Sheena Iyengar: How to make choosing easier

Translator: Mikkel Kirkgaard Nielsen Reviewer: Morten Kelder Skouboe

Do you know how many choices you make

Ved I, hvor mange valg, man træffer

in a typical day?

i løbet af en typisk dag?

Do you know how many choices you make

Ved I, hvor mange valg man træffer

in typical week?

i løbet af en typisk uge?

I recently did a survey

Jeg gennemførte for nylig en undersøgelse

with over 2,000 Americans,

med over 2.000 amerikanerne,

and the average number of choices

og det gennemsnitlige antal valg,

that the typical American reports making

som den typiske amerikaner siger, de træffer,

is about 70 in a typical day.

er omkring 70 på en typisk dag.

There was also recently a study done with CEOs

Der var for nylig også en undersøgelse med administrerende direktører,

in which they followed CEOs around for a whole week.

hvor man fulgte direktørerne i en hel uge.

And these scientists simply documented all the various tasks

Og disse videnskabsfolk dokumenterede alle de forskellige opgaver,

that these CEOs engaged in

som disse direktører var med i,

and how much time they spent engaging

og hvor meget tid de brugte på

in making decisions related to these tasks.

beslutninger relateret til disse opgaver.

And they found that the average CEO

Og de fandt, at den gennemsnitlige administrerende direktør

engaged in about 139 tasks in a week.

deltog i omkring 139 opgaver på en uge.

Each task was made up of many, many, many sub-choices of course.

Hver opgave bestod naturligvis af mange, mange, mange små beslutninger.

50 percent of their decisions

50 procent af deres beslutninger

were made in nine minutes or less.

blev foretaget på ni minutter eller mindre.

Only about 12 percent of the decisions

Kun omkring 12 procent af beslutningerne

did they make an hour or more of their time.

tog en time eller mere af deres tid.

Think about your own choices.

Tænk over jeres egne valg.

Do you know how many choices

Ved I, hvor mange valg

make it into your nine minute category

der ender i jeres ni-minutter kategori

versus your one hour category?

versus jeres én time kategori?

How well do you think you're doing

Hvor godt synes I, at I

at managing those choices?

klarer jeres valg?

Today I want to talk

I dag vil jeg tale

about one of the biggest modern day choosing problems that we have,

om ét af tidens største problemer mht. at træffe valg,

which is the choice overload problem.

nemlig det at have for mange valg.

I want to talk about the problem

Jeg vil tale om problemet

and some potential solutions.

og nogle mulige løsninger.

Now as I talk about this problem,

Når jeg nu taler om dette problem,

I'm going to have some questions for you

har jeg nogle spørgsmål til jer,

and I'm going to want to know your answers.

og jeg vil gerne høre jeres svar.

So when I ask you a question,

Så når jeg stiller jer et spørgsmål,

since I'm blind,

og siden jeg er blind,

only raise your hand if you want to burn off some calories.

skal I kun række hånden op, hvis I vil brænde nogle kalorier af.

(Laughter)

(Latter)

Otherwise, when I ask you a question,

Ellers, når jeg stiller jer et spørgsmål,

and if your answer is yes,

og hvis jeres svar er ja,

I'd like you to clap your hands.

vil jeg gerne have at I klapper i hænderne.

So for my first question for you today:

Så til mit første spørgsmål til jer i dag:

Are you guys ready to hear about the choice overload problem?

Er I klar til at høre om problemet med for mange valg?

(Applause)

(Bifald)

Thank you.

Tak.

So when I was a graduate student at Stanford University,

Da jeg var en specialestuderende ved Stanford University,

I used to go to this very, very upscale grocery store;

plejede jeg at gå i dette meget, meget fornemme supermarked;

at least at that time it was truly upscale.

på det tidspunkt var det i hvert fald virkelig fornemt.

It was a store called Draeger's.

Butikken hed Draeger's.

Now this store, it was almost like going to an amusement park.

Denne butik, det var næsten ligesom at tage i forlystelsespark.

