TED英语演讲稿如何让选择更容易.docx
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TED英语演讲稿如何让选择更容易
TED英语演讲稿:
如何让选择更容易
简介:
面对商场里五花八门的商品,你的选择恐惧症又犯了吗?
美国哥伦比亚大学商学教授sheenaiyengar研究如何让你在做选择时更容易。
为了让你的选择省时省力,商家又会有哪些诀窍呢?
doyouknowhowmanychoicesyoumakeinatypicalday?
doyouknowhowmanychoicesyoumakeintypicalweek?
irecentlydidasurveywithover2,000americans,andtheaveragenumberofchoicesthatthetypicalamericanreportsmakingisabout70inatypicalday.therewasalsorecentlyastudydonewithceosinwhichtheyfollowedceosaroundforawholeweek.andthesescientistssimplydocumentedallthevarioustasksthattheseceosengagedinandhowmuchtimetheyspentengaginginmakingdecisionsrelatedtothesetasks.andtheyfoundthattheaverageceoengagedinabout139tasksinaweek.eachtaskwasmadeupofmany,many,manysub-choicesofcourse.50percentoftheirdecisionsweremadeinnineminutesorless.onlyabout12percentofthedecisionsdidtheymakeanhourormoreoftheirtime.thinkaboutyourownchoices.doyouknowhowmanychoicesmakeitintoyournineminutecategoryversusyouronehourcategory?
howwelldoyouthinkyou'redoingatmanagingthosechoices?
todayiwanttotalkaboutoneofthebiggestmoderndaychoosingproblemsthatwehave,whichisthechoiceoverloadproblem.iwanttotalkabouttheproblemandsomepotentialsolutions.nowasitalkaboutthisproblem,i'mgoingtohavesomequestionsforyouandi'mgoingtowanttoknowyouranswers.sowheniaskyouaquestion,sincei'mblind,onlyraiseyourhandifyouwanttoburnoffsomecalories.(laughter)otherwise,wheniaskyouaquestion,andifyouranswerisyes,i'dlikeyoutoclapyourhands.soformyfirstquestionforyoutoday:
areyouguysreadytohearaboutthechoiceoverloadproblem?
(applause)thankyou.
sowheniwasagraduatestudentatstanforduniversity,iusedtogotothisvery,veryupscalegrocerystore;atleastatthattimeitwastrulyupscale.itwasastorecalleddraeger's.nowthisstore,itwasalmostlikegoingtoanamusementpark.theyhad250differentkindsofmustardsandvinegarsandover500differentkindsoffruitsandvegetablesandmorethantwodozendifferentkindsofbottledwater--andthiswasduringatimewhenweactuallyusedtodrinktapwater.iusedtolovegoingtothisstore,butononeoccasioniaskedmyself,wellhowcomeyouneverbuyanything?
here'stheiroliveoilaisle.theyhadover75differentkindsofoliveoil,includingthosethatwereinalockedcasethatcamefromthousand-year-oldolivetrees.
soionedaydecidedtopayavisittothemanager,andiaskedthemanager,"isthismodelofofferingpeopleallthischoicereallyworking?
"andhepointedtothebusloadsoftouriststhatwouldshowupeveryday,withcamerasreadyusually.wedecidedtodoalittleexperiment,andwepickedjamforourexperiment.here'stheirjamaisle.theyhad348differentkindsofjam.wesetupalittletastingboothrightneartheentranceofthestore.wethereputoutsixdifferentflavorsofjamor24differentflavorsofjam,andwelookedattwothings:
first,inwhichcasewerepeoplemorelikelytostop,samplesomejam?
morepeoplestoppedwhentherewere24,about60percent,thanwhenthereweresix,about40percent.thenextthingwelookedatisinwhichcasewerepeoplemorelikelytobuyajarofjam.nowweseetheoppositeeffect.ofthepeoplewhostoppedwhentherewere24,onlythreepercentofthemactuallyboughtajarofjam.ofthepeoplewhostoppedwhenthereweresix,wellnowwesawthat30percentofthemactuallyboughtajarofjam.nowifyoudothemath,peoplewereatleastsixtimesmorelikelytobuyajarofjamiftheyencounteredsixthaniftheyencountered24.
nowchoosingnottobuyajarofjamisprobablygoodforus--atleastit'sgoodforourwaistlines--butitturnsoutthatthischoiceoverloadproblemaffectsuseveninveryconsequentialdecisions.wechoosenottochoose,evenwhenitgoesagainstourbestself-interests.sonowforthetopicoftoday:
financialsavings.nowi'mgoingtodescribetoyouastudyididwithgurhuberman,emirkamenica,weijangwherewelookedattheretirementsavingsdecisionsofnearlyamillionamericansfromabout650plansallinthe andwhatwelookedatwaswhetherthenumberoffundofferingsavailableinaretirementsavingsplan,the401(k)plan,doesthataffectpeople'slikelihoodtosavemorefortomorrow.andwhatwefoundwasthatindeedtherewasacorrelation.sointheseplans,wehadabout657plansthatrangedfromofferingpeopleanywherefromtwoto59differentfundofferings.andwhatwefoundwasthat,themorefundsoffered,indeed,therewaslessparticipationrate.
