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The Three Faces of Attribute Dependency

Published date: October 26, 2015 в 3:00 am

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When using the Attribute Dependency technique, you’ll reach a point in the function follows form process where it’s time to make adaptations to your concept. That’s where you try to improve the concept and put more definition around it.
One way to make adaptations with Attribute Dependency is to change the type of dependency. There are three ways to do it: passive, active and automatic. Think of these as what has to happen within the product or service for the dependency to take place. Let’s look at each type.
Passive dependencies, just as the name implies, are passive. Nothing has to happen for the dependency to take place. There doesn’t need to be an intervening element to cause the dependency.
Look around and you will see that many products and services are examples of passive dependency. Here is a simple example of mixing bowls that come in different sizes.
Now you may ask, “Is this really an example of the attribute dependency pattern?” It certainly is. As one thing changes another thing changes. In this case, as the needs of the user change, the size of the bowl changes. It’s a passive dependency, though, because the bowls simply exist in various sizes and shapes. In fact, any product that comes in different sizes such as clothing, hardware items, even homes are examples of passive attribute dependency.
But some dependencies require an active, intervening element to cause them to occur. A very simple example is Happy Hour, when the price of drinks in a bar is reduced. But for this to happen, somebody has to do something. That active element, of course, is the bartender. At the appointed happy hour, let’s say 5 o’clock, the bartender simply lowers the price of the drinks presumably for an hour. Then again at 6 o’clock, the bartender raises those prices back to their normal level. Because of the active intervention, we call this an active dependency.
TransitionAnd finally, we have automatic dependencies. These are unique because they happen, as the name implies, automatically. The product or service is designed so that as one thing changes, the product automatically changes by itself without some intervening third-party element to make that change.
Transition sunglasses are one of the best examples of an automatic dependency. As the brightness of the light changes, the lens automatically darkens in response to that change.
Products that have this type of dependency seem almost smart. They know when it’s appropriate to change in response to some other variable, either an internal or external. The consumer doesn’t have to do anything because the product does it all by itself.
How do you know which type of dependency to use? It depends on a lot of factors such as how much convenience you want to deliver to the customer. Is it technically feasible to create a particular dependency? For example, your engineers might be able to make a mixing bowl that automatically expands as you put more things in it. But that also adds a lot of cost and complexity. It’s probably a lot easier for the customer just to grab the right size bowl to make a cake.
It also depends on how much control you may need in a situation. Do you want the customer or another person making the change? Look back at the happy hour example. You could create a cash register that automatically adjusts the price of drinks based on the time of day. The bartender wouldn’t have to think about. You would have complete control over the prices throughout the day.
Passive, active, and automatic. That’s three ways to give your customers very cool products with the Attribute Dependency technique.

Structural Fixedness: A Barrier to Creativity

Published date: October 19, 2015 в 3:00 am

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Imagine you’re driving down the highway, and you notice a flag waving in the distance. But something’s not right. The flag is upside down. You’d notice it right away because it’s not in its usual position that you have seen hundreds of times before.
We all have this tendency to notice things that are out of order. We have an innate sense of how things are structured, and it helps us make sense of the world around us. But this sense of structure is also a barrier to creativity. Here’s an example:
Take a look at this and tell me, which is the odd one out? Do you see it?
1) 17
2) 19
3) 13
If you’re like most people, you selected one of the three numbers you see here: 17, 19, or 13.
But I want you to step back from the problem and see it in a different light. Now, I want you to consider all the numbers on the page, including the ones on the left side – 1, 2 and 3.
Now, out of these six numbers, which one is the odd one out? You should have no difficulty seeing that the number 2 is the only even number on the page. It’s truly the odd one out.
But why do people have such a difficult time seeing the number 2 as part of the set of numbers? It’s because we all have another type of fixedness called structural fixedness. Like functional fixedness, it’s a cognitive bias. It blocks us from considering other structures than what we’re used to.
Look back at our list of numbers. We’re so used to seeing a list with numbers and parenthesis that we treat the numbers behind the parenthesis differently. We have this structure so fixed in our mind, we don’t consider other configurations.
Structural fixedness makes it hard to imagine different configurations of a product or service that could deliver new benefits to the marketplace. This type of fixedness is a big concern with services and processes, because they tend to happen in a fixed sequence, one step after another. Without a way to break fixedness, we’re prevented from seeing new creative options.
The good news is that you can break structural fixedness just like you do functional fixedness. You do it with one of the five techniques of Systematic Inventive Thinking.
One in particular, the Division Technique, is your tool of choice.
 
