We have been busy with the launch of Club Soda Guide, our listings site for the best licensed venues for mindful drinkers. A post at NudgingPubs tells the story in terms of innovation for and behaviour change with pubs.
Over at the Guide website, I put together suggestions for pub crawls in the City and Hackney in three blog posts: Shoreditch and Old Street pub crawl routes, Dalston and Stoke Newington pub crawl routes, and City of London pub crawl routes. There is still a couple of these to follow in the next few weeks.
It shouldn’t come as a surprise that psychological studies on “priming” may have overstated the effects. It sounds plausible that thinking about words associated with old age might make someone walk slower afterwards for example, but as has been shown for many effects like this, they are nearly impossible to replicate.
Now Ulrich Schimmack, Moritz Heene, and Kamini Kesavan have dug a bit deeper into this, in a post at Replicability-Index titled “Reconstruction of a Train Wreck: How Priming Research Went off the Rails”. They analysed all studies cited in Chapter 4 of Daniel Kahneman’s book “Thinking Fast and Slow”. I’m also a big fan of the book, so this was interesting to read.
I’d recommend everyone with even a passing interest on these things to go and read the whole fascinating post. I’ll just note the authors’ conclusion: “…priming research is a train wreck and readers […] should not consider the presented studies as scientific evidence that subtle cues in their environment can have strong effects on their behavior outside their awareness.”
The irony is pointed out by Kahneman himself in his response: “there is a special irony in my mistake because the first paper that Amos Tversky and I published was about the belief in the “law of small numbers,” which allows researchers to trust the results of underpowered studies with unreasonably small samples.”
So nobody, absolutely nobody, can avoid biases in their thinking.
I was asked to write a guest blog to University College London Centre for Behaviour Change‘s Digi-Hub. My brief was to talk about collaboration between businesses and academia, in particular from the point of view of a small startup company like Club Soda.
My post, which is part of a longer series of guest blogs, deals with evidence, evaluation, and the tension that working across organisational boundaries can create.
You can read the post here.
I was asked to write something for the Society for the Study of Addiction about our Nudging Pubs work in changing the behaviour of pubs and bars.
My guest post was on the two theoretical foundations of our project: a taxonomy of behaviour change tools, and a typology of nudges. The first is a UCL-led project, the second is from Cambridge University’s Behaviour and Health Research Unit.
Read the post at SSA’s website.
It’s been a bit beery recently. First, I wrote for the Club Soda blog about the low and no alcohol beers available in Finland. Things have moved on while I’ve been away, and the choice is really rather good these days, and the taste (mostly) very pleasing too.
And last week, for Nudging Pubs, I had a quick look at the number of lower alcohol beers on offer at the Great British Beer Festival, CAMRA’s annual real ale and cider celebration. In this case, I wasn’t very impressed…
I wrote a guest blog for London drug and alcohol charity Blenheim CDP on behaviour change techniques (BCTs), in particular about the BCT taxonomy from UCL. Read the blog here.
No, not burglary. Digital Catapult had a half-day event on “NHS: The Procurement Minefield” last Monday. The first speaker was Mahiben Maruthappu from NHS England, who listed six big challenges for the NHS, or things that are needed more of: prevention, innovation, self-care, breaking silos and scaling, IT interoperability, and making the financial case. (Most of these sound like they would fit any major organisation really…)
He then listed three focus areas: organisational change to handle new kinds of services and local innovations (no surprise there!), combining innovations to achieve synergies, and achieving national scale. In terms of medical issues, diabetes, cancer and mental health are the three big priorities for the next ten years.
The other speakers weren’t as interesting to my ears, but the panel discussion towards the end had some good nuggets. For example, in answer to a question about how best to get into the NHS as a new service provider, the answers included having inside knowledge, “talking clinical” (i.e. not just business and tech), having a global view, and being adaptable and having perseverance (expect that anything will take years…). Someone even called the NHS “the hardest market to crack”, and recommended going direct to consumers, even if you then have to go to the US and Australia.
Some food for thought there, though mostly confirming the impression I’ve already got from other health and medical startups about the difficulties involved in working (or trying to work, to be more precise?) with the UK national health care system.