Design theory: improving service with behavioral knowledge

Industrial engineering often focuses on the efficiency improvement of service, production and logistics system, and it is easy to ignore the influence of different process design on user's psychology. In fact, when users evaluate services, they ignore reality and are based on subjective perception (perception is reality). Therefore, when designing a service, you should consider the problem from both behavioral and psychological perspectives. Even without service, knowing some basic knowledge will help conducting.

First of all, let me introduce some behavioral knowledge related to service:

1. Sequential effect (Sequence effects)
A. When people recall experiences, they only recall fragments, not all the details. Generally speaking, the following factors have a great impact on people's memories: the development trend of emotions, emotions, the highest and lowest, the end. (Some scholars think that the beginning is also very important, but generally acknowledged that its importance is far weaker than the end)

B. People generally enjoy the experience of multiple, continuous progress.
A lot of progress: in gambling, winning two consecutive times 5 yuan is more enjoyable than winning 10 dollars a day.
Continuous progress: People prefer a chicken-tail leopard--even if the average score is better than the latter.

2. Process effect (duration effects)
There are many mysteries about the process, but generally the following facts are universally acknowledged:

A. When people are involved in doing something, they don't care how much time they spend.
(So I only focus on time when I'm studying----B)
B. When people are concerned about the passage of time, they tend to overestimate the time spent.
(Next time you use the microwave for hot milk, you can try to guess how long it will be before it finishes)
C. When a process is divided into small sections, people think that the process is longer.
(compared to a dance show that only goes up and down, people think that the same time but the performance of 4 acts is longer)
D. People generally do not notice the length of time unless it is too far away from expectations. The pleasant parts of the process and the order of their occurrence have a greater impact on the evaluation of services than how much time they spend.
(such as at Disney Line, although may have to queue for half an hour or even one hours to play 5 minutes, but very few people because of the line to complain)

3. Inference effect (rationalization effects)

People love to find the reason, if there is no ready-made explanation for a phenomenon, people would rather fabricate one. This is called counterfactual thinking by the behavioral scientists, in fact, is guess about.
Similarly, people's guess about process has several characteristics:

A. They generally believe that the cause of the matter is independent, not continuous or mutually affected.
B. It is generally recognized that the cause of the accident is a departure from the daily behaviour of the people.
C. People generally believe that mistakes are caused by human beings, not by the system.

For example, even if they know that a computer error leads to the wrong account, they will complain that the salesman is not working. Don Norman also found that when users make mistakes, they tend to boil down to being too stupid and not product-design unreasonable.

Based on these effects, Richard Chase and Sriram Dasu in their article "Want to Perfect your company" service? The use of behavioral science "in the proposed several laws.

1. Leopard tail (finish strong)
The end of the experience is very important to the user, if your entire service is terrible, then put the limited resources to the end of it. A simple example: Malaysian Airlines and other companies have no advantage over hardware or software, so they decide to send someone to help passengers when they pick up their baggage at the end of the trip-and thus greatly increase the customer's evaluation of the airline.

2. Premature death (get the bad experiences out of the way early)
"Leopard tail" emphasis is to strengthen the service of a certain step, and "premature death early" emphasis on the order of service, if some services are not improved, in the case of the people are not forced, as far as possible forward.

Examples of life: Often people ask, a good news, a bad news, want to listen to which first. Remember the next time, or first say bad news. (It's also good to ask, of course, because when people have a choice, they feel more in control and have a better experience; and they feel depressed because of their own reasons, so they don't get too angry with you).

Another negative example: 1984 wrote that when the British society announced the news, it first said rout the Oceania Army, and subsequently announced a reduction in the chocolate quota. In this way, the first Yang and then the violation of the early death of the law, if able to do it, publicity will be better

3. Spread happiness, focus on pain (segment the pleasure, combine the pain)
As I said before, people generally like to experience continuous progress, such as winning two consecutive 5 dollars. However, compared with two consecutive losses of 5 dollars, people generally prefer to lose 10 yuan a second. That's the truth.

A good example: Disney set a very short time for each item, which increases the number of people playing different projects, thus dispersing the happiness, and finally people feel a lot of fun one day. While it's hard to get the pain line together, they have a lot of ways to attract the attention of people in line.

Bad example: automatic wiring calls, it is extremely annoying to go through several steps to connect to the person you want to find. The solution is to minimize the number of steps.

4. More options (build commitment through choice)
As I said before, when people have a certain choice, even if the process is painful, because they feel more control, the feeling of pain will be reduced.

Interestingly, Professor Norman, in "The Psychology of waiting", said that queuing up in different lines often made customers unhappy. This is because on the one hand we always pay attention to the team faster than we ignore the slow, so the total feeling is not fair. On the other hand, if it is really unfortunate that a personal contribution takes a long time, the person behind the exclusion is too miserable. Thus, Norman encourages a team, multiple service terminals.
(But some banks have recently abolished this practice and returned to a number of queues, as they found that allowing customers to choose teller would make their experience better)

5. Establish and observe habits and rules
As previously said, "people generally think that the cause of the accident is due to a deviation from the daily behavior of people." For example, a person around a shortcut to the delivery, the result of the car stalled, the boss may feel that he took a detour to cause the accident. When the whole system has a set of habits and rules, people's sense of insecurity is reduced, and even if the rules are not perfect or optimized, users will feel much better.

The final Summary lists 5 guidelines:
1. Leopard tail (finish strong)
2. Premature death (get the bad experiences out of the way early)
3. Spread happiness, focus on pain (segment the pleasure, combine the pain)
4. More options (build commitment through choice)
5. Establish and observe habits and rules