soifyoulookattheextremes,thoseplansthatofferedyoutwofunds,participationrateswerearoundinthemid-70s--stillnotashighaswewantittobe.inthoseplansthatofferednearly60funds,participationrateshavenowdroppedtoaboutthe60thpercentile.nowitturnsoutthatevenifyoudochoosetoparticipatewhentherearemorechoicespresent,eventhen,ithasnegativeconsequences.soforthosepeoplewhodidchoosetoparticipate,themorechoicesavailable,themorelikelypeopleweretocompletelyavoidstocksorequityfunds.themorechoicesavailable,themorelikelytheyweretoputalltheirmoneyinpuremoneymarketaccounts.nowneitheroftheseextremedecisionsarethekindsofdecisionsthatanyofuswouldrecommendforpeoplewhenyou'reconsideringtheirfuturefinancialwell-being.
well,overthepastdecade,wehaveobservedthreemainnegativeconsequencestoofferingpeoplemoreandmorechoices.they'remorelikelytodelaychoosing--procrastinateevenwhenitgoesagainsttheirbestself-interest.they'remorelikelytomakeworsechoices--worsefinancialchoices,medicalchoices.they'remorelikelytochoosethingsthatmakethemlesssatisfied,evenwhentheydoobjectivelybetter.themainreasonforthisisbecause,wemightenjoygazingatthosegiantwallsofmayonnaises,mustards,vinegars,jams,butwecan'tactuallydothemathofcomparingandcontrastingandactuallypickingfromthatstunningdisplay.sowhatiwanttoproposetoyoutodayarefoursimpletechniques--techniquesthatwehavetestedinonewayoranotherindifferentresearchvenues--thatyoucaneasilyapplyinyourbusinesses.
thefirst:
cut.you'vehearditsaidbefore,butit'sneverbeenmoretruethantoday,thatlessismore.peoplearealwaysupsetwhenisay,"cut."they'realwaysworriedthey'regoingtoloseshelfspace.butinfact,whatwe'reseeingmoreandmoreisthatifyouarewillingtocut,getridofthoseextraneousredundantoptions,wellthere'sanincreaseinsales,there'saloweringofcosts,thereisanimprovementofthechoosingexperience.whenproctor&gamblewentfrom26differentkindsofhead&shouldersto15,theysawanincreaseinsalesby10percent.whenthegoldencatcorporationgotridoftheir10worst-sellingcatlitterproducts,theysawanincreaseinprofitsby87percent--afunctionofbothincreaseinsalesandloweringofcosts.youknow,theaveragegrocerystoretodayoffersyou45,000products.thetypicalwalmarttodayoffersyou100,000products.buttheninthlargestretailer,theninthbiggestretailerintheworldtodayisaldi,anditoffersyouonly1,400products--onekindofcannedtomatosauce.
nowinthefinancialsavingsworld,ithinkoneofthebestexamplesthathasrecentlycomeoutonhowtobestmanagethechoiceofferingshasactuallybeensomethingthatdavidlaibsonwasheavilyinvolvedindesigning,whichwastheprogramthattheyhaveatharvard.everysingleharvardemployeeisnowautomaticallyenrolledinalifecyclefund.forthosepeoplewhoactuallywanttochoose,they'regiven20funds,not300ormorefunds.youknow,often,peoplesay,"idon'tknowhowtocut.they'reallimportantchoices."andthefirstthingidoisiasktheemployees,"tellmehowthesechoicesaredifferentfromoneanother.andifyouremployeescan'ttellthemapart,neithercanyourconsumers."
nowbeforewestartedoursessionthisafternoon,ihadachatwithgary.andgarysaidthathewouldbewillingtoofferpeopleinthisaudienceanall-expenses-paidfreevacationtothemostbeautifulroadintheworld.here'sadescriptionoftheroad.andi'dlikeyoutoreadit.andnowi'llgiveyouafewsecondstoreaditandtheniwantyoutoclapyourhandsifyou'rereadytotakegaryuponhisoffer.(lightclapping)okay.anybodywho'sreadytotakehimuponhisoffer.isthatall?
allright,letmeshowyousomemoreaboutthis.(laughter)youguysknewtherewasatrick,didn'tyou.(honk)nowwho'sreadytogoonthistrip.(applause)(laughter)ithinkimighthaveactuallyheardmorehands.
allright.nowinfact,youhadobjectivelymoreinformationthefirsttimearoundthanthesecondtimearound,butiwouldventuretoguessthatyoufeltthatitwasmorerealthesecondtimearound.becausethepicturesmadeitfeelmorerealtoyou.whichbringsmetothesecondtechniqueforhandlingthechoiceoverloadproblem,whichisconcretization.thatinorderforpeopletounderstandthedifferencesbetweenthechoices,theyhavetobeabletounderstandtheconsequencesassociatedwitheachchoice,andthattheconsequencesneedtobefeltinavividsortofway,inaveryconcreteway.whydopeoplespendanaverageof15to30percentmorewhentheyuseanatmcardoracreditcardasopposedtocash?
becauseitdoesn'tfeellikerealmoney.anditturnsoutthatmakingitfeelmoreconcretecanactuallybeaverypositivetooltouseingettingpeopletosavemore.
soastudythatididwithshlomobenartziandalessandroprevitero,wedidastudywithpeopleating--employeest