How to motivate people to do good for others | Erez Yoeli

譯者: Lilian Chiu 審譯者: SF Huang

How can we get people to do more good,

我們如何才能讓大家做更多好事、

to go to the polls, give to charity, conserve resources,

去投票、做慈善、保育資源，

or even to do something as simple as washing their mugs at work

甚或在上班時清洗自己的馬克杯，

避免讓水槽堆滿髒杯盤 這樣簡單的事？

so that the sink isn't always full of dirty dishes?

(Laughter)

（笑聲）

(Applause)

（掌聲）

When I first started working on this problem,

當我剛開始處理這個問題時，

I collaborated with a power company

我和一家電力公司合作，

to recruit customers for a program that prevents blackouts

招攬用戶參加一個為了預防停電，

by reducing energy demand during peaks.

而減少高峰時段 能源需求的專案計畫。

The program is based on a tried-and-true technology.

該計畫是以「反復驗證有效」的 技術為基礎。

It's one the Obama administration even called

歐巴馬政府甚至說它是：

"the cornerstone to modernizing America's electrical grid."

「美國電力網路現代化的基石。」

But, like so many great technological solutions,

但是，和許多很棒的 技術解決方案一樣，

it has a key weakness:

它也有一個致命的弱點：

people.

人。

People need to sign up.

要有人參加才行。

To try to get people to sign up, the power company sent them a nice letter,

為了要讓大家參加，電力公司 寄了文情並茂的信給他們，

told them about all the program's benefits,

告訴他們這個計畫的所有益處，

and it asked them to call into a hotline if they were interested.

請他們有興趣的話， 撥打熱線洽詢。

Those letters went out,

那些信寄出了，

but the phones, they were silent.

但電話響都沒響。

So when we got involved, we suggested one small change.

所以，當我們加入時， 我們建議做一個小改變。

Instead of that hotline,

不要用熱線，

we suggested that they use sign-up sheets that they'd post near the mailboxes

我們建議他們使用報名表，

張貼在他們大樓內的信箱附近。

in people's buildings.

This tripled participation.

這個做法讓參與率變為三倍。

Why?

為什麼？

Well, we all know people care deeply about what others think of them,

我們知道人很在乎 別人對自己的看法，

that we try to be seen as generous and kind,

大家都想被認為是大方善良的人，

and we try to avoid being seen as selfish or a mooch.

避免被視為自私或遊手好閒的人。

不論我們是否有意識到，

Whether we are aware of it or not, this is a big part of why people do good,

人會行善的理由 很大一部分就是這個因素，

and so small changes that give people more credit for doing good,

所以，做點小改變 讓行善的人更有榮譽感，

those changes can make a really big difference.

這些小改變能造成很大的不同。

Small changes like switching from a hotline,

像換掉熱線這樣的小改變，

where nobody will ever find out about your good deed,

從沒有人知道你做了好事，

to a sign-up sheet

到改為報名表之後，

where anyone who walks by can see your name.

經過的人就能看見你的名字。

In our collaborations with governments, nonprofits, companies,

我們和政府、 非營利機構、企業合作時，

when we're trying to get people to do more good,

如果我們試圖想讓大家做更多好事，

we harness the power of reputations.

我們會利用名譽的力量。

And we have a simple checklist for this.

對此，我們有個簡單的檢查清單。

And in fact, you already know the first item on that checklist.

事實上，你們已經知道 清單上的第一項是什麼。

It's to increase observability,

就是提高行善的能見度，

to make sure people find out about good deeds.

確保大家能看到這些善行。

Now, wait a minute, I know some of you are probably thinking,

等等，我知道在座有些人正在想，

there's no way people here thought,

人不可能會認為：「喔，

"Oh, well, now that I'm getting credit for my good deed,

做好事就能居功， 那實在太值得了。」

now it's totally worth it."

And you're right.

的確如此。

Usually, people don't.

通常，人不會這樣想。

Rather, when they're making decisions in private,

反而是，當人們在私下做決策時，

they worry about their own problems,

他們傾向擔心自己的問題，

about what to put on the table for dinner or how to pay their bills on time.

如擔心晚餐要準備什麼， 或是如何準時付帳單。

But, when we make their decision more observable,

但，當我們讓他們的 決策具能見度提高時，

they start to attend more to the opportunity to do good.

他們就會開始比較注意 有沒有機會做好事。

In other words, what's so powerful about our approach

換言之，我們方法的強大之處，

is that it could turn on people's existing desire to do good,

就是它能夠啟動人 想做好事的既有慾望，

in this case, to help to prevent a blackout.

在這個例子中， 好事就是預防停電。

再回來談談能見度。

Back to observability.

