How to Motivate People to Do Good for Others: Erez Yoeli (Transcript)

Research scientist Erez Yoeli’s TED Talk Transcript titled “How to Motivate People to Do Good for Others.”

Erez Yoeli – TRANSCRIPT

How can we get people to do more good, to go to the polls, give to charity, conserve resources, or even to do something as simple as washing their mugs at work so that the sink isn’t always full of dirty dishes?

When I first started working on this problem, I collaborated with a power company to recruit customers for a program that prevents blackouts by reducing energy demand during peaks. The program is based on a tried-and-true technology.

It’s one the Obama administration even called “the cornerstone to modernizing America’s electrical grid.”

But, like so many great technological solutions, it has a key weakness: people. People need to sign up.

To try to get people to sign up, the power company sent them a nice letter, told them about all the program’s benefits, and it asked them to call into a hotline if they were interested. Those letters went out, but the phones, they were silent.

So when we got involved, we suggested one small change.

Instead of that hotline, we suggested that they use sign-up sheets that they’d post near the mailboxes in people’s buildings. This tripled participation.

Why?

Well, we all know people care deeply about what others think of them, that we try to be seen as generous and kind, and we try to avoid being seen as selfish or a mooch.

OBSERVABILITY

Whether we are aware of it or not, this is a big part of why people do good, and so small changes that give people more credit for doing good, those changes can make a really big difference.

Small changes like switching from a hotline, where nobody will ever find out about your good deed, to a sign-up sheet where anyone who walks by can see your name.

In our collaborations with governments, nonprofits, companies, when we’re trying to get people to do more good, we harness the power of reputations. And we have a simple checklist for this.

And in fact, you already know the first item on that checklist. It’s to increase observability, to make sure people find out about good deeds.

Now, wait a minute, I know some of you are probably thinking, there’s no way people here thought, “Oh, well, now that I’m getting credit for my good deed, now it’s totally worth it.”

And you’re right. Usually, people don’t.

Rather, when they’re making decisions in private, they worry about their own problems, about what to put on the table for dinner or how to pay their bills on time. But, when we make their decision more observable, they start to attend more to the opportunity to do good.

In other words, what’s so powerful about our approach is that it could turn on people’s existing desire to do good, in this case, to help to prevent a blackout.

Back to observability I want to give you another example. This one is from a collaboration with a nonprofit that gets out the vote, and it does this by sending hundreds of thousands of letters every election in order to remind people and try to motivate them to go to the polls.

We suggested adding the following sentence: “Someone may call you to find out about your experience at the polls.”

This sentence makes it feel more observable when you go to the polls, and it increased the effect of the letter by 50%. Making the letter more effective reduced the cost of getting an additional vote from $70 down to about $40.

Observability has been used to do things like get people to donate blood more frequently by listing the names of donors on local newsletters, or to pay their taxes on time by listing the names of delinquents on a public website.

What about this example? Toyota got hundreds of thousands of people to buy a more fuel-efficient car by making the Prius so unique that their good deed was observable from a mile away.

All right, so observability is great, but we all know, we’ve all seen people walk by an opportunity to do good. They’ll see somebody asking for money on the sidewalk and they’ll pull out their phones and look really busy, or they’ll go to the museum and they’ll waltz right on by the donation box.

Imagine it’s the holiday season and you’re going to the supermarket, and there’s a Salvation Army volunteer, and he’s ringing his bell.

A few years ago, researchers in San Diego teamed up with a local chapter from the Salvation Army to try to find ways to increase donations. What they found was kind of funny.

When the volunteer stood in front of just one door, people would avoid giving by going out the other door.

Why?

Well, because they can always claim, “Oh, I didn’t see the volunteer,” or, “I wanted to get something from over there,” or, “That’s where my car is.” In other words, there’s lots of excuses.

ELIMINATE EXCUSES

And that brings us to the second item on our checklist: to eliminate excuses.

In the case of the Salvation Army, eliminating excuses just means standing in front of both doors, and sure enough, when they did this, donations rose.

But that’s when things got kind of funny, even funnier. The researchers were out in the parking lot, and they were counting people as they came in and out of the store, and they noticed that when the volunteers stood in front of both doors, people stopped coming out of the store at all.

Obviously, they were surprised by this, so they decided to look into it further, and that’s when they found that there was actually a third, smaller utility door usually used to take out the recycling — and now people were going out that door in order to avoid the volunteers.

This teaches us an important lesson though. When we’re trying to eliminate excuses, we need to be very thorough, because people are really creative in making them.

All right, I want to switch to a setting where excuses can have deadly consequences.

What if I told you that the world’s deadliest infectious disease has a cure, in fact, that it’s had one for 70 years, a good one, one that works almost every time? It’s incredible, but it’s true. The disease is tuberculosis.

Pages: 1 | 2 | Single Page View