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TED Talks, How to motivate yourself to change your behaviour

How to motivate yourself to change your behaviour

We all have some behavior that we would like to change about ourselves. And we certainly all want to help someone else, change their behavior in a positive way. Maybe it's your kid, your spouse, your colleague. I want to share some new research with you that I think reveals something really important about what gets people to change their behavior.

But before I do that, let's zoom in on one strategy that I think you probably use a lot. So, let's say you're trying to stop yourself from snacking. What do you tell yourself? Well, most people in a monologue will say, “Beware. You'll be fat.” And if this was your kid, you would probably tell him that smoking kills and, by the way, he's in big, big trouble. So, what we're trying to do here is we're trying to scare ourselves and others into changing their behavior. And it's not just us. Warnings and threats are really common in health campaigns, in policy. It's because we all share this deep-rooted belief that if you threaten people, if fear is induced, it will get them to act. And it seems like a really reasonable assumption, except for the fact that the science shows that warnings have very limited impact on behavior.

So, graphic images on cigarette packets, for example, do not deter smokers from smoking, and one study found that, after looking at those images, quitting actually became a lower priority for smokers. So, I'm not saying that warnings and threats never work, but what I'm saying is that, on average, they seem to have a very limited impact. And so, the question is, why? Why are we resistant to warnings? Well, if you think about animals, when you induce fear in an animal, the most common response you will see is freezing or fleeing; fighting, not as much. And so, humans are the same. If something scares us, we tend to shut down and we try to eliminate the negative feelings. We might use rationalizations. For example, you might tell yourself: “My grandpa smoked. He lived to be 90. So, I have really good genes and absolutely nothing to worry about.” And this process can actually make you feel more resilient than you did before, which is why warnings sometimes have this boomerang effect.

In other times, we simply put our head in the ground. Take the stock market for example. Do you know when people pull their head out of the ground to look at their accounts — not to make a transaction, just to log in to check their account? So, what you're seeing here, in black, is the S&P 500 over two years, and in gray, is the number of times that people logged in to their account just to check. And this is data from Karlsson, Loewenstein & Seppi, it's control data for all the obvious confounds. So, what do we see? When the market is high, people log in all the time, because positive information makes you feel good, so you seek it out. And when the market is low, people avoid logging in, because negative information makes us feel bad, so we try to avoid it altogether. And all this is true as long as bad information can reasonably be avoided. What you don't see here is what happened a few months later, in the financial collapse of 2008, when the market went drastically down and that was when people started logging in frantically, but it was a bit too late. So, you can think about it like this — it's not just finance: In many different parts of our life, we have warning signs and bad behaviors now. And they could potentially lead to all these bad outcomes later, but not necessarily so, because there are different routes from your present to your future, right? It can go this way, it can go that way.

And, as time passes, you gather more and more information about where the wind is blowing. And, at any point, you can intervene and you could potentially change the outcome, but that takes energy and you might tell yourself: “What's the point about worrying about something that might happen? It might not happen.” Until we reach this point, at which time you do jump into action, but sometimes it's a little bit too late. So, we wanted to know, in my lab, what type of information does leak into people. We conducted an experiment where we asked approximately 100 people to estimate the likelihood of 80 different negative events that might happen to them in the future. So, for example, I might ask you: what is the likelihood that you will suffer hearing loss in your future? And let's say you think it's about 50%. Then, I give you the opinion of two different experts. So, expert A tells you: “You know, for someone like you, I think it's only 40%.” So, they give you a rosier view of your future. Expert B says: “For someone like you, I actually think it's about 60%. It's worse.” So, they give you a bleaker view of your future. What should you do? Well, you shouldn't change your beliefs, right? Wrong.

What we find is that people tend to change their beliefs towards a more desirable opinion. In other words, people listen to the positive information. This study was conducted on college students, so you might say: “College students are delusional, right? We all know that.” And surely, as we grow older, we grow wiser. So we said: “OK, let's test that. Does this really generalize? Does it generalize to your kid, to your parent? Does it generalize to your spouse?” We tested people from the age of 10 until the age of 80, and the answer was yes. In all these age groups, people take in information they want to hear — like someone telling you you're more attractive than you thought — than information that they don't want to hear. And the ability to learn from good news remained quite stable throughout the life span, but the ability to learn from bad news, that changes as you age.

So, what we found was that kids and teenagers were the worse at learning from bad news, and the ability became better and better as people aged. But then, around the age of 40, around midlife, it started deteriorating again. What this means is that the most vulnerable populations, kids and teenagers on the one hand, and the elderly on the other hand, are the least likely to accurately learn from warnings.

But what you can see here is that it doesn't matter what age you are, you can be 20, 30, 40, 50 or 60; everyone takes in information they want to hear more than information that they don't. So, we end up with a view like this of ourselves. Our mistake as teachers, as mentors, as employers is that, instead of working with this positive image that people so effort-fully maintain, we try and put a clear mirror in front of them. We tell them: “You know, the image is just going to get worse and worse and worse.” And it doesn't work. It doesn't work because the brain will frantically try to distort the image, using Photoshop and fancy lenses, until it gets the image it's happy with. But what would happen if we went along with how our brain works and not against it? Take hand washing, for example. We all know that hand washing is the number one way to prevent the spread of disease, and this is really important in hospitals.

So, in a hospital, here in the United States, a camera was installed to see how often medical staff do, in fact, sanitize their hands before and after entering a patient's room. The medical staff knew a camera was installed. Nevertheless, only one in ten washed their hands before and after entering a patient's room. But then, an intervention was introduced, an electronic board that told the medical staff how well they were doing. Every time you washed your hands, the numbers went up on this screen and it showed you your rate of your current shift and the rate of the weekly staff.

And what happened? Boom. Compliance raised to 90%, which is absolutely amazing. And the research staff were amazed as well, and they made sure to replicate it in another division in the hospital. Again, the same results. Why does this intervention work so well? It works well because, instead of using warnings about bad things that can happen in the future, like disease, it uses three principles that we know really drive your mind and your behavior.