I want to give you another example.

我想要舉另一個例子。

This one is from a collaboration

這個例子是我們 和一間非營利機構合作，

with a nonprofit that gets out the vote,

讓大家出來投票，

and it does this by sending hundreds of thousands of letters every election

該機構的做法是 每次選舉都寄發數十萬封信，

in order to remind people and try to motivate them to go to the polls.

提醒並鼓勵大家去投票。

We suggested adding the following sentence:

我們建議加上下列句子：

"Someone may call you to find out about your experience at the polls."

「您可能會接到電訪， 詢問此次投票的體驗。」

This sentence makes it feel more observable when you go to the polls,

這個句子會讓你覺得 去投票能增加自己行善的能見度，

and it increased the effect of the letter by 50 percent.

它讓寄信的效益增加了 50%。

Making the letter more effective reduced the cost of getting an additional vote

寄信的效益變得更高， 也讓每多一個人投票所需的成本

from 70 dollars down to about 40 dollars.

從七十美金降到約四十美金。

Observability has been used to do things

「能見度」已被用在許多地方，

like get people to donate blood more frequently

比如若要讓大家更常捐血，

by listing the names of donors on local newsletters,

就在當地的報紙上 列出捐血者的名字，

or to pay their taxes on time

或是若要讓大家準時繳稅，

by listing the names of delinquents on a public website.

就把行為不良者的名字 公佈在公開網站上。

(Laughter)

（笑聲）

What about this example?

那麼這個例子呢？

Toyota got hundreds of thousands of people to buy a more fuel-efficient car

豐田汽車讓數十萬人 購買燃料效益更高的車，

by making the Prius so unique ...

做法是讓 Prius 與眾不同……

(Laughter)

（笑聲）

that their good deed was observable from a mile away.

他們的善行讓人 遠在一哩外就能看到。

(Laughter)

（笑聲）

Alright, so observability is great,

好，所以能見度是很棒的，

but we all know, we've all seen

但我們都知道，我們都看過

people walk by an opportunity to do good.

大家無視於做好事的機會。

They'll see somebody asking for money on the sidewalk

他們都有看見在人行道上乞討的人，

and they'll pull out their phones and look really busy,

而他們會拿出手機裝忙，

或是去博物館時， 他們會輕快地從捐款箱旁閃過。

or they'll go to the museum and they'll waltz right on by the donation box.

Imagine it's the holiday season

想像現在是假日季節，

and you're going to the supermarket, and there's a Salvation Army volunteer,

你要去超市，有個救世軍（慈善 組織）的志工在那裡搖著鈴鐺，

and he's ringing his bell.

A few years ago, researchers in San Diego

幾年前，聖地牙哥的研究者

teamed up with a local chapter from the Salvation Army

和救世軍在當地的分會合作，

to try to find ways to increase donations.

試圖想辦法增加捐款。

What they found was kind of funny.

他們的發現還蠻有趣的。

When the volunteer stood in front of just one door,

當志工只站在一扇門前時，

people would avoid giving by going out the other door.

大家會走另一扇門，來避開捐款。

Why?

為什麼？

Well, because they can always claim, "Oh, I didn't see the volunteer,"

因為他們可以宣稱： 「喔，我剛沒看到那位志工。」

or, "I wanted to get something from over there,"

或「我想要去那邊買東西。」

或「我的車在那一頭。」

or, "That's where my car is."

In other words, there's lots of excuses.

換言之，會有很多藉口。

And that brings us to the second item on our checklist:

那就帶出了檢查清單上的第二項：

to eliminate excuses.

消除藉口。

In the case of the Salvation Army,

以救世軍的例子來說，

eliminating excuses just means standing in front of both doors,

消除藉口的方式 就是站在兩扇門的前面，

and sure enough, when they did this,

果真沒錯，當他們這麼做時，

donations rose.

捐款就提高了。

But that's when things got kind of funny,

但此時有趣的事發生了，

even funnier.

甚至更有趣。

The researchers were out in the parking lot,

研究者在外頭的停車場，

and they were counting people as they came in and out of the store,

計算進出商店的人數，

and they noticed that when the volunteers stood in front of both doors,

他們注意到，當志工 站在兩扇門的前面時，

people stopped coming out of the store at all.

就再也沒有人從商店走出來了。

(Laughter)

（笑聲）

Obviously, they were surprised by this, so they decided to look into it further,

顯然，他們很訝異這個發現， 所以他們決定要深究一下，

and that's when they found that there was actually a third, smaller utility door

此時，他們發現

其實還有第三個較小的門，

usually used to take out the recycling --

通常是處理資源回收用的——

(Laughter)

（笑聲）

and now people were going out that door in order to avoid the volunteers.