 
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BD Named 2015 Outstanding Corporate Innovator Winner by Product Development and Management Association

Published date: October 12, 2015 в 3:00 am

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The Product Development and Management Association (PDMA), the premier global advocate for product development and management professionals, announced today that it has awarded the 2015 Outstanding Corporate Innovator (OCI) Award to BD (Becton, Dickinson and Company) (NYSE: BDX).
BD’s focus on innovation has provided a framework to integrate the business, make acquisitions and coordinate actions vertically, from the top through operating levels of the company.
The OCI Award is the only innovation award which recognizes sustained (five or more years) and quantifiable business results from new products and services. Including BD, there have been 52 organizations to be granted the OCI Award over the course of its 25 year history. Past winners have included, DuPont, Merck, FedEx, Harley Davidson, Starbucks and Xerox.
Dr. Ellen Strahlman, Executive Vice President of Research & Development, and Chief Medical Officer at BD will deliver a presentation outlining their processes for achieving their sustained innovation success at the PDMA 2015 Annual Conference, being held Nov. 7-11 in Anaheim, Calif.
“The OCI Committee believes that the corporate commitment to innovation at BD, its new product development practices and its results are worthy of PDMA’s highest form of recognition,” said Suzanne Thompson, Chair, OCI Selection Committee and Vice President R&D, Diversey Care at Sealed Air. “We were impressed by BD’s transformation journey and focus on creating a culture of innovation. BD has created unique practices and processes that others can learn from.”
“BD’s strategy is simply to apply technology and clinical knowledge to make healthcare more effective, efficient and safe; and our global innovation system is designed to support this strategy,” said Dr. Ellen Strahlman, Executive Vice President of Research & Development, and Chief Medical Officer at BD. “We are honored to receive this prestigious recognition that validates the relentless corporate commitment to innovation and the hard work of thousands of BD associates over many years in bringing new health innovations to the market. Our goal is to ensure that our innovations reach every patient around the world who needs them most, to save and improve their lives.”
The 2015 OCI Award will be presented to BD at the annual OCI Awards ceremony on Nov. 10 during the PDMA Annual Conference.
For more information about PDMA’s OCI Award, visit www.pdma.org/OCIaward.
About PDMA
Founded in 1976, the Product Development and Management Association (PDMA) is the premier global advocate for product development and management professionals. Its mission is to improve the effectiveness of individuals and organizations involved in the integrated activities related to all areas of product development and management.
PDMA is the only organization that focuses on addressing this challenge by bringing together academics, professionals and solution providers in a community driven to accelerate the contribution innovation makes to the economic and professional growth of people, businesses and societies around the world. To learn more, visit www.pdma.org.
About BD
BD is a leading medical technology company that partners with customers and stakeholders to address many of the world’s most pressing and evolving health needs. Our innovative solutions are focused on improving medication management and patient safety; supporting infection prevention practices; equipping surgical and interventional procedures; improving drug delivery; aiding anesthesiology and respiratory care; advancing cellular research and applications; enhancing the diagnosis of infectious diseases and cancers; and supporting the management of diabetes. We are more than 45,000 associates in 50 countries who strive to fulfill our purpose of “Helping all people live healthy lives” by advancing the quality, accessibility, safety and affordability of healthcare around the world. In 2015, BD welcomed CareFusion and its products into the BD family of solutions. For more information on BD, please visit www.bd.com.

