Transcript.

So this is for Openreach, who delivered five hours of training every year to their engineers around risk. We were charged with reducing that to 45 minutes, with the content filtered down to what’s important for people in their jobs. And then we said we can completely change the way it feels so it’s much more human, rather than just being the company telling you what to do.

The first thing I got literally 3-4 seconds in was the concept of Bounded Rationality, where you’re aware of the limits in your cognitive abilities. In designing the course, you know you can get that level of cognitive ability from the learner, so you give them the best possible option based on those cognitive constraints: ‘I don’t want to listen in for so long. I don’t want to be doing boring things for a long time.’ You’ve applied that concept from the get-go.

You make a contract with the learner to say ‘this is something that’s worth your while and here’s what we’ve done to make it easier for you.’

Exactly. Along with bounded rationality is the framing effect, so you match that constraint of not wanting to do it, but then you frame it in a way that draws them in.

The first step is – ‘we know you don’t want to digest all of this information’. Then you hook them with what’s in it for them. You’re using humour and a conversational tone of voice to keep them interested. And then there are green lights, verification elements to say ‘we’re almost there, stick with us.’ You’re strategically front-loading relevance and emotional rewards to secure commitment and really bringing them with you on that journey.

Then there’s the ‘Peak-end Rule’. You end it with something that’s dynamic which leaves them with a good feeling. This rule is about the best content ending on an emotional peak to have a lasting effect. And that’s what happened here – you were able to finish it on a high note, because it was filled with sensory things like music and visual cues and colour.

This course is aimed at their Engineers who fix our broadband, and we’ve recognised what’s in common in that role and we’ve played on that to reinforce a sense of community.

We did research before where we proved that your psychology, the things that you like and you enjoy doing, the people you’re communicating with, your skills, etc, reflect the job you choose, your values, your cultural makeup.

Right from the start you create that sense of an In Group or Tribe that you’re part of as the learner. You invite them in through the language you use and the recognition of what they know already.

With Openreach, the In-Group bias is so salient, it’s so inherent and deeply anchored that it comes out in the messaging and the way it’s communicated, and doesn’t need to be too explicit. When you’re not trying too hard it feels more persuasive, which is a big win!

That’s good to hear. We’re recognising what people know already, understanding that, and treating them as professionals. They responded really well and our client went on an industry webinar to say that this course was giving almost £2 million pounds a year back to the business in operational time saved!