How Designware Drives Behaviours
Intilecta's Designware levers are designed from the ground up to drive a particular human behaviour. As a result, change is 'designed in' and that behaviour in turn produces tangible business outcomes.
What Behaviour is generated? None. Tom decides that credit is under control because the total outstanding debt is less than the credit limit.
The same data presented using Behavioural Intelligence design principles provides Tom with a completely different insight and hence resulting behaviour.
Immediately Tom can see from the Credit lever that the customer is a regular payer (the vertical lines are an common distances from each other - highlighted here in
), however at the same time the lever shows that Tom’s organization is practicing inconsistent work patterns, exposing the company to risk (the Credit limit was not enforced for the middle peak – highlighted here in 
). Perhaps most significantly, the lever shows that the last payment appears to be a partial payment, after which the credit activity has stopped, highlighting a potential defection and possible company exposure (highlighted here in 
).
The net result from viewing the same data using a designware-led approach is a fundamentally different set of thought processes and behaviours, invoking a need to investigate further. The opportunity and business case justification for a designware led approach becomes clear when these types of decisions are being made across organisations on a daily, or even hourly basis with every employee making discrete business decisions that result in a sub-standard behaviour.
Each lever contains:
This makes it hard for managers to gain clarity and chart a direction.
Behavioural Intelligence believes in management control through transparency. Managers should already have the information so the request for information dialogue between Manager and subordinate can be minimized and the relationship transformed onto a plane for discussion and debate about constructive matters. In many cases the frustration in taken out of the relationship.
If a manager sees the same information his staff sees, there is less time spent presenting and challenging, more time coaching and action planning. Meetings shift from 'discovery' to 'action planning' and designware becomes the de-facto presentation standard for meetings (no more spin!)
Conversely, a transparency based approach to information can expose sub-standard and/or dis-engaged performers quickly. Viewed this way, Behavioural Intelligence provides a powerful mechanism for moving to an aligned and action-oriented work culture.
By understanding the interplay between what stimuli roles should have and, as equally important, which stimuli roles should not have, designware profiles can be quickly configured to align with newly defined organizational roles.
How Designware Works: A simple example
Tom is a sales person for a global company and wants to find out about the credit status of his most important customer from home. To obtain the information, he must firstly dial up from home, authenticate with the enterprise system, and navigate to the correct screen. Needless to say, this takes him some time.
What Behaviour is generated? None. Tom decides that credit is under control because the total outstanding debt is less than the credit limit.
The same data presented using Behavioural Intelligence design principles provides Tom with a completely different insight and hence resulting behaviour.
Immediately Tom can see from the Credit lever that the customer is a regular payer (the vertical lines are an common distances from each other - highlighted here in
), however at the same time the lever shows that Tom’s organization is practicing inconsistent work patterns, exposing the company to risk (the Credit limit was not enforced for the middle peak – highlighted here in ). Perhaps most significantly, the lever shows that the last payment appears to be a partial payment, after which the credit activity has stopped, highlighting a potential defection and possible company exposure (highlighted here in ).
The net result from viewing the same data using a designware-led approach is a fundamentally different set of thought processes and behaviours, invoking a need to investigate further. The opportunity and business case justification for a designware led approach becomes clear when these types of decisions are being made across organisations on a daily, or even hourly basis with every employee making discrete business decisions that result in a sub-standard behaviour.
Our Designware Building Blocks
Designware is made up of building blocks called "Levers". An individual lever drives a specific behaviour for a specific set of roles or individuals.Each lever contains:
- A Visualisation: the information presentation artefact, describing how to present the information, taxonomy and navigation, colours, standards, styles, any tooltips, options or controls for the user.
- An Associated Data Model: describes the data required to populate the visualization, relationships with other lever data, transformation rules and any data capture logic.
- Context and Usage: describing the intended role, the behaviours & outcomes the lever drives and the best-practice use of the lever.
"Each role within an organization will see only those levers that are relevant to them."
Each designware lever is accompanied by user specific data dimensions which ensure the user only sees what data they need to see - enhancing both the learning process and providing security built in from a data/corporate governance perspective.
Management Control Through Transparency
Taking a Designware-led approach changes the manager-subordinate paradigm. Typically these relationships are characterized by a restricted flow of information with the Manager requiring ‘reports’ from their subordinate in order to determine a course of action. The information provided by the subordinate may have been massaged and/or manipulated for particular reasons which can ultimately result in a series of meetings to probe for the real facts.This makes it hard for managers to gain clarity and chart a direction.
Behavioural Intelligence believes in management control through transparency. Managers should already have the information so the request for information dialogue between Manager and subordinate can be minimized and the relationship transformed onto a plane for discussion and debate about constructive matters. In many cases the frustration in taken out of the relationship.
If a manager sees the same information his staff sees, there is less time spent presenting and challenging, more time coaching and action planning. Meetings shift from 'discovery' to 'action planning' and designware becomes the de-facto presentation standard for meetings (no more spin!)
Conversely, a transparency based approach to information can expose sub-standard and/or dis-engaged performers quickly. Viewed this way, Behavioural Intelligence provides a powerful mechanism for moving to an aligned and action-oriented work culture.
Organisational and Role Clarity
During times of organizational transformation and change, Behavioural Intelligence can be used to rapidly drive and lock-in role clarity and dimension.By understanding the interplay between what stimuli roles should have and, as equally important, which stimuli roles should not have, designware profiles can be quickly configured to align with newly defined organizational roles.