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Concepts, Methods and Tools

Getting things done through Commitment-Based Nudging

12 July 2024 by bill Leave a Comment

Originally posted on billcraig.info

I had the pleasure of meeting up for a two hour coffee with the CEO of a company that has build a commitment-based nudging platform that helps people address self-limiting behavior in both life and work. The platform they are currently marketing is a great example of how technology can support behavioral psychology.

The more I discussed with the CEO and subsequent investigation/research I performed, I realized many of my entrepreneurial initiatives could make use of the approach and the platform. My initiatives around positive life, living and longevity; applying positive psychology techniques (interventions) to improve happiness, quality of life, and wellbeing; global flourish, flourishing enterprises and more could all benefit from the approach and the platform.

The discussion with the CEO also identified several additional use cases beyond what I could think of in our initial discussion

I had actually seen this done many years ago with the very successful Global Citizen initiative that used a similar approach to motivate people from around the world to commit and perform a large variety of socio-economic and political actions related to key global challenges – poverty, education…

As with everything I do these days, I needed to step back a do a little more research about behavioral psychology and commitment-based nudging and other mechanisms. I always was interested in how the approach could be applied beyond the individual. Could it be applied to teams, organizations, communities, regions and beyond.

A little bit of background:

Commitment-based nudging is a behavioral psychology technique that encourages individuals to follow through with their intentions or commitments by using social and psychological prompts. The idea is to leverage the human tendency to want to be consistent with their commitments and maintain a positive self-image.

Key Elements of Commitment-Based Nudging:

  1. Public Commitments:
    • Making commitments public can increase the likelihood of following through. For example, announcing a goal to friends or family creates a social expectation and a sense of accountability.
  2. Written Commitments:
    • Writing down commitments can make them more tangible and concrete. This can be as simple as signing a pledge or writing a personal contract.
  3. Incremental Steps:
    • Breaking down commitments into smaller, manageable steps can make the overall goal less daunting and more achievable.
  4. Reminder Systems:
    • Regular reminders, such as emails, texts, or calendar alerts, can help individuals stay on track with their commitments.
  5. Positive Reinforcement:
    • Providing positive feedback or rewards for progress can reinforce the behavior and motivate individuals to continue.

Examples of Commitment-Based Nudging:

  1. Health and Fitness:
    • A gym might encourage new members to sign a commitment contract that specifies their workout goals and frequency.
  2. Environmental Actions:
    • Initiatives like pledging to reduce plastic use or to participate in recycling programs can use commitment-based nudging to foster environmentally friendly behaviors.
  3. Financial Goals:
    • Financial institutions may use commitment savings accounts where individuals commit to regular deposits to reach a savings goal.

Psychological Mechanisms:

  • Consistency Principle:
    • People strive for consistency between their commitments and actions. Once they make a commitment, especially publicly or in writing, they are more likely to act in ways that align with it.
  • Social Proof:
    • Seeing others make similar commitments can create a sense of social pressure and motivation to follow through.
  • Self-Perception:
    • Committing to a goal can shape one’s self-perception, leading to behavior that aligns with the new self-image.

Commitment-based nudging effectively leverages these psychological principles to encourage positive behavioral changes and improve follow-through on intentions and goals.

Then I wanted to explore the use beyond just individuals:

delineates how various entities such as individuals, teams, organizations, enterprises, communities, and regions can utilize the features of commitment-based nudging in behavioral psychology.

EntityPublic CommitmentsWritten CommitmentsIncremental StepsReminder SystemsPositive Reinforcement
IndividualShare goals with friends or familyWrite and sign personal goals or promisesBreak down goals into smaller, manageable tasksSet personal reminders on phone or calendarReward oneself for achieving milestones
TeamAnnounce team goals in meetingsTeam members sign a collective agreementAssign specific tasks to team membersSend regular updates and reminders via email or messagingRecognize and celebrate team achievements
OrganizationPublish organizational goals to all employeesCreate formal documents for departmental objectivesSet quarterly targets and break down annual goalsImplement an internal newsletter or alert systemOffer incentives and bonuses for meeting targets
EnterprisePublicly commit to sustainability or social goalsFormalize commitments through strategic documentsDevelop a roadmap with clear milestonesUse enterprise-wide communication tools for remindersRecognize partner organizations for contributions
CommunityHold town hall meetings to discuss community initiativesCommunity members sign pledges for community projectsBreak initiatives into phases (e.g., park cleanup phases)Community bulletin boards, social media updatesHost community events to celebrate progress
RegionPublic announcements of regional development plansRegional leaders sign intergovernmental agreementsDevelop step-by-step regional development plansRegional newsletters, press releases, and social mediaRegional awards and recognition programs