They had 250 different kinds of mustards and vinegars

De havde 250 forskellige slags sennep og eddike

and over 500 different kinds

og mere end 500 forskellige slags

of fruits and vegetables

frugt og grøntsager

and more than two dozen different kinds of bottled water --

og mere end to dusin forskellige slags flaskevand --

and this was during a time when we actually used to drink tap water.

og dette var i en tid, hvor vi faktisk plejede at drikke postevand.

I used to love going to this store,

Jeg elskede at tage i den butik,

but on one occasion I asked myself,

men ved én lejlighed spurgte jeg mig selv,

well how come you never buy anything?

jamen, hvordan kan det være, du aldrig køber noget?

Here's their olive oil aisle.

Her er deres gang med olivenolie.

They had over 75 different kinds of olive oil,

De havde over 75 forskellige slags olivenolie,

including those that were in a locked case

herunder dem der var i en kasse med lås,

that came from thousand-year-old olive trees.

der kom fra tusind år gamle oliventræer.

So I one day decided to pay a visit to the manager,

Så en dag besluttede jeg at tage en snak med bestyreren,

and I asked the manager,

og jeg spurgte bestyreren,

"Is this model of offering people all this choice really working?"

"Denne måde at give folk alle disse valgmuligheder, virker det?"

And he pointed to the busloads of tourists

Og han pegede på de turistbusser fulde af turister,

that would show up everyday,

der kom hver eneste dag,

with cameras ready usually.

som regel med kameraerne klar.

We decided to do a little experiment,

Vi besluttede at lave et lille eksperiment,

and we picked jam for our experiment.

og vi valgte marmelade til vores eksperiment.

Here's their jam aisle.

Her er deres gang med marmelade.

They had 348 different kinds of jam.

De havde 348 forskellige slags marmelade.

We set up a little tasting booth

Vi satte en lille bod med smagsprøver op

right near the entrance of the store.

lige i nærheden af indgangen til butikken.

We there put out six different flavors of jam

Vi opstillede enten seks smagsvarianter af marmelade

or 24 different flavors of jam,

eller 24 smagsvarianter af marmelade,

and we looked at two things:

og vi kiggede på to ting:

First, in which case

Først, i hvilken situation

were people more likely to stop, sample some jam?

var folk mest tilbøjelige til at stoppe, og smage noget marmelade?

More people stopped when there were 24, about 60 percent,

Flere mennesker stoppede når der var 24, omkring 60 procent,

than when there were six,

end når der var seks,

about 40 percent.

omkring 40 procent.

The next thing we looked at

Det næste vi kiggede på

is in which case were people more likely

er, i hvilken situation folk så var mest tilbøjelig

to buy a jar of jam.

til at købe et glas marmelade.

Now we see the opposite effect.

Nu ser vi den modsatte virkning.

Of the people who stopped when there were 24,

Af de mennesker, der stoppede, når der var 24,

only three percent of them actually bought a jar of jam.

købte faktisk kun tre procent af dem et glas marmelade.

Of the people who stopped when there were six,

Af de mennesker, der stoppede, når der var seks,

well now we saw that 30 percent of them

jamen der så vi, at 30 procent af dem

actually bought a jar of jam.

faktisk købte et glas marmelade.

Now if you do the math,

Hvis man nu regner lidt på det,

people were at least six times more likely to buy a jar of jam

var folk mindst seks gange så tilbøjelige til at købte et glas marmelade,

if they encountered six

hvis de mødte seks,

than if they encountered 24.

end hvis de mødte 24.

Now choosing not to buy a jar of jam

Men at vælge ikke at købe et glas marmelade

is probably good for us --

er sandsynligvis godt for os --

at least it's good for our waistlines --

det er i hvert fald godt for vores livvidde --

but it turns out that this choice overload problem affects us

men det viser sig, at dette her problem med for mange valg påvirker os

even in very consequential decisions.

selv i meget betydningsfulde beslutninger.

We choose not to choose,

Vi vælger ikke at vælge,

even when it goes against our best self-interests.

selv når det går imod vores bedste egeninteresser.

So now for the topic of today: financial savings.

Så nu til dagens emne: økonomiske besparelser.

