As the popularity of the Behavioral Grooves podcast continues to skyrocket, cohost Kurt Nelson, PHD – President and founder of The Lantern Group – has been featured across the airwaves (podwaves?) on an exciting and growing list of podcasts of all shapes and sizes.
Below is a list of the most recent features with a quick blurb about the subject. There are lots of fun conversations here, so check them out and give one (or all) a listen and share!
Organizational friction is not a common term, yet it could be one of the biggest reasons that your company is not performing to its full potential.
Friction in human terms is the unnecessary resistance that a person encounters when trying to achieve a task. Organizational friction is the resistance created by policy, social, or environmental factors within a company.
Bad organization friction creates unnecessary resistance within an organization and impedes performance. It causes wasted time, wasted energy wasted resources, and overall frustration. Good organizational friction creates positive resistance that discourages negative behavior, sloppy thinking or risky shortcuts.
Priming, in relation to human behavior, is the idea that exposure to an external stimulus can subconsciously trigger our brains to drive specific behaviors.
A study in Daniel Kahneman’s “Thinking Fast and Slow” examined how a simple word could prime the brain to think differently in a similar situation. Subjects were exposed to one of two words and then shown the letters “SO_P” and asked to fill in the blank.
People who were exposed to the word “eat” prior to the exercise were more likely to fill in the letter “U” (SOUP), and those exposed to the word “shower” were more like to fill in the letter “A” (SOAP).
In this situation, the first word they were exposed to impacted their interpretation of the blank letter and completed word. This is a simple example, but priming can also cause us to unconsciously engage in behaviors both good and bad.
By Kurt Nelson, Ph.D. & Ben Granlund
Overall, organizations communicate poorly. There, we said it.
Whether it’s too much, too little, bad messaging, or something else – corporations struggle to communicate impactfully with their employees.
By Kurt Nelson, Ph.D. & Ben Granlund
Would being able to understand the underlying reasons why you and others “do the things you do” be helpful to you in your job? Is there value in having the knowledge to be able to predict and understand people’s responses to your requests or changes? How about being able to anticipate how people will most likely respond in a given situation or environment? Would the ability to make more rational and sound decisions help you in moving your business forward?
Most of us work in an environment that involves some level of involvement and interaction with other people. Whether it be coworkers, bosses, employees, vendors, or customers – at some point in your workday, there is likely a human involved.
How you interact with those humans can change how they respond.
We need to be able to work effectively with those humans. If we can understand and empathize with their underlying drives, decipher how they are interpreting our words and actions, and anticipate how they will respond to what we do, our interactions with them will be significantly improved.
By Kurt Nelson, Ph.D. & Ben Granlund
Most people say no, yet study after study shows that people often refuse the $2 payout, sometimes more. Why is this?
This strange behavior comes down to how we perceive fairness and retribution and can be observed in a simulation behavioral scientists call “the Ultimatum Game.”
Fall 2019 Update: We recorded an in depth podcast with AMGA Ski Guide and Avalanche expert Chris Brown on this same subject – check it out here!
An exploration into the human factors and heuristics that lead to avalanche incidents and our recommendations on: (1) how to overcome them and (2) how to improve how avalanche education courses teach them.
The American Institute for Avalanche Research and Education (AIARE) Avalanche courses are designed to train backcountry users (skiers, snowboarders, hikers, snowmobilers, etc.) in avalanche awareness to help them make more educated decisions in backcountry and high-risk winter alpine environments.
Got a cool story about applying behavioral science in a unique setting? Send it to us here!
Earlier this year I completed my PADI dive certification in San Diego, CA. Becoming dive certified has been a goal of mine for many years, one that had been consistently pushed off by either alternate priorities or due to time, financial, or geographic limitations.
Note: we posted this blog a few years ago. In this version, we have updated it with new insights and research findings. Reach out here for advice on developing your own motivational hacks.
Each of us has a unique self-identity that both “drives” what we do and is “influenced” by what we do. This dual component is one of the unique aspects of self-identity that we can tap into to help drive and sustain change.
Message us here or email us at behavior@lanterngoup.com for help to optimize your reward program communications & impact.
The New Year is rapidly approaching. If you are in the IC world, the pressure is on you to formulate and calculate budgets for next year’s incentive and rewards programs.
Like most, you need to balance: rewarding top performers, targeting the right motivators, harmonizing cash and non-cash incentives, and staying aligned with your corporate philosophy. All the while, fitting these factors into your overarching financial budgets.
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