Let me explain. The first one is social incentives. In the hospital study, the medical staff could see what other people were doing. They can see the rates of the shift, the rate of the week. We're social people, we really care what other people are doing, we want to do the same and we want to do it better. This is an image from a study that we conducted, led by PhD student Micah Edelson, and what it's showing you is a signal in the emotional center of your brain when you hear about the opinion of others. And what we found was that this signal can predict how likely you are to conform at a later time, how likely you are to change your behavior. The British government are using this principle to get people to pay taxes on time. In an old letter that they sent to people who forgot to pay taxes on time, they simply stressed how important it was pay taxes and that didn't help. Then they added one sentence and that sentence said: “Nine out of ten people in Britain pay their taxes on time.” And that one sentence enhanced compliance within that group by 15%, and it's thought to bring into the British government 5.6 billion pounds. So, highlighting what other people are doing is a really strong incentive. The other principle is immediate rewards. Every time the staff washed their hand, they could see the numbers go up on the board and it made them feel good. And knowing that in advance, made them do something that they, otherwise, may not want to do. Now, this works because we value immediate rewards, rewards that we can get now, more than rewards that we can get in the future. And people tend to think it's because we don't care about the future, but that's completely wrong, we all care about our future. We want to be happy and healthy in the future, we want to be successful, but the future is so far away. Maybe you'll behave badly now and you'll be fine in the future, and maybe you'll be altogether dead. So, the here-and-now you would rather have that tangible drink, that tangible T-bone, rather than something that's uncertain in the future. If you think about it, it's not altogether irrational, right? You're choosing something sure now, rather than something that is unsure in the future. But what will happen if you reward people now for doing actions that are good for them in the future?

Studies show that giving people immediate rewards make them more likely to quit smoking, more likely to start exercising and this effect lasts for at least six months, because not smoking becomes associated with a reward, and exercising becomes associated with a reward, and it becomes a habit, it becomes a lifestyle. So, we can reward ourselves and others now for behaving in ways that are good for us in the future and that's a way for us to bridge the temporal gap. And the third principle is progress monitoring. The electronic board focused the medical staff attention on improving their performance. This is an image from a study that we conducted, that shows you brain activity suggestive of efficient coding of positive information about the future. What we found was that the brain does a really good job at this, but it doesn't do such a good job at processing negative information about the future. What does this mean? It means that, if you're trying to get people's attention, you might want to highlight the progress, not the decline. So, for example, if you take that kid with the cigarette, you might want to tell them: “You know, if you stop smoking, you'll become better at sports.” Highlight the progress, not the decline. Before I sum up, let me just share this small anecdote with you. A few weeks ago, I got home and I found this bill on my fridge. I was really surprised because there's never any bills on my fridge. So, I was wondering why my husband decided to put that on our fridge. Looking at the bill, I could see that what this bill was trying to do is get me to be more efficient with my electricity use. And how was it doing it? Social incentives, immediate rewards and progress monitoring. Let me show you.

Here are the social incentives. In gray, is the energy use on the average energy use of people in my neighborhood. And in blue, is my energy use, and in green, is the most efficient neighbor. And my reaction to this was — my immediate reaction was: “I'm a little bit better than average” – a tiny bit, but still… and my husband had exactly the same reaction — and “I want to get to the green bar.” And then, I got a smiley face. That was my immediate reward and it was telling me, “You're doing good,” and it made me want to put this on my fridge. And although I have this one smiley face, I can see an opportunity there to get two smiley faces. So, there's an opportunity for progress and it's showing me my progress throughout the year, how my energy use changes throughout the year. And the last thing this bill gave me was a sense of control. It gave me a sense of “I was in control of my use of electricity.” And that is a really important thing, if you try to get people to change their behavior, because the brain is constantly trying to seek ways to control its environment. It's one of the principles of what the brain is actually doing. And so, giving people a sense of control is a really important motivator. OK.

So, what am I not saying? I'm not saying that we do not need to communicate risks and I'm not saying that there's one-solution-fits-all, but I am saying that, if we want to motivate change, we might want to rethink how we do it, because fear, the fear of losing your health, the fear of losing money, induces inaction, while the thrill of a gain induces action. And so, to change behavior in ourselves and in others, we may want to try these positive strategies rather than threats, which really capitalize on the human tendency to seek progress. Thank you.

How to motivate yourself to change your behaviour كيف تحفز نفسك على تغيير سلوكك Wie Sie sich motivieren, Ihr Verhalten zu ändern Πώς να παρακινήσετε τον εαυτό σας να αλλάξει τη συμπεριφορά σας How to motivate yourself to change your behaviour Cómo motivarse para cambiar de comportamiento چگونه به خود انگیزه دهید تا رفتار خود را تغییر دهید Comment se motiver pour changer son comportement Come motivarsi a cambiare il proprio comportamento 自分の行動を変えるようにやる気を起こさせる方法 Kaip motyvuoti save keisti elgesį Jak zmotywować się do zmiany zachowania Como se motivar para mudar o seu comportamento Как мотивировать себя на изменение поведения Davranışınızı değiştirmek için kendinizi nasıl motive edersiniz Як спонукати себе змінити свою поведінку 如何激励自己改变行为 如何激勵自己改變行為

We all have some behavior that we would like to change about ourselves. لدينا جميعًا بعض السلوكيات التي نود تغييرها بشأن أنفسنا. 私たちは皆、自分自身について変えたい行動を持っています。 Hepimizin kendimizde değiştirmek istediğimiz bazı davranışları vardır. 我们都有一些想要改变的行为。 And we certainly all want to help someone else, change their behavior in a positive way. そして、私たちは確かに他の誰かを助け、彼らの行動を前向きに変えたいと思っています。 Ve kesinlikle hepimiz bir başkasına yardım etmek, davranışlarını olumlu yönde değiştirmek istiyoruz. Maybe it's your kid, your spouse, your colleague. 多分それはあなたの子供、あなたの配偶者、あなたの同僚です。 Belki de çocuğunuz, eşiniz, meslektaşınızdır. 也许是你的孩子、你的配偶、你的同事。 I want to share some new research with you that I think reveals something really important about what gets people to change their behavior. Quiero compartir con ustedes una nueva investigación que creo que revela algo realmente importante sobre lo que hace que las personas cambien su comportamiento. 私はあなたといくつかの新しい研究を共有したいと思います。それは人々が彼らの行動を変えるようにするものについて本当に重要な何かを明らかにすると思います。 무엇이 사람들의 행동을 변화시키는지에 대해 정말 중요한 것을 알려주는 새로운 연구 결과를 여러분과 공유하고자 합니다. İnsanların davranışlarını değiştirmeye neyin sebep olduğuna dair gerçekten önemli bir şey ortaya koyduğunu düşündüğüm bazı yeni araştırmaları sizinle paylaşmak istiyorum.