Now I'm going to describe to you a study I did

Nu vil jeg beskrive en undersøgelse for jer, som jeg gennemførte

with Gur Huberman, Emir Kamenica, Wei Jang

med Gur Huberman, Emir Kamenica, Wei Jang,

where we looked at the retirement savings decisions

hvor vi kiggede på beslutninger omkring pensionsopsparinger

of nearly a million Americans

gjort af næsten en million amerikanere

from about 650 plans

fra omkring 650 pensionsordninger

all in the U.S.

alle i USA.

And what we looked at

Og det vi kiggede på,

was whether the number of fund offerings

var om antallet af fondsudbud,

available in a retirement savings plan,

der var tilgængelige i en pensionsopsparing,

the 401(k) plan,

401(k) planen,

does that affect people's likelihood

påvirker det sandsynligheden for at

to save more for tomorrow.

folk sparer mere sammen til i morgen.

And what we found

Og det vi fandt ud af

was that indeed there was a correlation.

var, at der faktisk var en sammenhæng.

So in these plans, we had about 657 plans

Så i disse pensionsordninger havde vi omkring 657 af dem,

that ranged from offering people

der spændte fra at tilbyde folk

anywhere from two to 59 different fund offerings.

alt fra to til 59 forskellige fondsudbud.

And what we found was that,

Og det vi fandt ud af var,

the more funds offered,

at jo flere fonde, der udbydes,

indeed, there was less participation rate.

jo mindre var deltagelsen minsandten.

So if you look at the extremes,

Så hvis man ser på ekstremerne,

those plans that offered you two funds,

for de ordninger, der tilbød to fonde,

participation rates were around in the mid-70s --

lå deltagelsesfrekvensen på cirka midten af 70 procent --

still not as high as we want it to be.

stadig ikke så høj, som vi ønsker at den skal være.

In those plans that offered nearly 60 funds,

I disse ordninger, der tilbyder næsten 60 fonde,

participation rates have now dropped

er deltagelsesfrekvensen nu faldet

to about the 60th percentile.

til omkring 60 procent.

Now it turns out

Nu viser det sig,

that even if you do choose to participate

at selv hvis man vælger at deltage,

when there are more choices present,

når der er flere valgmuligheder til stede,

even then, it has negative consequences.

selv da, har det negative konsekvenser.

So for those people who did choose to participate,

Så for dem, der vælger at deltage,

the more choices available,

jo flere valgmuligheder der er,

the more likely people were

jo mere sandsynligt var det, at folk

to completely avoid stocks or equity funds.

i det hele taget undgik aktier eller aktiefonde.

The more choices available,

Jo flere valgmuligheder, der var tilgængelige,

the more likely they were

jo mere sandsynligt var det, at de

to put all their money in pure money market accounts.

satte alle deres penge i rene pengemarkedskonti.

Now neither of these extreme decisions

Nu er ingen af disse ekstreme beslutninger

are the kinds of decisions

den slags beslutninger,

that any of us would recommend for people

som nogen af os ville anbefale til mennesker,

when you're considering their future financial well-being.

når man tænker på deres fremtidige økonomiske velfærd.

Well, over the past decade,

I løbet af det seneste årti

we have observed three main negative consequences

har vi observeret tre store negative konsekvenser

to offering people more and more choices.

ved at tilbyde folk flere og flere valgmuligheder.

They're more likely to delay choosing --

De er mere tilbøjelige til at forsinke det at vælge --

procrastinate even when it goes against their best self-interest.

at udsætte, selv når det går imod deres bedste egeninteresse.

They're more likely to make worse choices --

Der er større sandsynlighed for, at de foretager dårligere beslutninger --

worse financial choices, medical choices.

dårligere finansielle valg, medicinske valg.

They're more likely to choose things that make them less satisfied,

De er mere tilbøjelige til at vælge ting, der gør dem mindre tilfredse,

even when they do objectively better.

selv når de objektivt gør det bedre.

The main reason for this

Hovedårsagen til dette

is because, we might enjoy gazing at those giant walls

er, at vi måske nyder at se på disse kæmpe vægge

of mayonnaises, mustards, vinegars, jams,

af mayonnaise, sennepper, eddiker, marmelader,

but we can't actually do the math of comparing and contrasting

men vi kan faktisk ikke finde ud af at sammenligne og kontrastere

and actually picking from that stunning display.

og at vælge noget fra den flotte udstilling.