A Journey of Rediscovery: How Adidas Uses the Past to Innovate

Published date: October 5, 2015 в 4:00 am

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How does a company cope with change? It’s a question that looms large for many executives who are struggling to keep up with the breakneck pace of business. Those who fail to answer it may face loss of market share, or, in extreme cases, financial ruin. All too often, companies respond to these pressures by fixating on the future, not realizing that their greatest strength could be hidden in their past.
In the case of Adidas, founded in 1924 managers, innovators, and designers pore over company history, discuss its relevance, and determine what to discard and what to keep. In a process full of both continuity and change, they reach back to the lessons of the past and stretch forward to adapt to the changing needs of athletes and consumers. The results speak for themselves: Adidas has transformed itself from a consistent loss maker in the late 1980s and early 1990s to a brand with a market cap of US$17.1 billion.
In 1989, with the company at a crossroads, then CEO René Jäggi decided to invite two ex-Nike managers, Peter Moore and Rob Strasser, to visit Adidas. Moore had been creative director of Nike and the designer of the Air Jordan brand, and Strasser had been Nike’s marketing director.
Moore and Strasser believed that over the years since company founder Adi Dassler’s death in 1978, Adidas had lost confidence. Consequently, instead of looking to its own capabilities, the company was foundering and looking over its shoulder at Reebok (a brand that Adidas would acquire in 2005) and Nike. This, Moore and Strasser believed, was a mistake. A brand like Adidas had to lead, not chase. Free of cultural blinders, Moore and Strasser used the marketing skills they had developed at Nike to draw selectively from Adidas’s history. Initially as consultants and then as the creative director and CEO of Adidas America, respectively, they defined a new strategy and approach to innovation that guides the company to this day.
In looking to Adidas’s past, Moore and Strasser recognized two unique capabilities. First, they saw that the core of the company had been Adi Dassler’s hands-on approach to innovation — his philosophy of industrialized craftsmanship. Dassler’s closeness to athletes and his intimate understanding of their needs had created a stream of innovative products that enhanced athletic performance. When the company lost its connection to athletes, quality suffered.
Moore and Strasser recommended renewing Dassler’s approach, and developed a new product line called Adidas Equipment. For Equipment, which was launched in 1991 and later evolved into Adidas Performance, Moore and Strasser created branding rules that emphasized product quality. For example, they placed restrictions on the color, sizing, and placement of the logo, and initially even on the colors of the shoes themselves. They wanted consumers to focus on the quality of the shoe, and not be distracted by other features. They wanted to make the product the hero, just as Dassler would have done. “The idea of Equipment was that it was a model that you could build the whole company around,” Moore told us. “The model was to go back to what Dassler had tried to do all his life, which was to make the best products for the athlete to compete in.” Reconnecting in this way was emotionally uplifting — especially for those who had worked with Dassler — and helped restore employees’ confidence. Today, Performance represents the core of the Adidas brand and accounts for more than 75 percent of its sales.
Second, Moore and Strasser understood that Adi Dassler’s approach to design, which emphasized functionality over style, had created a portfolio of timeless, authentic shoe designs. The shoes were no longer cutting-edge in terms of their athletic performance (the technology had moved on), but they had a strong emotional appeal, especially in the burgeoning street-wear market epitomized by the Adidas-wearing hip-hop group Run DMC and its fans.
Adidas had struggled to create a leisurewear line, but it seemed the company unknowingly already had one. In a brief memo to the Adidas board, Moore set out the idea for a new brand of street-wear shoes. The suggestion was to take some key models from the past and modernize the quality, comfort, and fit. Rather than blurring the clarity of Equipment, Adidas recognized that this new line should have a separate name, “Originals,” and a distinctive presentation. As a testament to the success of the approach, Originals is now a $2.8 billion business. All of the shoes selected for updating at the launch of the initiative are still produced today, including the Stan Smith tennis shoe, 60 million pairs of which have been sold.
Although Adidas looks to its past, it doesn’t live in it. Adidas is not simply a retro brand reworking old models. Rather, it uses its capabilities alongside insights into consumer behavior to create contemporary and innovative products. Embracing its history doesn’t mean being limited by it. It means being innovative in ways that are in line with the capabilities that were developed from the beginning.
It’s an important lesson for companies facing rising competition and uncertainty, and wondering how to distinguish their brand. The answer may be hiding in plain sight. Look beneath the surface to uncover the deeper insights that have driven innovative thinking before, and then think about how to integrate them into the company’s strategies. As Dassler himself once wrote, “Come to work every day as if it were the first time. This will prevent you being blinded by routine.” The past should be a source of inspiration, not constraint. It should be used selectively when it has the potential to add value.
 