But before I do that, let's zoom in on one strategy that I think you probably use a lot. اما قبل از انجام این کار، بیایید روی یک استراتژی بزرگنمایی کنیم که فکر می‌کنم احتمالاً از آن استفاده زیادی می‌کنید. しかし、その前に、おそらく多く使用していると思われる1つの戦略にズームインしてみましょう。 Ama bunu yapmadan önce, muhtemelen çok kullandığınızı düşündüğüm bir stratejiye odaklanalım. 但在我这样做之前，让我们先来看看我认为你可能经常使用的一种策略。 So, let's say you're trying to stop yourself from snacking. So, let's say you're trying to stop yourself from snacking. だから、あなたが間食をやめようとしているとしましょう。 Diyelim ki kendinizi atıştırmaktan alıkoymaya çalışıyorsunuz. 因此，假设您正试图阻止自己吃零食。 What do you tell yourself? What do you tell yourself? ¿Qué te dices a ti mismo? あなたは自分に何を言いますか？ Kendine ne diyorsun? Well, most people in a monologue will say, “Beware. Well, most people in a monologue will say, “Beware. Bueno, la mayoría de la gente en un monólogo dirá: “Cuidado. まあ、独白のほとんどの人はこう言うでしょう。 독백을 하는 대부분의 사람들은 "조심하세요. Ну, большинство людей в монологе скажут: "Осторожно. คนส่วนใหญ่พูดคนเดียวจะพูดว่า “ระวัง Bir monologdaki çoğu insan, “Dikkat edin. You'll be fat.” And if this was your kid, you would probably tell him that smoking kills and, by the way, he's in big, big trouble. Estarás gordo. Y si fuera tu hijo, probablemente le dirías que fumar mata y, por cierto, está metido en un gran, gran problema. Diventerai grasso". E se si trattasse di vostro figlio, probabilmente gli direste che il fumo uccide e che, comunque, è in grossi guai. あなたは太るでしょう。」そして、これがあなたの子供だったとしたら、おそらく喫煙は死に、そして彼は大きな問題を抱えていると彼に言うでしょう。 Şişman olacaksın." Ve eğer bu senin çocuğun olsaydı, muhtemelen ona sigaranın öldürdüğünü ve bu arada başının büyük, büyük belada olduğunu söylerdin. 你会变胖的。”如果这是你的孩子，你可能会告诉他吸烟会致命，顺便说一句，他有大麻烦了。 So, what we're trying to do here is we're trying to scare ourselves and others into changing their behavior. So, what we're trying to do here is we're trying to scare ourselves and others into changing their behavior. ですから、ここで私たちがやろうとしているのは、自分自身や他の人を怖がらせて彼らの行動を変えさせようとしているということです。 따라서 우리가 여기서 하려는 것은 우리 자신과 다른 사람들이 행동을 바꾸도록 겁을 주려는 것입니다. Yani burada yapmaya çalıştığımız şey, kendimizi ve başkalarını davranışlarını değiştirmeleri için korkutmaya çalışmak. 所以，我们在这里试图做的是我们试图恐吓我们自己和其他人改变他们的行为。 And it's not just us. And it's not just us. Y no somos solo nosotros. そして、それは私たちだけではありません。 그리고 우리뿐만이 아닙니다. และไม่ใช่แค่เราเท่านั้น Ve sadece biz değiliz. І це не тільки ми. 不仅仅是我们。 Warnings and threats are really common in health campaigns, in policy. 警告と脅威は、健康キャンペーンや政策において非常に一般的です。 Предупреждения и угрозы действительно часто встречаются в кампаниях по охране здоровья, в политике. Sağlık kampanyalarında, politikada uyarılar ve tehditler gerçekten yaygındır. Попередження та погрози дійсно поширені в кампаніях охорони здоров’я, у політиці. 警告和威胁在健康运动和政策中确实很常见。 It's because we all share this deep-rooted belief that if you threaten people, if fear is induced, it will get them to act. It's because we all share this deep-rooted belief that if you threaten people, if fear is induced, it will get them to act. Es porque todos compartimos esta creencia profundamente arraigada de que si se amenaza a la gente, si se induce el miedo, hará que actúen. 사람들을 위협하고 공포를 유발하면 행동으로 옮길 수 있다는 뿌리 깊은 믿음을 우리 모두가 공유하고 있기 때문입니다. É porque todos nós compartilhamos essa crença profundamente enraizada de que, se você ameaçar as pessoas, se o medo for induzido, isso as fará agir. Все мы глубоко убеждены, что если угрожать людям, вызывать у них страх, то это заставит их действовать. Çünkü insanları tehdit ederseniz, korku uyandırırsanız, harekete geçmelerini sağlayacağına dair bu derin inancı hepimiz paylaşıyoruz. Це тому, що всі ми поділяємо це глибоко вкорінене переконання, що якщо ви погрожуєте людям, якщо викликаєте страх, це змусить їх діяти. 这是因为我们都有一个根深蒂固的信念，即如果你威胁人们，如果引发恐惧，他们就会采取行动。 And it seems like a really reasonable assumption, except for the fact that the science shows that warnings have very limited impact on behavior. E parece uma suposição realmente razoável, exceto pelo fato de que a ciência mostra que os avisos têm um impacto muito limitado no comportamento. Ve bilimin uyarıların davranış üzerinde çok sınırlı etkisi olduğunu göstermesi dışında, gerçekten makul bir varsayım gibi görünüyor. 这似乎是一个非常合理的假设，除了科学表明警告对行为的影响非常有限这一事实。

