Design shapes behaviour

Design is the science of changing or influencing behaviour. But changing behaviour always results in friction. And friction makes it less likely that someone will take the desired action.

For example, getting a customer to switch to your product, even if your product is leagues ahead of what they were using, is still behaviour change and a point of friction.

Designers are often given the impression that it is vital to innovate at every turn. But science and history show that limiting novelty to the minimum viable innovation is more likely to succeed.

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MORE IDEAS ON THIS

The best innovations are often just one “Critical Behavior Change” away from current behaviors

Humans value things they own more just because they own them, and then they try to confirm the decisions they have made. The more they are exposed to something, the more they like them.

The most innovative companies are not those who innovate the most but innovate o...

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How to reduce the cost to change

Switching Cost is the friction of switching from one product to another, but can also apply to situations where the customer has not used a product like yours before.

Ways it can cost a user to switch to a new solution and change behaviour:

Financial cost
Time cost

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Innovation happens by degrees

Significant behaviour changes can be the right strategy for a company, but it is vital to know the cost your product will need to offset.

The most innovative companies understand the existing behaviours of their customers and introduce the "minimum viable innovation" that can drive massive ...

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Identify your company’s “Critical Behavior Change”

If your company want to do something better but already has competition, your company is likely aiming to be a "market-winning" company. Your critical behaviour change may be getting people to be willing to switch so they can experience your superior solution.
If your compan...

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