So what I want to propose to you today

Så, hvad jeg vil foreslå jer i dag,

are four simple techniques --

er fire enkle teknikker --

techniques that we have tested in one way or another

teknikker, som vi har testet på den ene eller den anden måde

in different research venues --

i forskellige forsknings omgivelser --

that you can easily apply

som I let kan anvende

in your businesses.

i jeres virksomheder.

The first: Cut.

For det første: klippe.

You've heard it said before,

I har hørt det før,

but it's never been more true than today,

men det har aldrig været mere sandt end i dag,

that less is more.

at mindre er mere.

People are always upset when I say, "Cut."

Folk bliver altid oprevet, når jeg siger, "Klip."

They're always worried they're going to lose shelf space.

De er altid bekymret over, at de kommer til at miste hyldeplads.

But in fact, what we're seeing more and more

Men hvad vi faktisk ser mere og mere

is that if you are willing to cut,

er, at hvis man er villig til at klippe,

get rid of those extraneous redundant options,

at slippe af med disse irrelevante, overflødige muligheder,

well there's an increase in sales,

jamen så er der også en stigning i salget,

there's a lowering of costs,

der er en sænkning af omkostningerne,

there is an improvement of the choosing experience.

der er en forbedring i erfaringerne ved at vælge.

When Proctor & Gamble

Da Proctor & Gamble

went from 26 different kinds of Head & Shoulders to 15,

gik fra 26 forskellige slags Head & Shoulders til 15,

they saw an increase in sales by 10 percent.

oplevede de en stigning i salget på 10 procent.

When the Golden Cat Corporation

Da the Golden Cat Corporation

got rid of their 10 worst-selling cat litter products,

fjernede 10 af deres dårligst sælgende kattegrus,

they saw an increase in profits

oplevede de en stigning i overskuddet

by 87 percent --

på 87 pct. --

a function of both increase in sales

en funktion af både en stigning i salget

and lowering of costs.

og en sænkning af omkostningerne.

You know, the average grocery store today

I ved, det gennemsnitlige supermarked i dag

offers you 45,000 products.

tilbyder omkring 45.000 produkter.

The typical Walmart today offers you 100,000 products.

Den typiske Walmart tilbyder i dag 100.000 produkter.

But the ninth largest retailer,

Men den niende største detailhandler,

the ninth biggest retailer in the world today

den niende største detailhandler i verden i dag

is Aldi,

er Aldi,

and it offers you only 1,400 products --

og de tilbyder kun 1.400 produkter --

one kind of canned tomato sauce.

en slags dåsetomatsauce.

Now in the financial savings world,

I den finansielle opsparingsverden

I think one of the best examples that has recently come out

synes jeg, at et af de bedste eksempler, der for nylig er kommet ud

on how to best manage the choice offerings

på hvordan man bedst administrere udvalget af tilbud,

has actually been something that David Laibson was heavily involved in designing,

faktisk har været noget, som David Laibson var stærkt involveret i udformning af,

which was the program that they have at Harvard.

hvilket var det program, de har på Harvard.

Every single Harvard employee

Hver eneste Harvard medarbejder

is now automatically enrolled

er nu automatisk tilmeldt

in a lifecycle fund.

i en livscyklus fond.

For those people who actually want to choose,

For de mennesker, som faktisk vil vælge,

they're given 20 funds,

de bliver givet 20 midler,

not 300 or more funds.

ikke 300 eller flere midler.

You know, often, people say,

I ved, ofte, siger folk,

"I don't know how to cut.

"Jeg ved ikke, hvordan vi skal klippe.

They're all important choices."

De er alle vigtige valg."

And the first thing I do is I ask the employees,

Og det første, jeg gør, er, at jeg beder medarbejderne,

"Tell me how these choices are different from one another.

"Fortæl mig, hvordan disse valg er forskellige fra hinanden.

And if your employees can't tell them apart,

Og hvis dine medarbejdere ikke kan skelne dem fra hinanden,

neither can your consumers."

så kan dine forbrugere heller ikke."