So, graphic images on cigarette packets, for example, do not deter smokers from smoking, and one study found that, after looking at those images, quitting actually became a lower priority for smokers. Entonces, las imágenes gráficas en los paquetes de cigarrillos, por ejemplo, no disuaden a los fumadores de fumar, y un estudio encontró que, después de mirar esas imágenes, dejar de fumar en realidad se convirtió en una prioridad menor para los fumadores. Assim, imagens gráficas em maços de cigarro, por exemplo, não impedem os fumantes de fumar, e um estudo descobriu que, depois de olhar para essas imagens, parar de fumar na verdade se tornou uma prioridade menor para os fumantes. Bu nedenle, örneğin sigara paketleri üzerindeki grafik görüntüler, sigara içenleri sigara içmekten caydırmaz ve bir çalışma, bu görüntülere baktıktan sonra, sigarayı bırakmanın aslında sigara içenler için daha düşük bir öncelik haline geldiğini buldu. 因此，例如，香烟包装上的图形并不能阻止吸烟者吸烟，一项研究发现，在查看这些图像后，戒烟实际上成为吸烟者的次要考虑。 So, I'm not saying that warnings and threats never work, but what I'm saying is that, on average, they seem to have a very limited impact. 따라서 경고와 위협이 전혀 효과가 없다는 말은 아니지만, 평균적으로 볼 때 그 효과가 매우 제한적이라는 것입니다. Yani, uyarıların ve tehditlerin hiçbir zaman işe yaramadığını söylemiyorum, ama demek istediğim şu ki, ortalama olarak, çok sınırlı bir etkiye sahip görünüyorlar. 所以，我并不是说警告和威胁永远不会奏效，但我的意思是，平均而言，它们的影响似乎非常有限。 And so, the question is, why? Ve böylece, soru şu ki, neden? І тому виникає питання, чому? Why are we resistant to warnings? ¿Por qué somos resistentes a las advertencias? 경고에 저항하는 이유는 무엇인가요? Neden uyarılara karşı dirençliyiz? Well, if you think about animals, when you induce fear in an animal, the most common response you will see is freezing or fleeing; fighting, not as much. Bueno, si piensas en animales, cuando induces miedo en un animal, la respuesta más común que verás es congelarse o huir; luchando, no tanto. Bem, se você pensar em animais, quando você induz medo em um animal, a resposta mais comum que você verá é congelar ou fugir; lutando, não tanto. Peki, hayvanları düşünürseniz, bir hayvanda korkuya neden olduğunuzda, göreceğiniz en yaygın tepki donma veya kaçmadır; savaşmak, o kadar değil. 好吧，如果你想到动物，当你在动物身上引起恐惧时，你会看到的最常见的反应是冻结或逃跑；战斗，没有那么多。 And so, humans are the same. Ve böylece, insanlar aynıdır. If something scares us, we tend to shut down and we try to eliminate the negative feelings. Si algo nos asusta, tendemos a cerrarnos y tratamos de eliminar los sentimientos negativos. Se algo nos assusta, tendemos a nos desligar e tentamos eliminar os sentimentos negativos. Bir şey bizi korkutursa, kapatma eğilimi gösteririz ve olumsuz duyguları ortadan kaldırmaya çalışırız. We might use rationalizations. Rasyonelleştirmeleri kullanabiliriz. 我们可能会使用合理化。 For example, you might tell yourself: “My grandpa smoked. Örneğin, kendinize şöyle diyebilirsiniz: “Büyükbabam sigara içti. He lived to be 90. 그는 90세까지 살았습니다. Ele viveu até os 90 anos. 90 yaşına kadar yaşadı. 他活到90岁。 So, I have really good genes and absolutely nothing to worry about.” And this process can actually make you feel more resilient than you did before, which is why warnings sometimes have this boomerang effect. 그래서 저는 정말 좋은 유전자를 가지고 있고 걱정할 것이 전혀 없습니다." 이러한 과정을 통해 실제로 이전보다 더 회복탄력성을 느낄 수 있기 때문에 경고는 때때로 부메랑 효과를 가져올 수 있습니다. Yani, gerçekten iyi genlerim var ve kesinlikle endişelenecek bir şey yok.” Ve bu süreç aslında sizi eskisinden daha dirençli hissettirebilir, bu yüzden uyarılar bazen bumerang etkisi yaratır. 所以，我有非常好的基因，完全没有什么可担心的。”而这个过程实际上可以让你感觉比以前更有弹性，这就是为什么警告有时会产生这种回旋镖效应。