Explanation of Features:

  1. Public Commitments:
    • Individual: Sharing goals with close connections to create a sense of accountability.
    • Team: Announcing team goals in meetings to foster a collective sense of purpose.
    • Organization: Broadcasting organizational objectives to ensure all employees are aligned.
    • Enterprise: Making commitments known to all stakeholders to demonstrate transparency and accountability.
    • Community: Engaging community members in open forums to discuss and commit to initiatives.
    • Region: Using public channels to announce plans, garnering support and collaboration from all regional stakeholders.
  2. Written Commitments:
    • Individual: Writing personal goals to solidify intentions.
    • Team: Team agreements to ensure everyone is on the same page.
    • Organization: Departmental documents that outline objectives and expectations.
    • Enterprise: Strategic documents that formalize enterprise-wide commitments.
    • Community: Pledges from community members to participate in local projects.
    • Region: Formal agreements between regional leaders to ensure cooperation.
  3. Incremental Steps:
    • Individual: Dividing goals into smaller, actionable tasks to avoid being overwhelmed.
    • Team: Assigning specific roles and tasks to team members to ensure progress.
    • Organization: Setting quarterly targets to maintain focus and momentum.
    • Enterprise: Creating a detailed roadmap to achieve long-term goals.
    • Community: Phasing community projects to manage resources effectively.
    • Region: Outlining step-by-step plans for regional development to ensure systematic progress.
  4. Reminder Systems:
    • Individual: Personal alerts to keep goals top-of-mind.
    • Team: Regular updates to ensure all members are aligned and informed.
    • Organization: Internal communications to keep employees engaged with organizational goals.
    • Enterprise: Communication tools to keep all stakeholders updated on progress.
    • Community: Bulletins and social media updates to keep the community informed.
    • Region: Using multiple channels to communicate progress and updates to the public.
  5. Positive Reinforcement:
    • Individual: Self-rewards to stay motivated.
    • Team: Celebrating team successes to build morale and motivation.
    • Organization: Incentives to recognize and reward employee contributions.
    • Enterprise: Recognizing partner contributions to foster a collaborative environment.
    • Community: Community events to celebrate milestones and achievements.
    • Region: Awards programs to recognize significant contributions to regional development.

One other area that lodged into my mind after exploring commitment-based nudging and behavioral psychology was the potential linkage to micro-learning platforms and of course AI. More on that in the near future.

Filed Under: Concepts, Methods and Tools, Human Flourishing, Perspective & Mindset

Context-Based Sustainability

4 January 2024 by bill Leave a Comment


Context-Based Sustainability (CBS) is an approach to sustainability that emphasizes the importance of context in evaluating and managing an organization’s or system’s impact on environmental and social resources. This approach is grounded in the recognition that the impacts of actions and decisions are not uniform across different contexts, but rather depend on the specific environmental, social, and economic conditions of each situation. The key concepts and features of Context-Based Sustainability include:

  1. Contextualization: CBS involves understanding the specific conditions and limits of the environment and society in which an organization operates. This means taking into account local, regional, and global ecological conditions, social structures, and economic factors.
  2. Sustainability Thresholds and Carrying Capacity: This refers to recognizing and respecting the ecological and social thresholds or limits. These thresholds are the points beyond which the resilience of systems is compromised. CBS aims to operate within these limits to ensure long-term sustainability.
  3. Stakeholder Inclusivity: CBS takes into consideration the needs and perspectives of all stakeholders, including customers, employees, suppliers, communities, and the planet. This approach emphasizes the importance of understanding and responding to the diverse impacts an organization’s activities have on different stakeholder groups.
  4. Multi-Capital Approach: CBS recognizes multiple forms of capital, such as natural, human, social, manufactured, and financial capital. It focuses on maintaining or enhancing these capitals rather than depleting them, ensuring long-term sustainability and stakeholder value.
  5. Science-Based Metrics: Context-based metrics in CBS are grounded in scientific understanding of sustainability thresholds. These metrics are tailored to the specific context, allowing for more accurate and meaningful measurements of sustainability performance.
  6. Dynamic Adaptation: Since contexts change, CBS requires an adaptive approach. Organizations must continually reassess and adjust their strategies and operations in response to changing environmental conditions and stakeholder needs.
  7. Alignment with Global Sustainability Goals: CBS aligns with broader sustainability goals, such as the United Nations Sustainable Development Goals (SDGs), but tailors actions and metrics to the specific context in which an organization operates.
  8. Systemic Understanding: Acknowledging the interconnected nature of systems, CBS considers the cascading effects of actions across different systems, including environmental, social, and economic.
  9. Long-term Perspective: CBS focuses on long-term impacts and sustainability, prioritizing enduring value and resilience over short-term gains.
  10. Transparent Reporting and Accountability: Effective communication and reporting on sustainability performance, based on context-based metrics, are essential in CBS, promoting transparency and accountability.

