Start at the End: How to Build Products That Create Change
Apocryphal insights aren’t directly observed; they just seem to be common knowledge in your organization.
Matt Wallaert • Start at the End: How to Build Products That Create Change
such that her preexisting roles now incorporated that behavior because they already had the value.
Matt Wallaert • Start at the End: How to Build Products That Create Change
Beyond the cognitive preferences and habits of your population, you should also consider the cognitive environment in which your desired behavior occurs, as it can change the pressures and thus the interventions.
Matt Wallaert • Start at the End: How to Build Products That Create Change
if your outcome behavior is not the result of any of the motivations of the population, it is unethical.
Matt Wallaert • Start at the End: How to Build Products That Create Change
p-value is 0.2, that means there is a 20 percent chance I’m wrong (and the letter has no effect) and an 80 percent chance I’m right (and the letter changes behavior).
Matt Wallaert • Start at the End: How to Build Products That Create Change
ethical check based on two factors: what behavior we are changing and how we are changing behavior.
Matt Wallaert • Start at the End: How to Build Products That Create Change
“Far and away the best prize that life has to offer is the chance to work hard at work worth doing.”
Matt Wallaert • Start at the End: How to Build Products That Create Change
Values are like colored glasses, acting on our perception to modify how we process cues.
Matt Wallaert • Start at the End: How to Build Products That Create Change
This has a surprisingly important secondary benefit: reducing abrasion on both customers and employees.