In other times, we simply put our head in the ground. またある時は、ただ地面に頭を突っ込むこともある。 Em outros momentos, simplesmente colocamos a cabeça no chão. Diğer zamanlarda, sadece kafamızı yere koyarız. 在其他时候，我们只是把头埋在地上。 Take the stock market for example. Örneğin borsayı ele alalım. Do you know when people pull their head out of the ground to look at their accounts — not to make a transaction, just to log in to check their account? ¿Sabes cuándo las personas sacan la cabeza del suelo para mirar sus cuentas, no para hacer una transacción, solo para iniciar sesión y verificar su cuenta? Savez-vous quand les gens sortent la tête pour regarder leurs comptes - pas pour faire une transaction, juste pour se connecter pour vérifier leur compte? 사람들이 거래를 하기 위해서가 아니라 단지 자신의 계좌를 확인하기 위해 로그인하기 위해 고개를 빼는 경우를 알고 계십니까? Você sabe quando as pessoas tiram a cabeça do chão para ver suas contas – não para fazer uma transação, apenas para fazer login e verificar sua conta? İnsanların hesaplarına bakmak için - bir işlem yapmak için değil, sadece hesaplarını kontrol etmek için giriş yapmak için - kafalarını yerden kaldırdıklarını biliyor musunuz? 你知道人们什么时候把头从地上伸出来查看他们的账户——不是为了进行交易，只是为了登录查看他们的账户吗？ So, what you're seeing here, in black, is the S&P 500 over two years, and in gray, is the number of times that people logged in to their account just to check. Entonces, lo que está viendo aquí, en negro, es el S&P 500 durante dos años, y en gris, es la cantidad de veces que las personas iniciaron sesión en su cuenta solo para verificar. 따라서 여기에 표시된 검은색은 2년간의 S&P 500 지수이며, 회색은 사람들이 확인을 위해 계정에 로그인한 횟수입니다. Então, o que você está vendo aqui, em preto, é o S&P 500 ao longo de dois anos, e em cinza, é o número de vezes que as pessoas acessaram suas contas apenas para verificar. Yani, burada gördüğünüz, siyah renkte, iki yıllık S&P 500'dür ve gri renkte, insanların sırf kontrol etmek için hesaplarına giriş yapma sayısıdır. 所以，你在这里看到的，黑色的是标准普尔 500 指数两年的变化，灰色的是人们登录账户只是为了查看的次数。 And this is data from Karlsson, Loewenstein & Seppi, it's control data for all the obvious confounds. これは Karlsson、 Loewenstein、Seppi からのデータであり、すべての明白な交絡の対照データです。 그리고 이것은 칼슨, 로웬스타인, 세피의 데이터로, 모든 명백한 혼란에 대한 통제 데이터입니다. Ve bu Karlsson, Loewenstein & Seppi'den gelen veriler, tüm bariz karışıklıklar için kontrol verileri. 这是来自 Karlsson、Loewenstein 和 Seppi 的数据，它是所有明显混杂因素的对照数据。 So, what do we see? Peki, ne görüyoruz? 那么，我们看到了什么？ When the market is high, people log in all the time, because positive information makes you feel good, so you seek it out. Wenn der Markt hoch ist, loggen sich die Leute ständig ein, weil positive Informationen Ihnen ein gutes Gefühl geben, also suchen Sie danach. Cuando el mercado está alto, la gente se conecta todo el tiempo, porque la información positiva te hace sentir bien, así que la buscas. 긍정적인 정보는 기분을 좋게 만들기 때문에 사람들은 항상 긍정적인 정보를 찾게 되고, 시장이 상승할 때 사람들은 항상 로그인합니다. Quando o mercado está em alta, as pessoas fazem login o tempo todo, porque informações positivas fazem você se sentir bem, então você as procura. Pazar yüksek olduğunda, insanlar her zaman giriş yapar, çünkü olumlu bilgi sizi iyi hissettirir, bu yüzden onu ararsınız. 当市场高涨时，人们会一直登录，因为积极的信息会让你感觉良好，所以你会寻找它。 And when the market is low, people avoid logging in, because negative information makes us feel bad, so we try to avoid it altogether. Y cuando el mercado está bajo, la gente evita iniciar sesión porque la información negativa nos hace sentir mal, así que tratamos de evitarlo por completo. E quando o mercado está baixo, as pessoas evitam fazer login, porque informações negativas nos fazem sentir mal, então tentamos evitá-las completamente. Ve pazar düşük olduğunda, insanlar giriş yapmaktan kaçınırlar, çünkü olumsuz bilgiler bizi kötü hissettirir, bu yüzden bundan tamamen kaçınmaya çalışırız. And all this is true as long as bad information can reasonably be avoided. Y todo esto es cierto siempre que se pueda evitar razonablemente la mala información. 그리고 이 모든 것은 나쁜 정보를 합리적으로 피할 수 있는 한 사실입니다. E tudo isso é verdade desde que informações ruins possam ser razoavelmente evitadas. Ve tüm bunlar, kötü bilgi makul bir şekilde önlenebildiği sürece doğrudur. 只要可以合理避免不良信息，所有这一切都是正确的。 What you don't see here is what happened a few months later, in the financial collapse of 2008, when the market went drastically down and that was when people started logging in frantically, but it was a bit too late. 여기서 보이지 않는 것은 몇 달 후인 2008년 금융 붕괴로 시장이 급격히 하락했을 때 사람들이 미친 듯이 로그인하기 시작했을 때 일어난 일이지만 너무 늦었습니다. Burada görmediğiniz şey, birkaç ay sonra, 2008'in mali çöküşünde, piyasanın sert bir şekilde düştüğü ve insanların çılgınca giriş yapmaya başladığı zamandı, ancak biraz geç oldu. 你在这里看不到的是几个月后发生的事情，即 2008 年金融崩溃时，市场急剧下跌，人们开始疯狂登录，但为时已晚。 So, you can think about it like this — it's not just finance: In many different parts of our life, we have warning signs and bad behaviors now. Entonces, puede pensarlo de esta manera: no se trata solo de finanzas: en muchas partes diferentes de nuestra vida, tenemos señales de advertencia y malos comportamientos ahora. 이렇게 생각하면 금융뿐만이 아닙니다: 우리 삶의 여러 부분에서 경고 신호와 나쁜 행동이 나타나고 있습니다. Yani, bunu şöyle düşünebilirsiniz - bu sadece finans değil: Artık hayatımızın birçok farklı bölümünde uyarı işaretleri ve kötü davranışlarımız var. 所以，你可以这样想——不仅仅是金融：在我们生活的许多不同方面，我们现在都有警告信号和不良行为。 And they could potentially lead to all these bad outcomes later, but not necessarily so, because there are different routes from your present to your future, right? 그리고 그것은 잠재적으로 나중에 이러한 모든 나쁜 결과로 이어질 수 있지만, 현재에서 미래로가는 다른 경로가 있기 때문에 반드시 그렇지는 않습니다. E eles podem potencialmente levar a todos esses resultados ruins mais tarde, mas não necessariamente, porque existem rotas diferentes do seu presente para o seu futuro, certo? Ve potansiyel olarak daha sonra tüm bu kötü sonuçlara yol açabilirler, ama öyle olması şart değil, çünkü şimdiki zamandan geleceğinize giden farklı yollar var, değil mi? 它们可能会在以后导致所有这些不好的结果，但不一定如此，因为从你的现在到未来有不同的路线，对吧？ It can go this way, it can go that way. Bu şekilde gidebilir, bu şekilde gidebilir.