By integrating these principles, Context-Based Sustainability aims to create a more nuanced and effective approach to sustainability, one that is responsive to the specific conditions and needs of different contexts while aligning with global sustainability objectives. This approach is particularly relevant in addressing the complexity and interconnectedness of modern social, environmental, and economic challenges.

Filed Under: Concepts, Methods and Tools, Flourish Notes

Become a Flourish Rebel!

30 November 2019 by bill Leave a Comment

Welcome to Flourish Rebel

…A rebel with a cause!

Flourish Rebel is for those who are committed to creating flourishing lives, households, groups / teams, communities, towns / cities, enterprises, regions, nations and the world on a flourishing planet.

Become a Flourish Rebel and be a change agent for flourishing and improved well-being!

Help create the movement for flourishing and a community of Flourish Rebels with a focus on:

  • Flourishing People / Humans – young, old and in-between
  • Flourishing Families
  • Flourishing Schools
  • Flourishing Communities
  • Flourishing Towns / Cities / Municipalities
  • Flourishing Enterprises
  • Flourishing Regions / Provinces / States
  • Flourishing Countries
  • Flourishing World
  • on a Flourishing Planet.

Join with me, The Flourish Rebel to discover, learn, share, experience and develop a flourishing life for yourself and others in a flourishing world on a flourishing planet.

Filed Under: Blog, Concepts, Methods and Tools, Flourish Rebel

A Quick Introduction to Flourishing

30 November 2019 by bill Leave a Comment

A quick introduction to flourishing for the flourish rebel.

The science of positive psychology suggests that flourishing is optimal human functioning that allows one to more than just survive, but to thrive, flourish and continually improve their own and others quality of life, happiness, and ultimately well-being.

The generally accepted positive psychology model to enable flourishing in life is to focus on positivity, engagement, relationships, meaning and achievement. The acronym “PERMA” is tossed around as a moniker for flourishing. Typically, but not always PERMA is extended by adding Vitality / Health as another focus area resulting in PERMA-V or PERMA-H or even PERMA+.

The PERMA-V model is typically applied at the individual level, but can really be applied to all contexts (levels) including individual, household / group / team, business, community, town/city, region, nation, the world, and even the planet. For all levels you could consider flourishing as optimal functioning. The definition is simplistic, and optimal functioning needs to be defined in more detail for each level. More on that at another time.

Flourishing is a concept that has its origins in other disciplines – economics, organizational management and design, sociology, philosophy and other multi-disciplinary based areas of interest – government, human rights and sustainability as examples. Ultimately, they are all interested in how we flourish, and how flourishing ultimately improves the well-being for all. Over time many areas where flourishing has slowly entered into the discourse of the area of interest have come to realize that what they are truly concerned with is flourishing in some context. You can currently (late 2019) see this now in the sustainability area. The sustainability field is just starting to realize that they need to “get beyond sustainability” to flourishing. This recent trend, is what led to the creation of the Flourish Rebel!

The Flourish Rebel applies the PERMA-V model and approaches (typically called interventions) to focus on flourishing for all aspects of life, work, community, the world and the planet.

The Flourish Rebel looks at how anyone or any entity can use PERMA-V and their unique set of strengths, talents and skills to move from challenges, risks and opportunities, to develop or use capabilities that support improved functioning and experiences that creates real value for oneself, others, communities, organizations, regions and the planet that ultimately enables flourishing and improved well-being.

