Article by Ruth Schmidt and Katelyn Stenger: “…Designing for complexity also requires questioning assumptions about how interventions work within systems. Being wary of three key assumptions about persistence, stability, and value can help behavioral designers recognize changes over time, complex system dynamics, and oversimplified definitions of success that may impact the effectiveness of interventions.
When behavioral designers overlook these assumptions, the solutions they recommend risk being short-sighted, nonstrategic, and destined to be reactive rather than proactive. Systematically confronting and planning for these projections, on the other hand, can help behavioral designers create and situate more resilient interventions within complex systems.
In a recent article, we explored why behavioral science is still learning to grapple with complexity, what it loses when it doesn’t, and what it could gain by doing so in a more strategic and systematic way. This approach—which we call “behavioral planning”—borrows from business strategy practices like scenario planning that play out assumptions about plausible future conditions to test how they might impact the business environment. The results are then used to inform “roughly right” directional decisions about how to move forward…(More)”