See also “The History Behind Adidas’s Success – In Pictures” for a visual look into Adidas’s past.
Adapted and reprinted with permission from “How Adidas Found Its Second Wind” by Nicholas Ind, Oriol Iglesias, and Majken Schultz from the Autumn 2015 issue of strategy+business. © 2015 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. www.strategy-business.com
Author Profiles:

  • Nicholas Ind is an associate professor at Oslo School of Management.
  • Oriol Iglesias is an associate professor at ESADE Business School in Barcelona, and director of the ESADE Brand Institute.
  • Majken Schultz is a professor at Copenhagen Business School.

Innovation Sighting: The Task Unification Technique for Young and Old

Published date: September 28, 2015 в 3:00 am

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The Task Unification Technique is great because it generates novel ideas that tend to be novel and resourceful. It’s one of five techniques in the SIT Innovation Method.
Task Unification is defined as: assigning an additional task to an existing resource. That resource should be in the immediate vicinity of the problem, or what we call The Closed World. In essence, it’s taking something that is already around you and giving an additional job.
Here are two great examples, one about a very young person and the other about a new and nifty device for old people. I love both of them:


To get the most out of the Task Unification technique, you follow five basic steps:
1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.
2. Select a component from the list. Assign it an additional task, using one of three methods:

  • Choose an external component and use it to perform a task that the product accomplishes already
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function

3. Visualize the new (or changed) products or services.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide the new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it viable?
 

Innovation That Shapes Who We Are

Published date: September 21, 2015 в 9:35 am

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When you try on a new piece of clothing, like a shirt or a new jacket, what do you see when you look in the mirror? If you’re like most consumers, you’re not looking at the clothing. Rather, you’re looking at yourself and thinking about how that new clothing fits the image of the person you are or want to become.
As a innovator, you need to understand this very important aspect of consumer behavior called personality. Your customers are complex, and their mental make-up affects everything they do in terms of shopping, buying, and using your products.
Personality is the collection of individual traits and characteristics that make each of us unique. Now the study of personality is highly complicated with many different theories and approaches. But for innovators, one personality factor you must understand is known as the self-concept. Self concept is a person’s ideas and feelings about himself or herself. We live our lives shaping and influencing it.
Each of has more than one concept of ourselves. The real image is how people actually see you. Your self image is how you see yourself regardless of how others view you. And your possible self is what you aspire to become one day. It’s like an ideal self image. Possible self also goes the other direction. Sometimes we hold an image in our head of what we want to avoid becoming. For example, we want to avoid becoming a bad parent or friend.
These self images can change depending on where we are and who we’re with. Your self image might be a lot different at home with your family than it is at work, for example.
As a innovator, you can use these self images in several ways. First, you can build products and services that help people enhance one of these images. Research shows people try to influence most how others see them, so people buy products that are impressive to others. An innovation method like SIT, for example, can be used to point you in this direction. The Task Unification Technique in particular can be deployed in a way that forces you to seek benefits related to the consumer’s self image.
Or, you can appeal to how customers see themselves in their own eyes. If they consider themselves very handy around the house, you can offer tools and other products that help them be great at it. If you want to appeal to customers striving to get ahead in life, you can offer self improvement products and services that let people pursue their dreams.
The self concept is also a very useful way to perform market segmentation. Segmentation is grouping people around at least one common characteristic. A particular type of self image could serve as a way to segment and target customers in your marketing plan.
Finally, innovators need to understand their customer’s self image so they can appeal to it in communications such as advertising or product packaging. Let’s go back to our handyman example. If you wanted to reach this target audience, you would show a commercial featuring a handyman at work using your inventions and doing a great job with it. All the handymen out there will identify with the commercial because it’s telling us that your products will reinforce my self concept as a handy person.
People consume products and services to make themselves happy, and a big part of that is feeling happy about who you are. Innovators don’t just create products. They help consumers shape the person inside. And that’s a very special role.
 