Now before we started our session this afternoon,

Før vi begynder vores møde her i eftermiddag,

I had a chat with Gary.

havde jeg en snak med Gary.

And Gary said that he would be willing

Og Gary sagde, at han ville være villig til

to offer people in this audience

at tilbyde tilskuerne i dette publikum

an all-expenses-paid free vacation

en alle-udgifter-betalt gratis ferie

to the most beautiful road in the world.

til den smukkeste vej i verden.

Here's a description of the road.

Her er en beskrivelse af vejen.

And I'd like you to read it.

Og jeg ville gerne have, at I læser den.

And now I'll give you a few seconds to read it

Og nu giver jeg jer et par sekunder til at læse den,

and then I want you to clap your hands

og derefter vil jeg gerne have, at I klapper i hænderne,

if you're ready to take Gary up on his offer.

hvis I er klar til at tage imod Garys tilbud.

(Light clapping)

(Let bifald)

Okay. Anybody who's ready to take him up on his offer.

Okay. Dem der er klar til at tage imod hans tilbud.

Is that all?

Er det alle?

All right, let me show you some more about this.

Okay, lad mig vise jer noget mere om dette.

(Laughter)

(Latter)

You guys knew there was a trick, didn't you.

I vidste, der var et trick, gjorde I ikke.

(Honk)

(Båt)

Now who's ready to go on this trip.

Hvem er nu klar til at tage på denne rejse.

(Applause)

(Bifald)

(Laughter)

(Latter)

I think I might have actually heard more hands.

Jeg tror, at jeg måske har hørt flere hænder.

All right.

All right.

Now in fact,

Faktisk

you had objectively more information

havde I objektivt flere oplysninger

the first time around than the second time around,

den første gang end den anden gang,

but I would venture to guess

men jeg vil vove at gætte,

that you felt that it was more real the second time around.

at I mente, at det var mere virkeligt anden gang.

Because the pictures made it feel

Fordi billederne gjorde følelsen

more real to you.

mere virkelig for jer.

Which brings me to the second technique

Hvilket fører mig til den anden teknik

for handling the choice overload problem,

til håndtering af overlæs af valg problemet,

which is concretization.

som er konkretisering.

That in order for people to understand

For at mennesker kan forstå

the differences between the choices,

forskellene mellem valgene,

they have to be able to understand

skal de kunne forstå

the consequences associated with each choice,

konsekvenserne, der er knyttet til hvert valg,

and that the consequences need to be felt

og at konsekvenserne skal mærkes

in a vivid sort of way, in a very concrete way.

på en livagtig måde, på en meget konkret måde.

Why do people spend an average of 15 to 30 percent more

Hvorfor bruger mennesker i gennemsnit 15-30% mere,

when they use an ATM card or a credit card

når de bruger et hævekort eller et kreditkort

as opposed to cash?

i modsætning til kontant?

Because it doesn't feel like real money.

Fordi det ikke føles som rigtige penge.

And it turns out

Og det viser sig,

that making it feel more concrete

at få det til at føles mere konkret

can actually be a very positive tool

faktisk kan være et meget positivt værktøj

to use in getting people to save more.

at bruge, til at få folk til at spare mere.

So a study that I did with Shlomo Benartzi

En undersøgelse, som jeg gennemførte med Shlomo Benartzi

and Alessandro Previtero,

og Alessandro Previtero,

we did a study with people at ING --

vi gennemførte en undersøgelse med folk hos ING --

employees that are all working at ING --

medarbejdere, der alle arbejder på ING --

and now these people were all in a session

og disse mennesker var alle i et møde,

where they're doing enrollment for their 401(k) plan.

hvor de laver indskrivning til deres 401(k) plan.

And during that session,

Og under dette møde

we kept the session exactly the way it used to be,

vi holdt mødet nøjagtig på samme måde, det plejer at være,

but we added one little thing.

men vi tilføjede en lille ting.

The one little thing we added

Den lille ting, vi tilføjede,

was we asked people

var, at vi bad folk

to just think about all the positive things that would happen in your life

tænke på alle de positive ting, der ville ske i deres liv,

if you saved more.

hvis de sparede mere.

