Start at the End: How to Build Products That Create Change

With each advancement, you gain certainty about the ability of the intervention to actually create behavior change and information about the size and cost of that change.

lowest-fidelity version of an intervention that will still result in behavior change.

This is why being specific about population in your behavioral statement can be so powerful: not everyone needs to have the same behavioral outcome.

Specificity around the exact things people do and don’t want to spend cognitive resources on is part of avoiding the Blue Apron problem.

First—and hopefully this is obvious—you have to be transparent. Put it up on the wall where everyone can see it, mention it at every town hall, orient your planning process toward it. The whole point of a good behavioral statement is that it can allow for strong decision making because you can explicitly compare available options against the behavi

And on and on to the lowliest intern, who gets “When African American women between twenty and thirty who live in Los Angeles want to get something to go from Point A to Point B, and they have a device with connectivity, they will create an Uber account (measured by account creation).”

One easy trick is simply to ask about preferences that relate to the subject.

There are also counterrational pressures at play on the inhibiting side, like whether or not branding fits a context. Lighthearted and fun is great for kids, but picture a romantic Valentine’s Day dinner. Candlelight, filet mignon, roses, red wine, and for dessert . . . M&M’s. It just doesn’t work. That’s a Lindt moment, a Ferrero Rocher moment

First, combine interventions.