And, as time passes, you gather more and more information about where the wind is blowing. Et, au fil du temps, vous collectez de plus en plus d'informations sur l'endroit où le vent souffle. E, com o passar do tempo, você coleta cada vez mais informações sobre para onde o vento está soprando. Ve zaman geçtikçe, rüzgarın nereden estiği hakkında daha fazla bilgi toplarsınız. 而且，随着时间的推移，你会收集到越来越多关于风向的信息。 And, at any point, you can intervene and you could potentially change the outcome, but that takes energy and you might tell yourself: “What's the point about worrying about something that might happen? E, a qualquer momento, você pode intervir e potencialmente mudar o resultado, mas isso exige energia e você pode dizer a si mesmo: “Qual é o sentido de se preocupar com algo que pode acontecer? Ve herhangi bir noktada müdahale edebilirsiniz ve sonucu potansiyel olarak değiştirebilirsiniz, ancak bu enerji alır ve kendinize şunu söyleyebilirsiniz: “Olabilecek bir şey için endişelenmenin anlamı nedir? 而且，在任何时候，你都可以进行干预，并且有可能改变结果，但这需要精力，你可能会告诉自己：“担心可能发生的事情有什么意义呢？ It might not happen.” Until we reach this point, at which time you do jump into action, but sometimes it's a little bit too late. Olmayabilir.” Bu noktaya ulaşana kadar, o sırada harekete geçiyorsunuz, ancak bazen biraz geç oluyor. 这可能不会发生。”直到我们到达这一点，那时你确实会采取行动，但有时有点太晚了。 So, we wanted to know, in my lab, what type of information does leak into people. そこで、私の研究室では、どのような情報が人に漏れるのかを知りたかったのです。 그래서 저희 연구실에서는 어떤 유형의 정보가 사람들에게 유출되는지 알고 싶었습니다. Então, queríamos saber, no meu laboratório, que tipo de informação vaza para as pessoas. Bu yüzden laboratuvarımda insanlara ne tür bilgilerin sızdığını bilmek istedik. 因此，我们想知道在我的实验室中，什么类型的信息会泄露给人们。 We conducted an experiment where we asked approximately 100 people to estimate the likelihood of 80 different negative events that might happen to them in the future. Nous avons mené une expérience où nous avons demandé à environ 100 personnes d'estimer la probabilité de 80 événements négatifs différents qui pourraient leur arriver dans le futur. 약 100명의 사람들에게 미래에 일어날 수 있는 80가지 부정적인 사건의 발생 가능성을 추정하는 실험을 실시했습니다. Yaklaşık 100 kişiden gelecekte başlarına gelebilecek 80 farklı olumsuz olayın olasılığını tahmin etmelerini istediğimiz bir deney yaptık. 我们进行了一项实验，询问大约 100 个人，评估他们未来可能发生 80 种不同负面事件的可能性。 So, for example, I might ask you: what is the likelihood that you will suffer hearing loss in your future? Então, por exemplo, eu poderia lhe perguntar: qual é a probabilidade de você sofrer perda auditiva no futuro? Örneğin, size şunu sorabilirim: Gelecekte işitme kaybı yaşama olasılığınız nedir? 例如，我可能会问你：你未来出现听力损失的可能性有多大？ And let's say you think it's about 50%. Diyelim ki bunun yaklaşık %50 olduğunu düşünüyorsunuz. 假设您认为这个比例约为 50%。 Then, I give you the opinion of two different experts. Daha sonra size iki farklı uzmanın görüşünü aktarıyorum. So, expert A tells you: “You know, for someone like you, I think it's only 40%.” So, they give you a rosier view of your future. 그래서 전문가 A가 이렇게 말합니다: "당신 같은 사람에게는 40%밖에 안 되는 것 같아요." 그래서 그들은 당신의 미래에 대해 더 장밋빛 전망을 제시합니다. Yani, uzman A size şöyle diyor: "Biliyorsunuz, sizin gibi biri için bence bu sadece %40." Böylece, size geleceğinize dair daha pembe bir görünüm verirler. 所以，专家A告诉你：“你知道，对于像你这样的人来说，我认为只有40%。”因此，它们让您对未来有更乐观的看法。 Expert B says: “For someone like you, I actually think it's about 60%. B Uzmanı şöyle diyor: “Sizin gibi biri için aslında bunun yaklaşık %60 olduğunu düşünüyorum. It's worse.” So, they give you a bleaker view of your future. É pior." Assim, eles lhe dão uma visão mais sombria do seu futuro. Daha beter." Böylece, size geleceğinize dair daha kasvetli bir görünüm verirler. 情况更糟。”所以，他们让你对未来有了更黯淡的看法。 What should you do? Ne yapmalısın? Well, you shouldn't change your beliefs, right? İnançlarını değiştirmemelisin, değil mi? 好吧，你不应该改变你的信念，对吗？ Wrong. Yanlış.

What we find is that people tend to change their beliefs towards a more desirable opinion. 우리가 발견한 것은 사람들이 자신의 신념을 더 바람직한 의견으로 바꾸는 경향이 있다는 것입니다. O que descobrimos é que as pessoas tendem a mudar suas crenças para uma opinião mais desejável. Bulduğumuz şey, insanların inançlarını daha arzu edilen bir görüşe doğru değiştirme eğiliminde olmalarıdır. 我们发现，人们倾向于改变自己的信念，转向更理想的观点。 In other words, people listen to the positive information. 换句话说，人们倾听积极的信息。 This study was conducted on college students, so you might say: “College students are delusional, right? Bu araştırma üniversite öğrencileri üzerinde yapıldı, bu nedenle şöyle diyebilirsiniz: “Üniversite öğrencileri hayal görüyor, değil mi? We all know that.” And surely, as we grow older, we grow wiser. Hepimiz bunu biliyoruz." Ve elbette, yaşlandıkça daha akıllı hale geliyoruz. 我们都知道。”当然，随着年龄的增长，我们会变得更加明智。 So we said: “OK, let's test that. Biz de dedik ki: “Tamam, hadi bunu test edelim. Does this really generalize? Bu gerçekten genelleme mi? 这真的具有普遍性吗？ Does it generalize to your kid, to your parent? Does it generalize to your spouse?” We tested people from the age of 10 until the age of 80, and the answer was yes. Eşinize genelleniyor mu?” 10 yaşından 80 yaşına kadar insanları test ettik ve cevap evet oldu. In all these age groups, people take in information they want to hear — like someone telling you you're more attractive than you thought — than information that they don't want to hear. In all diesen Altersgruppen nehmen die Menschen eher Informationen auf, die sie hören wollen - wie zum Beispiel, dass man attraktiver ist, als man dachte - als Informationen, die sie nicht hören wollen. Tüm bu yaş gruplarında, insanlar duymak istemedikleri bilgileri değil, duymak istedikleri bilgileri alırlar - tıpkı birinin size düşündüğünüzden daha çekici olduğunuzu söylemesi gibi -. 在所有这些年龄段的人中，人们会接受他们想听的信息，比如有人告诉你，你比你想象的更有吸引力，而不是他们不想听的信息。 And the ability to learn from good news remained quite stable throughout the life span, but the ability to learn from bad news, that changes as you age. 그리고 좋은 뉴스를 통해 학습하는 능력은 평생 동안 상당히 안정적으로 유지되지만, 나쁜 뉴스를 통해 학습하는 능력은 나이가 들면서 변화합니다. E a capacidade de aprender com as boas notícias permaneceu bastante estável ao longo da vida, mas a capacidade de aprender com as más notícias muda à medida que você envelhece. Ve iyi haberlerden öğrenme yeteneği yaşam boyu oldukça sabit kaldı, ancak kötü haberlerden öğrenme yeteneği yaşlandıkça değişiyor. 从好消息中学习的能力在整个生命周期中保持相当稳定，但从坏消息中学习的能力会随着年龄的增长而变化。