By doing that simple thing,

Ved at gøre den enkle ting

there was an increase in enrollment by 20 percent

var der en stigning i indskrivning på 20 procent,

and there was an increase in the amount of people willing to save

og der var en stigning i mængden af folk, der var villige til at spare,

or the amount that they were willing to put down into their savings account

eller det beløb, som de var villige til at sætte ind på deres opsparingskonto

by four percent.

med fire procent.

The third technique: Categorization.

Den tredje teknik: Kategorisering.

We can handle more categories

Vi kan håndtere flere kategorier,

than we can handle choices.

end vi kan håndtere valg.

So for example,

Så for eksempel

here's a study we did in a magazine aisle.

her er en undersøgelse, vi gennemførte i supermarkedsgangen med magasiner.

It turns out that in Wegmans grocery stores

Det viser sig, at i Wegmans købmandsforretninger

up and down the northeast corridor,

op af den nordøstlige korridor

the magazine aisles range anywhere

er der et stort magasin udvalg

from 331 different kinds of magazines

fra 331 forskellige slags magasiner

all the way up to 664.

helt op til 664.

But you know what?

Men ved I hvad?

If I show you 600 magazines

Hvis jeg viser jer 600 magasiner

and I divide them up into 10 categories,

og jeg deler dem op i 10 kategorier,

versus I show you 400 magazines

kontra at jeg viser jer 400 blade

and divide them up into 20 categories,

og deler dem op i 20 kategorier,

you believe that I have given you

tror I at jeg har givet jer

more choice and a better choosing experience

flere valg og en bedre vælgeroplevelse,

if I gave you the 400

hvis jeg gav jer 400,

than if I gave you the 600.

end hvis gav jeg jer 600.

Because the categories tell me how to tell them apart.

Fordi kategorierne fortæller mig, hvordan jeg skal kende dem fra hinanden.

Here are two different jewelry displays.

Her er to forskellige smykkeudstillinger.

One is called "Jazz" and the other one is called "Swing."

En kaldes "Jazz" og den anden kaldes "Swing."

If you think the display on the left is Swing

Hvis I tror udstillingen til venstre er Swing

and the display on the right is Jazz,

og udstillingen til højre er Jazz,

clap your hands.

så klap i jeres hænder.

(Light Clapping)

(Let applaus)

Okay, there's some.

Okay, der er nogle.

If you think the one on the left is Jazz and the one on the right is Swing,

Hvis I tror at den til venstre er Jazz og den til højre er Swing,

clap your hands.

klap i jeres hænder.

Okay, a bit more.

Okay, lidt mere.

Now it turns out you're right.

Det viser sig, at I har ret.

The one on the left is Jazz and the one on the right is Swing,

Den til venstre er Jazz, og den til højre er Swing,

but you know what?

men ved I hvad?

This is a highly useless categorization scheme.

Dette er en meget ubrugelig kategoriseringsordning.

(Laughter)

(Latter)

The categories need to say something

Kategorierne er nødt til at sige noget

to the chooser, not the choice-maker.

til vælgeren, ikke valgmageren.

And you often see that problem

Og man ser ofte dette problem,

when it comes down to those long lists of all these funds.

når det kommer til disse lange lister af alle disse midler.

Who are they actually supposed to be informing?

Hvem er det egentlig, de skal informere?

My fourth technique: Condition for complexity.

Min fjerde teknik: tilvænning til kompleksitet.

It turns out we can actually

Det viser sig, at vi faktisk kan

handle a lot more information than we think we can,

håndtere en masse flere oplysninger, end vi tror, vi kan,

we've just got to take it a little easier.

vi skal bare tage det lidt mere roligt.

We have to gradually increase the complexity.

Vi skal gradvist øge kompleksiteten.

I'm going to show you one example of what I'm talking about.

Jeg vil vise jer et eksempel på, hvad jeg taler om.

Let's take a very, very complicated decision:

Lad os tage en meget, meget kompliceret beslutning:

buying a car.

at købe en bil.

Here's a German car manufacturer

Her er en tysk bilproducent,

that gives you the opportunity to completely custom make your car.

der giver mulighed for totalt at specialfremstille din bil.

