Merging Behavioral Science and Design Thinking | Luke Battye | 468

The best and biggest ventures start by having a dream, and taking risks.  Knowing when to keep your feet on the ground, and when to make a leap of faith, is a critical skill.   But how do you know when it's time to jump? Our guest on today's podcast is Luke Battye, the founder of Sprint Valley, a change consultancy that helps teams enact their vision, navigate risks, and make bolder moves! In a bold move, Luke starts our conversation off with a fascinating thought experiment he has never done in an audio medium, in order to help us understand how people make decisions under uncertainty. In our conversation, Luke tells us more about human brain functions, and how the choices we make are based on system 1 and system 2 responses and those are what Luke targets to create change. Luke explains how Sprint Valley is merging the science of behavior change with the art of design thinking, to find ways to help people work hand in hand in order to solve complex problems. The amazing insights found in academia are put into tangible practice, turning the natural patterns of brain function into a model that can be understood and used in business. Often, the language of academia gets so specific it leaves the client out of the conversation. Luke shares his insights about the critical principle he calls, "taking the time to teach." By bridging the gap between learning and implementation, teams can instantly apply newly-discovered insights to challenges they are currently addressing. This episode is a deep dive into how the human brain functions, how consumers make choices, and the levers we can use to influence buyer intent.   Three Key Takeaways: *  Ideas are only useful if they're functional. Don't fill your thought leadership with verbiage that will leave your audience baffled. *  By making your methodologies open source you allow others to understand what you do and force yourself to be constantly innovating for the future. *  Take the time to teach your audience. Don't assume they understand the concepts or models you are discussing.