So, what we found was that kids and teenagers were the worse at learning from bad news, and the ability became better and better as people aged. 그래서 우리가 발견한 것은 어린이와 청소년이 나쁜 뉴스로부터 학습하는 능력이 가장 떨어지고, 나이가 들수록 그 능력이 점점 더 좋아진다는 것이었습니다. Sonuç olarak, çocukların ve gençlerin kötü haberlerden öğrenme konusunda daha kötü olduklarını ve insanların yaşlandıkça yeteneklerin giderek daha iyi hale geldiğini gördük. 所以，我们发现，儿童和青少年从坏消息中学习的能力最差，而随着人们年龄的增长，这种能力变得越来越好。 But then, around the age of 40, around midlife, it started deteriorating again. What this means is that the most vulnerable populations, kids and teenagers on the one hand, and the elderly on the other hand, are the least likely to accurately learn from warnings. 이는 가장 취약한 계층인 어린이와 청소년, 그리고 노인이 경고를 정확하게 인지할 가능성이 가장 낮다는 것을 의미합니다. O que isso significa é que as populações mais vulneráveis, crianças e adolescentes, por um lado, e os idosos, por outro, são as menos propensas a aprender com precisão com os avisos. 这意味着最脆弱的人群，一方面是儿童和青少年，另一方面是老年人，他们最不可能准确地从警告中吸取教训。

But what you can see here is that it doesn't matter what age you are, you can be 20, 30, 40, 50 or 60; everyone takes in information they want to hear more than information that they don't. 하지만 여기서 알 수 있는 것은 20세, 30세, 40세, 50세, 60세 등 나이와 상관없이 누구나 듣고 싶은 정보보다 듣고 싶지 않은 정보를 더 많이 받아들인다는 사실입니다. 但你在这里可以看到的是，无论你的年龄多大，你可以是20岁、30岁、40岁、50岁或60岁；每个人都会接受更多他们想听的信息，而不是他们不想听的信息。 So, we end up with a view like this of ourselves. 그래서 우리는 우리 자신을 이렇게 바라보게 됩니다. Então, acabamos com uma visão assim de nós mesmos. 所以，我们最终对自己有这样的看法。 Our mistake as teachers, as mentors, as employers is that, instead of working with this positive image that people so effort-fully maintain, we try and put a clear mirror in front of them. Our mistake as teachers, as mentors, as employers is that, instead of working with this positive image that people so effort-fully maintain, we try and put a clear mirror in front of them. 作为教师、导师和雇主，我们的错误在于，我们没有努力维护人们努力维护的积极形象，而是试图在他们面前放置一面清晰的镜子。 We tell them: “You know, the image is just going to get worse and worse and worse.” And it doesn't work. It doesn't work because the brain will frantically try to distort the image, using Photoshop and fancy lenses, until it gets the image it's happy with. 它不起作用，因为大脑会疯狂地尝试使用 Photoshop 和奇特的镜头来扭曲图像，直到获得满意的图像。 But what would happen if we went along with how our brain works and not against it? 但如果我们顺从大脑的运作方式而不是反对它，会发生什么呢？ Take hand washing, for example. 以洗手为例。 We all know that hand washing is the number one way to prevent the spread of disease, and this is really important in hospitals.

So, in a hospital, here in the United States, a camera was installed to see how often medical staff do, in fact, sanitize their hands before and after entering a patient's room. The medical staff knew a camera was installed. 医护人员知道安装了摄像头。 Nevertheless, only one in ten washed their hands before and after entering a patient's room. 然而，只有十分之一的人在进入病房前后洗手。 But then, an intervention was introduced, an electronic board that told the medical staff how well they were doing. 但随后引入了干预措施，一个电子板告诉医务人员他们的情况如何。 Every time you washed your hands, the numbers went up on this screen and it showed you your rate of your current shift and the rate of the weekly staff. Toda vez que você lavava as mãos, os números subiam nesta tela e mostrava sua taxa de seu turno atual e a taxa da equipe semanal. 每次你洗手时，屏幕上的数字都会上升，它会显示你当前轮班的比率和每周员工的比率。

And what happened? Boom. Compliance raised to 90%, which is absolutely amazing. Соответствие требованиям возросло до 90%, что просто потрясающе. 合规性提升到90%，这绝对是惊人的。 And the research staff were amazed as well, and they made sure to replicate it in another division in the hospital. 研究人员也感到惊讶，他们确保在医院的另一个部门复制它。 Again, the same results. Why does this intervention work so well? 为什么这种干预效果这么好？ It works well because, instead of using warnings about bad things that can happen in the future, like disease, it uses three principles that we know really drive your mind and your behavior.

Let me explain. The first one is social incentives. Первый - это социальные стимулы. 第一个是社会激励。 In the hospital study, the medical staff could see what other people were doing. They can see the rates of the shift, the rate of the week. 他们可以看到轮班率、周率。 We're social people, we really care what other people are doing, we want to do the same and we want to do it better. This is an image from a study that we conducted, led by PhD student Micah Edelson, and what it's showing you is a signal in the emotional center of your brain when you hear about the opinion of others. 这是我们由博士生 Micah Edelson 领导的一项研究中的图像，它向您展示的是当您听到他人的意见时大脑情感中心的信号。 And what we found was that this signal can predict how likely you are to conform at a later time, how likely you are to change your behavior. そして、この信号が、後日、あなたが適合する可能性や、行動を変える可能性を予測できることを発見したのです。 И мы обнаружили, что этот сигнал может предсказать, насколько вероятно, что вы будете соответствовать впоследствии, насколько вероятно, что вы измените свое поведение. 我们发现，这个信号可以预测你以后顺从的可能性有多大，改变行为的可能性有多大。 The British government are using this principle to get people to pay taxes on time. In an old letter that they sent to people who forgot to pay taxes on time, they simply stressed how important it was pay taxes and that didn't help. Then they added one sentence and that sentence said: “Nine out of ten people in Britain pay their taxes on time.” And that one sentence enhanced compliance within that group by 15%, and it's thought to bring into the British government 5.6 billion pounds. Em seguida, eles acrescentaram uma frase e essa frase dizia: “Nove em cada dez pessoas na Grã-Bretanha pagam seus impostos em dia”. E essa frase aumentou a conformidade dentro desse grupo em 15%, e acredita-se que traga ao governo britânico 5,6 bilhões de libras. 然后他们加了一句话，那句话是：“英国十分之九的人按时纳税。”这句话使该群体的合规性提高了 15%，据信可为英国政府带来 56 亿英镑的收入。 So, highlighting what other people are doing is a really strong incentive. The other principle is immediate rewards. O outro princípio são as recompensas imediatas. Every time the staff washed their hand, they could see the numbers go up on the board and it made them feel good. Toda vez que a equipe lavava a mão, eles podiam ver os números subindo no quadro e isso os fazia se sentir bem. And knowing that in advance, made them do something that they, otherwise, may not want to do. 并提前知道这一点，让他们做一些他们本来可能不想做的事情。 Now, this works because we value immediate rewards, rewards that we can get now, more than rewards that we can get in the future. 现在，这是有效的，因为我们更看重眼前的奖励，即我们现在可以获得的奖励，而不是我们将来可以获得的奖励。 And people tend to think it's because we don't care about the future, but that's completely wrong, we all care about our future. We want to be happy and healthy in the future, we want to be successful, but the future is so far away. Maybe you'll behave badly now and you'll be fine in the future, and maybe you'll be altogether dead. 也许你现在表现不好，以后就没事了，也许你就彻底死了。 So, the here-and-now you would rather have that tangible drink, that tangible T-bone, rather than something that's uncertain in the future. Так что здесь и сейчас вы предпочтете осязаемый напиток, осязаемый бифштекс, а не что-то неопределенное в будущем. 所以，此时此地，你宁愿拥有有形的饮料，有形的丁骨，而不是未来不确定的东西。 If you think about it, it's not altogether irrational, right? 如果你仔细想想，这也不是完全不合理的，对吧？ You're choosing something sure now, rather than something that is unsure in the future. But what will happen if you reward people now for doing actions that are good for them in the future?

