March 2012