You've got to make 60 different decisions,

Man har at gøre med 60 forskellige beslutninger,

completely make up your car.

lav din helt egen bil.

Now these decisions vary

Nu varierer disse beslutninger

in the number of choices that they offer per decision.

i antallet af valg, som de tilbyder pr. beslutning.

Car colors, exterior car colors --

Bil farver, udvendige bil farver --

I've got 56 choices.

Jeg har 56 valg.

Engines, gearshift -- four choices.

Motorer, gearskift -- fire valgmuligheder.

So now what I'm going to do

Det jeg nu vil gøre

is I'm going to vary the order in which these decisions appear.

er, at jeg vil variere den rækkefølge som disse beslutninger vises.

So half of the customers

Så halvdelen af kunderne

are going to go from high choice, 56 car colors,

vil gå fra mange valg, 56 bil farver,

to low choice, four gearshifts.

til få valg, fire gearskift.

The other half of the customers

Den anden halvdel af kunderne

are going to go from low choice, four gearshifts,

vil gå fra få valg, fire gearskift,

to 56 car colors, high choice.

til 56 bil farver, mange valg.

What am I going to look at?

Hvad ønsker jeg at se på?

How engaged you are.

Hvor engageret man er.

If you keep hitting the default button per decision,

Hvis man bliver ved med at trykke standardknappen ved hver beslutning,

that means you're getting overwhelmed,

betyder det, at man er ved at blive overvældet,

that means I'm losing you.

det betyder, jeg taber dig.

What you find

Hvad vi ser

is the people who go from high choice to low choice,

er, at de mennesker, der går fra mange valg til få valg,

they're hitting that default button over and over and over again.

de rammer standardknappen igen og igen og igen.

We're losing them.

Vi mister dem.

They go from low choice to high choice,

De går fra få valg til mange valg,

they're hanging in there.

de hænger på.

It's the same information. It's the same number of choices.

Det er de samme oplysninger. Det er det samme antal valg.

The only thing that I have done

Det eneste, jeg har gjort,

is I have varied the order

er, jeg har varieret rækkefølgen,

in which that information is presented.

hvor oplysningerne præsenteres.

If I start you off easy,

Hvis jeg starter let,

I learn how to choose.

lærer jeg, hvordan man vælger.

Even though choosing gearshift

Selvom det at vælge gearskift

doesn't tell me anything about my preferences for interior decor,

ikke fortæller mig noget om min præferencer for indvendige indretning,

it still prepares me for how to choose.

forbereder det mig stadig til, hvordan jeg skal vælge.

It also gets me excited about this big product that I'm putting together,

Det får mig også begejstret for dette store produkt, som jeg er ved at sammensætte,

so I'm more willing to be motivated

så jeg er mere villig til at være motiveret

to be engaged.

til at blive inddraget.

So let me recap.

Så lad mig opsummere.

I have talked about four techniques

Jeg har talt om fire teknikker

for mitigating the problem of choice overload --

til at dæmpe overlæs af valg problemet --

cut -- get rid of the extraneous alternatives;

klippe -- slippe af irrelevante alternativer;

concretize -- make it real;

konkretisere -- gøre det virkeligt;

categorize -- we can handle more categories, less choices;

kategorisere -- vi kan håndtere flere kategorier, færre valg;

condition for complexity.

tilvænning til kompleksitet.

All of these techniques that I'm describing to you today

Alle disse teknikker, som jeg beskriver for jer i dag,

are designed to help you manage your choices --

er udviklet til at hjælpe jer med at administrere jeres valg --

better for you, you can use them on yourself,

bedre for jer, I kan bruge dem på jer selv,

better for the people that you are serving.

bedre for de personer, som I hjælper.

Because I believe that the key

Fordi jeg tror på, at nøglen

to getting the most from choice

til at få mest muligt ud af valg

is to be choosy about choosing.

er at være selektiv om det at vælge.

And the more we're able to be choosy about choosing

Og jo mere vi kan være selektive om at vælge,

the better we will be able

jo bedre vil vi kunne

to practice the art of choosing.

praktisere kunsten at vælge.

Thank you very much.

Mange tak.

(Applause)

(Bifald)