Innovative Thinking to Control Healthcare-Associated Infections

Published date: September 14, 2015 в 3:00 am

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On any given day, it’s estimated that 1 in 25 hospital patients in the U.S. has at least one healthcare-associated infection (HAI), according to the Centers for Disease Control and Prevention. That includes pneumonia; gastrointestinal illness; or infections of the urinary tract, bloodstream or surgical site.
Sadly, despite enormous resources aimed at preventing the problem, HAIs continue to result in infection and even death. Moreover, HAIs cost the U.S. healthcare system an estimated $35 billion annually, making it one of the biggest challenges facing hospital chief executive officers. Clearly, a new way of thinking about HAIs is needed.
Finding new, innovative ways to address a confounding problem like this is difficult, especially if hospitals continue to seek solutions using outdated, “think-outside-the-box” methods like brainstorming. Fifty years of research shows brainstorming doesn’t work. Not only does it actually kill good ideas, but it disproportionately eliminates the very best ones.
Instead, hospitals need to employ more powerful, structured methods of innovating. One proven approach is Systematic Inventive Thinking (SIT). To use SIT, hospitals must retrain the way they look at the problem.
Most people believe innovation begins by establishing a well-defined problem and then thinking of ways to solve it. SIT works in the opposite way. Innovators use SIT to work backwards to take an abstract, hypothetical solution and find a problem that it can solve.
Psychologist Ronald Finke first reported this in 1992 when he recognized there are two directions of thinking: problem-to-solution and solution-to-problem. Finke discovered people are actually better at searching for benefits for given configurations (starting with a solution) than at finding the best configuration for a given benefit (starting with the problem).
To create hypothetical solutions that can lead to problem-solving, SIT follows a set of given patterns. In fact, for thousands of years, innovators have used these five simple patterns in their inventions, usually without even realizing it.
The five patterns are: subtraction, task unification, division, attribute dependency and multiplication. These patterns are embedded into products and services almost like DNA. They regulate thinking and channel the ideation process in a structured way that makes people even more creative.
As an example, consider how to apply the task unification pattern to HAI prevention. Task unification is defined as assigning an additional job to an existing resource. It’s a useful technique to help break the natural tendency toward functional fixedness, a cognitive bias that prevents us from seeing opportunities outside what’s expected.
To use task unification, make a list of components and resources within a hospital. The component
list would include things like:

• Board of trustees
• Hospital management team
• Doctors
• Nurses
• Technologists
• Radiology department
• Laboratory
• Rehabilitation
• Pharmacy
• Admissions
• Discharge
• Patient records
• Finance
• Marketing
• HR
• IT
• OR
• Patient rooms
• Nursing stations

Each component or resource should then be given the additional job of how it could break the chain
of infection associated with HAIs.
For example, imagine the admissions department has the additional job of eliminating infections through the portal of entry via the patient’s eyes. It sounds crazy at first, but at this stage, the job is to simply ask, what would the benefit be? Could the admissions team identify patients who might be more susceptible to eye infections? Could they administer eye drops at the time of admission to reduce infections? Could they give patients eye protectors or instructions on how to avoid eye
infections?
Given the admissions department is the first stop of a hospital visit, this idea might have value.
Creating hypothetical solutions may result in a seemingly ridiculous combination of possibilities. But don’t be dissuaded! SIT is intended to reveal a steady stream of plausible ideas.
Now try using the subtraction pattern. Subtraction is defined as removing an essential component and replacing it with something else.
Like before, make a list of components of some aspect of HAI management, then systematically subtract one at a time to see the possibilities for unique and innovative replacements.
For this exercise, apply subtraction to ICU information monitoring. The components of this activity
include:

• Gathering infection data
• Recording data
• Analyzing data
• Reporting data
• Tracking patient locations
• Assessing impact of staff activity on infection outcomes
• Monitoring antibiotic resistance
• Monitoring antibiotic prescribing patterns

Select one of these components randomly from the list and consider the possibilities if that component were removed and replaced with something else. For example, imagine removing monitoring antibiotic prescribing patterns.
It may seem absurd at first. But what if another component of the hospital, such as the pharmacy or finance department, was responsible for this activity? Would that department be able to analyze it from an inventory or cost approach that added value to the overall program? What if drug companies monitored this for their antibiotic products as a value-added service? Would this reveal better practices and uses of their products?
Management and control of HAIs is an intensive, widespread activity for healthcare systems. By narrowing the scope of these activities and applying systematic creativity techniques to each one, hospitals can discover new, never-before-considered ideas to address this pervasive challenge.
 
(This article first appeared in Managed Healthcare Executive, September 1, 2015)

Thinking Creatively: How Deadlines Encourage Inside-the-Box Ideas

Published date: September 8, 2015 в 9:57 am

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Taylor Mallory Holland at Content Standard wrote this insightful article how tight deadlines can have both a positive and a negative affect on creativity.
From her article:

Dr. Richard Boyatzis, a professor of organizational behavior, psychology and cognitive science, explained his team’s findings to The Wall Street Journal:
The research shows us that the more stressful a deadline is, the less open you are to other ways of approaching the problem. The very moments when in organizations we want people to think outside the box, they can’t even see the box.

Taylor offers the following advice on how find the right balance:

Ditching deadlines isn’t the answer, nor is sacrificing quality for the sake of speed. But how do we find a happy medium?
For leaders in creative fields, the lesson here is to set flexible deadlines whenever possible—to leave some wiggle room in case good ideas take longer than planned. Consider breaking large projects into smaller tasks with their own deadlines. This not only prevents last-minute stress and overwhelm for workers; it also gives you good opportunities to check in and to offer support and feedback.
As Laura Vanderkam points out in her Fast Company article, it also helps to know your team members and set expectations for individuals. She says that while some people are good at meeting deadlines, “Others need more hand-holding and frequent check-ins. They’re not bad people, they’re just different people. Good management means getting to know the people you’re working with, and using deadlines as one tool in your kit for getting good work out of them in a timely fashion.”
While an understanding and flexible boss is certainly an asset for creative workers, individuals must also take responsibility for getting the job done—for thinking as creatively and as quickly as possible. This requires commitment and proper planning so we can give ourselves the time we need, rather than rushing at the last minute and stressing ourselves to the point of writer’s block. It also means learning how to get in the “creative thinking” zone when we need to be productive, not just when the moment strikes.
For scientifically-proven ways to be innovative and efficient, read “7 Productivity Tips to Boost Creativity on a Deadline.”
 
 

Innovators: Beware the Hindsight Bias

Published date: August 31, 2015 в 3:00 am

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Imagine you’re testing a new innovation to see if it can work for your business. You’ve been told by experts that there’s only a 20% chance that it’ll work in your situation. But, something inside tells you it might work. You say, hey, it’s worth a try. Let’s go ahead.
Sure enough, it works! You’re thrilled, and you so say “I knew it all along!” This is good news, and you know that your boss is going to love it, too. So you rush in and sell the idea to the boss and the rest of the team.
Everyone’s excited about the roll out of the new concept. You’ve spent a lot of time and money, and today is the big day. Then, the unthinkable happens. It doesn’t work. How could that be. You try it again, no good. You keep trying it over and over. It works a few times, but for the most part, nothing.
When you look back at all your attempts to use the concept, you realize that it worked…only 20% of the time, exactly what the experts told you.
So what happened here? You were guilty of a bias that we all have called The Hindsight Bias. Hindsight bias, also known as the “knew-it-all-along effect”, is the inclination to see events that have already occurred as being more predictable than they were before they took place. Hindsight bias causes you to view events as more predictable than they really are. After an event, people often believe that they knew the outcome of the event before it actually happened.
Hindsight bias can cause memory distortion. Because the event happened like you thought it would, you go back and revise your memory of what you were thinking right before the event. You re-write history, so to speak, and revise the probability in hindsight. Going forward, you use that new, higher probability to make future decisions. When in fact, the probabilities haven’t changed at all. That leads to poor judgement.
Hindsight bias can make you overconfident. Because you think you predicted past events, you’re inclined to think you can see future events coming. You bet too much on the outcome being higher and you make decisions, often poor ones, based on this faulty level of confidence.
To avoid hindsight bias, keep these pointers in mind:

  • First, the future is not predictable. When you start to think you can predict it, remember, everyone else thinks they can too. Someone is always wrong.
  • Make decisions based on what the data says is likely to happen, not based on what you think is going to happen.
  • If you make a prediction, and that prediction comes true, don’t revise the odds because of the outcome. The probabilities haven’t changed.
  • Finally, always lay out a plan of action before you start any initiative. Include in that plan any data or expert advice about possible outcomes for the initiative. That’ll help keep you honest at those times when you think you have a magic crystal ball.

What Consumers Must Learn to Adopt New Innovations

Published date: August 24, 2015 в 3:00 am

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Think about the last time you bought a car or perhaps a computer. Now, think about the next time you’ll buy one of those items. Are you going to do it exactly the same way as before? If you’re like most consumers, the answer is probably not. That’s because you learned some things from the first experience that will improve your purchasing behavior on the next experience. That’s especially true with new, innovative products.
As a marketer, you need to understand how people learn about being a consumer and what they do with that knowledge once they learn it. Marketers can play a key role in helping consumers be better at it. After all, we’re not born to be consumers. Consumer behavior is something we have to learn if we ever want to buy products and services.
Let’s look at what consumers have to learn. First, they need to have at least general product knowledge before they’ll buy it. Think about buying a car. Most people have no idea how a car’s engine works, but they certainly know how to drive a car, what kinds of features they might expect, and how a car handles on the road. Over time, they gain more knowledge about cars and how they work, how to maintain them, and so on.
Consumers also need to have brand knowledge. The starting point for learning about brands is basic awareness. That means that you’ve heard of it and may recognize its logo, but you don’t know much about it. But over time, as you learn more about it, you begin to associate certain characteristics with it. Eventually, you know a lot about the brand and its core brand promise. Try this. Write down on a piece of paper all the brands of automobiles that you can recall. Now, beside each brand, write down what it stands for and write at least one characteristic about it. You should see pretty quickly that your knowledge of brands varies quite a bit. That’s typical of most consumers.
Next, consumers have to have purchasing knowledge. That means they have to know how to buy the product, where to buy, and what it’ll cost in terms of the pricing and other factors like financing. It may seem obvious, but the first time you buy something, you have to learn these factors. If I told you to go out and buy a piece of medical equipment for treating gall bladders, you’d have to do a lot of research unless you’re a medical professional now.
Once a consumer buys something, they have to have consumption knowledge. That means they have to learn how to use a product to get the full benefits from it. It also might include learning how to maintain the product or even dispose of it. Think about buying a new car. If you’re like me, it takes quite a while to learn all about the new features and benefits of today’s cars. With an owner’s manual this thick, I still don’t use many features of my new car. For marketers, this is important because it may lead the consumer to think they’re not getting their money’s worth if they’re not using a product to its fullest potential. You want your customers to be satisfied, so you have to make sure they learn the right way to consume your product.
Finally, consumers need to have self-knowledge. It may sound obvious, but the more a person knows about their personal tastes, their preferences, and their strengths and weakness, the more effective they’ll be at buying products and services that satisfy their needs.
As a marketer, you’re really an educator. And your students? Those are your customers. The more you can help them learn these factors, the more successful you’ll be at satisfying them.
 
 
 

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