現在大家會走那個小門，以避開志工。

(Laughter)

（笑聲）

This teaches us an important lesson though.

不過，這教了我們很重要的一課。

When we're trying to eliminate excuses, we need to be very thorough,

當我們試圖消除藉口時， 要消除得非常徹底，

because people are really creative in making them.

因為人在創造藉口方面 是非常有創意的。

(Laughter)

（笑聲）

Alright, I want to switch to a setting

好，我想要換個情境，

where excuses can have deadly consequences.

在這裡，藉口會有致命的後果。

What if I told you that the world's deadliest infectious disease has a cure,

如果我告訴各位，世界上 最致命的傳染病是有解藥的呢？

in fact, that it's had one for 70 years,

事實上，七十年前就有了解藥，

a good one, one that works almost every time?

好的且通常每次見效的解藥。

It's incredible, but it's true.

這很不可思議，但這是真的。

The disease is tuberculosis.

我說的疾病是結核病。

It infects some 10 million people a year,

每年會有一千萬人受感染，

and it kills almost two million of them.

當中有近兩百萬人會因此而死。

Like the blackout prevention program, we've got the solution.

就像預防停電計畫一樣， 我們也有解決方案。

The problem is people.

問題是在人。

People need to take their medication

患者必須吃藥

so that they're cured,

才能治癒，

and so that they don't get other people sick.

才不會傳染給其他人。

For a few years now, we've been collaborating

這幾年，我們一直和一間

with a mobile health startup called Keheala

行動健康新創公司 Keheala 合作，

to support TB patients as they undergo treatment.

在結核病病人接受治療時支持他們。

Now, you have to understand, TB treatment, it's really tough.

你們要知道，結核病 治療是非常辛苦的。

We're talking about taking a really strong antibiotic

我們在談的是要服用 非常強力的抗生素，

every single day for six months or more.

每天都要服用，持續六個月以上。

That antibiotic is so strong that it will make you feel sick.

那種抗生素強到會讓你很不舒服。

It will make you feel nauseous and dizzy.

會讓你作嘔、頭昏。

It will make your pee turn funny colors.

會讓你的尿液變成奇怪的顏色。

It's also a problem because you have to go back to the clinic

還有一個問題是， 你幾乎每週都要回診一次，

about every week in order to get more pills,

才能取得更多的藥，

and in sub-Saharan Africa or other places where TB is common,

在撒哈拉以南非洲或是其他 常見到結核病的地方，

now you're talking about going someplace pretty far,

診所是非常遙遠的，

taking tough and slow public transport,

要搭乘很難坐又緩慢的 大眾運輸工具，

maybe the clinic is inefficient.

也許診所還沒很效率。

So now you're talking about taking a half day off of work every week

這就表示每週要請 半天假不能工作，

from a job you desperately can't afford to lose.

且這是你絕對不能丟的飯碗。

It's even worse when you consider the fact that there's a terrible stigma,

更糟糕的是，這種疾病 還有著很不好的污名，

你絕對不希望大家知道你有這種病。

and you desperately don't want people to find that you have the disease.

Some of the toughest stories we hear are actually from women

我們聽過最艱辛的故事， 其實是女性的故事，

who, in these places where domestic violence can be kind of common,

在這些家暴還蠻常見的地區，

they tell us that they have to hide it from their husbands

她們告訴我們， 她們不能讓先生知道

that they're coming to the clinic.

她們要去診所。

So it's no surprise that people don't complete treatment.

並不意外，很多人沒有完成治療。

Can our approach really help them?

我們的方式能協助他們嗎？

Can we really get them to stick it out?

我們能讓他們撐到最後嗎？

Yeah.

可以。

Every day, we text patients to remind them to take their medication,

每天，我們都會 發簡訊提醒患者吃藥，

but if we stopped there,

但如果我們只做這樣， 病人會有很多藉口。

there'd be lots of excuses.

"Well, I didn't see the text."

「嗯，我沒看到簡訊。」

Or, "You know, I saw the text, but then I totally forgot,

或「我看到簡訊了， 但一會兒就全忘了，

put the phone down and I just forgot about it."

一放下手機，我就忘個精光。」

Or, "I lent the phone out to my mom."

或「我把手機借給我媽了。」

We have to eliminate these excuses

我們得要消除這些藉口，

and we do that by asking patients

我們的做法是請病人

to log in and verify that they've taken their medication.

登入並確認他們已經吃了藥。

If they don't log in, we text them again.

若他們沒登入， 我們就會再傳簡訊。

If they don't log in, we text them yet again.

