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Design for Default: How to Simplify Your Decision Making Process

Position of products influences our decision of buying

We don't just buy products because of what they are, but we often buy them because of where they are. For example, items on store shelves that are at eye level tend to be purchased more than items on less visible shelves.

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Design for Default: How to Simplify Your Decision Making Process

Design for Default: How to Simplify Your Decision Making Process

https://jamesclear.com/design-default

jamesclear.com

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Key Ideas

Position of products influences our decision of buying

We don't just buy products because of what they are, but we often buy them because of where they are. For example, items on store shelves that are at eye level tend to be purchased more than items on less visible shelves.

Default decisions and their influence

Although we usually have the freedom to make a wide range of choices at any given moment, we often make decisions based on the environment we find ourselves in:

  • If you sleep with your phone next to your bed, then checking social media and email as soon as you wake up is likely to be the default decision.
  • If you keep a water bottle with you throughout the day, then drinking water rather than soda is more likely to be the default decision.

Optimize for defaultsShift your environment so that the good behaviors are easier and the bad behaviors are harder.

Optimize for defaultsShift your environment so that the good behaviors are easier and the bad behaviors are harder.

Designed for you vs. designed by you

Default choices are not inherently bad, but the entire world was not designed with your goals in mind. In fact, many companies have goals that directly compete with yours (a food company may want you to buy their bag of chips, while you want to lose weight). For this reason, you should be wary of accepting every default as if it is supposed to be the optimal choice. - James Clear

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SIMILAR ARTICLES & IDEAS:

The nudge theory
The nudge theory

Behavioral economists show that when humans make quick decisions under pressure, it is based mostly on intuition. They are unconsciously guided by biases and psychological fallacie...

A choice architect

The task of a choice architect is to organize the context in which people make decisions.

Changing the context in which people make choices can make desired behaviors easier to accept.

Intuitive and reflective thinking
  • Intuitive and automatic: This kind of thinking is quick and feels instinctive. You duck when a ball is thrown at you unexpectedly.
  • Reflective and rational: This thinking is deliberate and self-conscious. You use this system when you have to decide which route to take for a trip.

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Default options

Deciding is too much effort so we’re likely to just stick with the default or safer option if it’s already been chosen for us. 

When we get offered too many choices, the same...

Best decision making happens in the morning

This is when serotonin is at it’s natural high, which helps to calm our brain. Thus, we feel less risk averse and so we can face risks and make harder choices.

The part our bodies play in decision-making

If we’re feeling hunger, thirst or sexual desire, that can actually spill over into the decision areas of our brains, making us feel more desire for big rewards when we make choices. 

This can lead us to make higher-risk choices and to want for more.

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Goal setting
Goal setting

Is the act of selecting a target or objective you wish to achieve.

Goal setting is not only about choosing the rewards you want to enjoy, but also the costs you are willing to pay t...

The Rudders and Oars Metaphor
It helps clarify the difference between SYSTEMS and GOALS:
  • Your goals are like the rudder on a small rowboat. They set the direction and determine where you go. 
  • If you commit to one goal, then the rudder stays put and you continue moving forward. 
  • If you flip-flop between goals, then the rudder moves all around and it is easy to find yourself rowing in circles.
  • If the rudder is your goal, then the oars are your process for achieving it. While the rudder determines your direction, it is the oars that determine your progress.

Example: If you’re a writer, your goal is to write a book. Your system is the writing schedule that you follow each week.

How to Set Goals You'll Actually Follow
  1. Ruthlessly Eliminate Your Goals. Consistently prune and trim down your goals. If you can muster the courage to prune away a few of your goals, then you create the space you need for the remaining goals to fully blossom.
  2. Stack Your Goals. Make a specific plan for when, where and how you will perform this."Networking: After I return from my lunch break, I will send one email to someone I want to meet."
  3. Set an Upper Bound. Don't focus on the minimum threshold. Instead of saying,  “I want to make at least 10 sales calls today.” rather say, “I want to make at least 10 sales calls today, but not more than 20.”

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