Is Status Quo your secret strategy?

When clients come to Epinion for advice, very few aim to maintain the status quo. In fact, they all have ambitions to create change: to increase citizens’ sense of security in a neighborhood, to improve mental health among young people, to encourage more homeowners to energy-optimize their houses, to help more young people choose (the right) educational paths, to get citizens to use public transport instead of driving, to inspire families to eat more vegetables—or simply to increase sales. In short, someone needs to behave differently.

 

The misunderstood behavior equation

Is it simply a matter of providing these “someones” with more information? Or perhaps creating more motivation? If they know enough and want it enough, surely they will act accordingly?

Unfortunately, human beings aren’t wired quite so logically. In the real world, creating true change requires a deep understanding of human behavioral patterns.

We are all creatures of habit, guided far more by our subconscious than we care to admit. Our decisions—however rational they might appear—are deeply rooted in fast, intuitive, and emotion-driven processes. Thank you, System 1!

At Epinion, when we work with behavioral change, we dive into these processes and apply behavioral design principles to create real transformations. We draw on insights from behavioral economics to shape behaviors that are not only desirable but also intuitive and easy to adopt. Through our approach—addressing barriers to desired behavior and integrating techniques from the EAST model (making behaviors Easy, Attractive, Social, and Timely)—we tailor strategies to human nature, not the other way around.

 

Sometimes you have to take your own medicine

As with many things in life, it’s always easier to advise others than to follow your own advice. Last winter, we decided to test ourselves and create a behavioral change initiative internally at Epinion.

The case was the transition into the dark winter months, during which we wanted to encourage everyone to get outside, get some light, recharge with fresh air—and generate good ideas.
We aimed to get colleagues to use walk-and-talk meetings more frequently.

When we translated the EAST principles to our own case, it looked like this:

1. Identifying Barriers
   And there were plenty: bad weather, forgetting the option, a perception that walking meetings aren’t “serious” meetings, difficulties using screens, challenges in taking notes, uncertainty about where to walk… and the list goes on!
2. Making it easy: Even small friction points can be the difference between action and postponement
   We placed large umbrellas at the reception desk, reminded everyone they could take notes on their phones, and provided maps of routes suited for different meeting lengths.
3. Making It Attractive: Behavior becomes more appealing when it attracts positive attention and aligns with existing motivations
   We launched a visible campaign with slogans like “Have you seen the light today?” and “Why stay stuck in a meeting room when you can shine outside?” We clearly communicated which types of meetings were suited for walk-and-talks and highlighted the immediate reward: crisp, fresh air is more energizing than the tenth cup of coffee! Leadership also “walked the talk.”
4. Making it social: Behavior becomes more compelling when the social environment supports it
   While meeting up with others is already a social act, we strengthened it by creating a department-wide competition—who could register the most walk-and-talk meetings between November and January? We used a visible tracker (and constant reminders) at the reception.
5. Making it timely: Delivering information and incentives at the right moment
   Walk-and-talk became a meeting “room” option when booking meetings in Outlook, and reminders were sent, reinforcing the behavior and validating colleagues’ choices.

 

The result: Has it become a deeply ingrained habit? Well… for some, yes—but not for everyone. However, beyond the fact that many more walk-and-talk meetings were held (competition always helps 😉), the biggest success was the conversation it sparked around the office. It made walk-and-talk meetings a legitimate and accepted format. The biggest barrier—that colleagues might view walking meetings as less serious—was broken down. So yes, we did create change.

Interested in understanding how to achieve real change by truly understanding how your target audience thinks and behaves?

Reach out to Sanne Nissen Møller or Amalie Kjær Kristiansen from Epinion’s Human Minds and Anthropology Hub for a conversation about your opportunities.

Sanne Nissen Møller
Director
samo@epinionglobal.com