若他們沒登入， 我們又會再傳簡訊。

If, after three times, they still haven't verified,

如果三次之後他們還是沒有確認，

we notify a team of supporters

我們就會通知支持者團隊，

and that team will call and text them

該團隊會打電話和發簡訊給他們，

to try to get them back on the wagon.

試著讓他們回來繼續吃藥。

No excuses.

沒有藉口。

Our approach, which, admittedly, uses all sorts of behavioral techniques,

無可否認，我們的方法 用上了各種行為技巧，

including, as you've probably noticed, observability,

你們可能有注意到， 能見度也用上了，

it was very effective.

它非常有效。

Patients without access to our platform

沒有使用我們平台的病人，

were three times more likely not to complete treatment.

最後沒有完成治療的機率有三倍高。

Alright,

好，

you've increased observability,

你已經增加了能見度， 你已經消除了藉口，

you've eliminated excuses,

but there's still a third thing you need to be aware of.

但還有第三項你得要知道。

If you've been to Washington, DC or Japan or London,

如果你去過華盛頓特區、日本或倫敦，

you know that metro riders there

你們會知道搭捷運的人

will be very careful to stand on the right-hand side of the escalator

都會注意要站在手扶梯的右側，

so that people can go by on the left.

左側供快速通行用。

But unfortunately, not everywhere is that the norm,

但，可惜的是， 這規則並非放諸四海皆準，

and there's plenty of places where you can just stand on both sides

在許多地方，兩側都可以站人， 而把手扶梯擋住了。

and block the escalator.

很顯然，如果我們靠右站，

Obviously, it's better for others

when we stand on the right and let them go by,

左側讓需快速通過的人使用， 是利他的，

but we're only expected to do that some places.

但這只在某些地方我們才需這樣做。

This is a general phenomenon.

這現象很普遍。

Sometimes we're expected to do good

有時，我們被要求去做好事，

and sometimes not,

有時則沒有，

and it means that people are really sensitive to cues

那就表示，大家對於特定情境中

that they're expected to do good in a particular situation,

要去做好事的暗示是很敏感的，

which brings us to the third and final item on our checklist:

這就帶出了檢查清單中的 第三項，也是最後一項：

to communicate expectations,

溝通表達期望，

to tell people,

要告訴別人：

"Do the good deed right now."

「做好事，且現在就做。」

Here's a simple way to communicate expectations;

溝通表達期望，有個簡單的方式；

simply tell them, "Hey, everybody else is doing the good deed."

簡單告訴他們：「嘿， 其他人都在做好的行為。」

The company Opower sends people in their electricity bill

Opower 這間公司 在寄送電力帳單時，

a small insert that compares their energy consumption

會插入一張小單子， 將他們的能源消耗

with that of people with similarly sized homes.

和其他房子大小類似的用戶做比較。

And when people find out that their neighbors are using less electricity,

當大家發現他們的 鄰居用電比較少時，

they start to consume less.

他們就會開始減少消耗。

That same approach, it's been used to get people to vote or give to charity

同樣的方式也曾用在 讓人去投票或做慈善，

or even reuse their towels in hotels.

甚至讓客入重複使用飯店的毛巾。

What about this one?

這個例子呢？

Here's another way to communicate expectations;

還有一種溝通表達期望的方式；

simply do it by saying, "Do the good deed" just at the right time.

只要很簡單地在對的時間 說：「要做好事。」

What about this one?

這個例子呢？

This ticker reframes

這張圖是把「關燈」這個

the kind of mundane task of turning off the lights

很平凡的任務重新表達，

and turns it instead into an environmental contribution.

轉變成一種對環境的貢獻。

The bottom line is, lots of different ways to do this,

重點是，有各種方式可以做到，

lots of ways to communicate expectations.

有許多溝通表達期望的方式。

Just don't forget to do it.

但不要忘記去做。

And that's it.

就這樣。

That's our checklist.

這就是我們的檢查清單。

Many of you are working on problems with important social consequences,

在座許多人致力於 處理重要的社會問題，

and sometimes you might need to motivate people to do more good.

有時你得激勵大家去行更多的善。

The tools you learned today can help you with this.

今天你們學到的工具 能協助大家做到這件事。

And these tools, they don't require that you raise additional funds

而這些工具並不需要你額外募資，

or that you develop any more fancy technologies.

也不用開發什麼很炫的技術。

They just require harnessing reputations

它們只需要懂得利用名譽，

by increasing observability, eliminating excuses

做法就是增加能見度、消除藉口、

and communicating expectations.

以及溝通表達期望。

Thank you.

謝謝。

(Applause)

（掌聲）