The 3 lenses (Incentives, Choice Architecture, Repetition) of the ICAR framework are useful to analyze an existing situation or even a planned hypothetical one when discussing with policy planners, executives, etc. But when trying to plan changes to be made within a behavioral situation to actually change agents’ behaviors, then you need to map out the details of each envisioned change.
First, complete the analysis above. Then look at which dimension at which touchpoint could yield a desirable behavioral change. Finally, looking at the whole situation holistically, create a change you think will shift people’s behaviors and analyze each suggested change carefully by going through the elements below. The easiest way to do this is to look at the worksheet picture included here or better to download my Behavioral Orchestration Toolkit to get all the fillable templates.
Explain why you think such a change would impact the behaviors at play and in which sense.
Explicitly define the expected results you’re anticipating and quantify them if at all possible
Backfiring Risks / Negative Externalities
Always try hard to anticipate what possible negative externalities could arise from such a change. You can’t catch them all of course, but make an effort to really anticipate the most obvious ones.
For each backfiring risk, try to include in your change a mitigation element that will preserve the impact of the change while preventing possible backfirings.