Filed Under: Blog, Concepts, Methods and Tools

The Power of Integrated Stakeholder, Multi Capital Types and New Value Model Perspectives

16 June 2020 by bill Leave a Comment

Applying these new perspectives to Vision, Decision Making and Action for flourishing and improved well-being.

For me the combination of integrated stakeholder view, capital types, and how they integrate with value creation and destruction provides a huge opportunity to broaden our thinking and actions on flourishing and ultimately improved well-being for all.

Integrated Stakeholder View

Integrated stakeholder view means no matter what our context (individual, team, enterprise, community…) our decisions and actions take into account understanding, participation, and impact of all stakeholders that can potentially be touch by our activities. The current stakeholder list I use is:

  • ourselves / individuals
  • groups / families / teams
  • clients
  • employees
  • suppliers and partners
  • owners and investors
  • community / towns / city
  • region
  • province / state
  • country
  • world / society
  • planet

The literature identifies the primary message of integrated stakeholder as a move away from shareholder capitalism to stakeholder capitalism. I hate adding the word capitalism to anything, so go with integrated stakeholder view.

Capital Types

For all of history we have only really cared about financial capital and built/manufactured capital, although we constantly make use of human, social and natural capital. Over the last 20-30 years we have dappled with understanding the contribution and impacts on other types of capital, including human, social/relational, and of course natural capital. We have not effectively valued and managed human, social and natural capital. That is all starting to change.

I have been involved with many individuals and groups developing the ideas of capital types and how to effectively use, value (get them on the balance sheet), and manage them. Most of the work on capital types has identified a set of five capital types. Some have introduced a few more but those additions can in most cases be integrated in the main five capital types. As an example intellectual capital is identified as an additional capital type. However, it could easily be grouped in with the primary five.

There has been many names associated with this capital type perspective. Multi-capitalism (There’s that “capitalism” word again!) is the currently trending term for this broader capital type view. The multi-capitalism concept is built on the backs of many researchers and practitioners of the past. I was first introduced to the five capital types by the work of Mark Anielski in what he called Genuine Wealth. As I mentioned the most recent terminology is Multi-capitalism coined by Martin Thomas and Mark McElroy. Other than the name the credit for the concepts behind it goes to many others. However, Martin Thomas and Mark McElroy have made significant contribution to the idea of MultiCapital Scorecard. More on that in another post.

Any decisions and actions need to consider the impacts on all capital types:

  • Financial / Economic Capital
  • Built / Constructed / Manufactured Capital
  • Human Capital
  • Social / Relational Capital
  • Natural Capital (Nature, Renewable/Non-renewal Resources, the Planet)

Value Perspective

For some reason value has primarily been associated with profit. Without getting into a lot of details now, the meaning of value has recently changed considerable. We are moving from an economic view to a social, environmental and economic view of value. We need to be celebrating and strengthening this new view of value. The world is going to be radically different when this new view of value understood and applied to everything we do.

Value needs to assess more from a positive and negative impact on capital types and how this contributes to flourishing and ultimately improved well-being for whatever the context (individual, group, enterprise, community… and the planet).

Applying to Vision, Decision-making and Action.

A new mindset to business and life needs to be developed that takes integrated stakeholder, multi-capitalism, and the broader view of value in guiding visioning, decision-making and action. Its actually quite simple to bring about. Always include all stakeholders, capital and value views in what we do. Understand value is co-created and co-destroyed, value and valuation is based on all capital types and the impact that any decision or action has on those capital types, and capital types can be impacted differently for each stakeholder involved directly or indirectly in the decision and actions.

More to come on this later.

Bill, The Flourish Rebel

Filed Under: Blog, Concepts, Methods and Tools, Flourishing Communities, Flourishing Countries, Flourishing Economy, Flourishing Enterprises, Flourishing Planet, Flourishing Regions / Zones, Flourishing Towns, Cities and Municipalities, Flourishing World, Perspective & Mindset

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Category Posts

  • Flourishing Enterprise: Sustainability Reinvented
  • Benefits of defining a Clear Purpose or Massively Transformative Purpose (MTP) for your Enterprise.
  • Getting things done through Commitment-Based Nudging
  • Tipping Point Discussion that must be watched!
  • Context-Based Sustainability

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