Studies show that giving people immediate rewards make them more likely to quit smoking, more likely to start exercising and this effect lasts for at least six months, because not smoking becomes associated with a reward, and exercising becomes associated with a reward, and it becomes a habit, it becomes a lifestyle. 研究表明，给予人们立即奖励会让他们更有可能戒烟，更有可能开始锻炼，这种效果持续至少六个月，因为不吸烟变得与奖励相关，而锻炼则与奖励相关，并且它变得一种习惯，它成为一种生活方式。 So, we can reward ourselves and others now for behaving in ways that are good for us in the future and that's a way for us to bridge the temporal gap. 因此，我们现在可以奖励自己和他人，因为他们的行为方式对我们未来有利，这是我们弥合时间差距的一种方式。 And the third principle is progress monitoring. The electronic board focused the medical staff attention on improving their performance. 电子看板将医务人员的注意力集中在提高他们的表现上。 This is an image from a study that we conducted, that shows you brain activity suggestive of efficient coding of positive information about the future. Esta é uma imagem de um estudo que realizamos, que mostra a atividade cerebral sugestiva de codificação eficiente de informações positivas sobre o futuro. Это изображение из проведенного нами исследования, которое показывает активность мозга, свидетельствующую об эффективном кодировании позитивной информации о будущем. 这是我们进行的一项研究中的图像，它向您展示了大脑活动，暗示着对未来积极信息的有效编码。 What we found was that the brain does a really good job at this, but it doesn't do such a good job at processing negative information about the future. O que descobrimos foi que o cérebro faz um trabalho muito bom nisso, mas não faz um trabalho tão bom no processamento de informações negativas sobre o futuro. What does this mean? It means that, if you're trying to get people's attention, you might want to highlight the progress, not the decline. Isso significa que, se você está tentando chamar a atenção das pessoas, pode querer destacar o progresso, não o declínio. So, for example, if you take that kid with the cigarette, you might want to tell them: “You know, if you stop smoking, you'll become better at sports.” Highlight the progress, not the decline. Então, por exemplo, se você pegar aquela criança com o cigarro, você pode querer dizer a ela: “Sabe, se você parar de fumar, você se tornará melhor nos esportes”. Destaque o progresso, não o declínio. Before I sum up, let me just share this small anecdote with you. Antes de resumir, deixe-me compartilhar esta pequena anedota com você. A few weeks ago, I got home and I found this bill on my fridge. I was really surprised because there's never any bills on my fridge. So, I was wondering why my husband decided to put that on our fridge. Looking at the bill, I could see that what this bill was trying to do is get me to be more efficient with my electricity use. Глядя на законопроект, я мог видеть, что этот законопроект пытался сделать меня более эффективным в использовании электроэнергии. And how was it doing it? Social incentives, immediate rewards and progress monitoring. Let me show you.

Here are the social incentives. In gray, is the energy use on the average energy use of people in my neighborhood. And in blue, is my energy use, and in green, is the most efficient neighbor. And my reaction to this was — my immediate reaction was: “I'm a little bit better than average” – a tiny bit, but still… and my husband had exactly the same reaction — and “I want to get to the green bar.” And then, I got a smiley face. E minha reação a isso foi - minha reação imediata foi: "Estou um pouco melhor que a média" - um pouco, mas ainda assim... e meu marido teve exatamente a mesma reação - e "eu quero chegar à barra verde .” E então, eu tenho um rosto sorridente. That was my immediate reward and it was telling me, “You're doing good,” and it made me want to put this on my fridge. Essa foi minha recompensa imediata e estava me dizendo: “Você está indo bem”, e isso me fez querer colocar isso na minha geladeira. And although I have this one smiley face, I can see an opportunity there to get two smiley faces. E embora eu tenha um rosto sorridente, posso ver uma oportunidade de conseguir dois rostos sorridentes. So, there's an opportunity for progress and it's showing me my progress throughout the year, how my energy use changes throughout the year. And the last thing this bill gave me was a sense of control. It gave me a sense of “I was in control of my use of electricity.” And that is a really important thing, if you try to get people to change their behavior, because the brain is constantly trying to seek ways to control its environment. It's one of the principles of what the brain is actually doing. And so, giving people a sense of control is a really important motivator. OK.

So, what am I not saying? I'm not saying that we do not need to communicate risks and I'm not saying that there's one-solution-fits-all, but I am saying that, if we want to motivate change, we might want to rethink how we do it, because fear, the fear of losing your health, the fear of losing money, induces inaction, while the thrill of a gain induces action. And so, to change behavior in ourselves and in others, we may want to try these positive strategies rather than threats, which really capitalize on the human tendency to seek progress. したがって、自分自身や他人の行動を変えるには、進歩を求める人間の傾向を実際に利用する脅威ではなく、これらの積極的な戦略を試してみたいと思うかもしれません. Thank you. 谢谢。