CompetitionOpen Access

Competition

We strive with and against one another for limited resources and status

We can’t avoid comparing ourselves to others. And once we can compare, we’re driven to compete to enhance our relative sense of self-worth.

Swab & Johnson (2019). Steel sharpens steel: A review of multilevel competitiveness in organizations. Journal of Organizational Behavior.

The study

Setup

Setup

121 students were shown one of 3 adverts for watch brand Swatch. Either a control with no sales event, a limited-time sale (6 days) or one limited in quantity available (100) triggering competition. They were then asked how likely they’d be to buy the watch.

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Results

Results

Those in the competition condition were more likely to buy than those under time pressure.

Study graph
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Swab & Johnson (2019). Steel sharpens steel: A review of multilevel competitiveness in organizations. Journal of Organizational Behavior.

Key Takeaways

1
1

A little competition can be fun.

We are naturally competitive; where there are numbers, there are games. And though it shouldn't be the only driver of behavior change, subtle uses with measurable goals, leaderboards and appropriate Rewards can provide benefit. What positive behaviors do you want to encourage? Tell the Story of why the competition exists to help motivate further. Ensure that the competition also aligns with others' own aspirations.

Takeaway image
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2

Allow everyone to ‘succeed’, regardless of ability.

Bad competition creates clear winners and losers, which can demotivate the latter and reduce behavior change. Good competition includes ways to celebrate all efforts to reach a goal. Be sensitive to our desire to compare, e.g. only show individuals their relative place in a leaderboard.

Takeaway image
3
3

Make competition team-based.

Too much competition can reduce internal motivation. However competing as broader teams can prevent this. Collaboration is a powerful tool to use with competition to foster new collective norms around the intended behavior.

Takeaway image
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Takeaway image
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In further detail

Takeaway image
Currently being prepared...
Competition

Competition

We strive with and against one another for limited resources and status

We can’t avoid comparing ourselves to others. And once we can compare, we’re driven to compete to enhance our relative sense of self-worth.

The study

Setup

121 students were shown one of 3 adverts for watch brand Swatch. Either a control with no sales event, a limited-time sale (6 days) or one limited in quantity available (100) triggering competition. They were then asked how likely they’d be to buy the watch.

Results

Those in the competition condition were more likely to buy than those under time pressure.

study graph
np_read_2490885_000000

In detail

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Nuggets

Snack on these...

Open access, foundational Nuggets

Scarcity

Scarcity

We value things more when they’re in limited supply

Social Proof

Social Proof

We copy the behaviors of others, especially in unfamiliar situations

Prospect Theory

Prospect Theory

A loss hurts more than an equal gain feels good

Reciprocity

Reciprocity

We’re hardwired to return kindness received

Framing

Framing

We make very different decisions based on how a fact is presented

Loss Aversion

Loss Aversion

We feel more negative when losing something than positive when we gain it

Self-Expression

Self-Expression

We constantly seek out ways to communicate our identity to others

Default Effect

Default Effect

We tend to accept the option pre-chosen for us

Priming

Priming

Our decisions are shaped by memories recalled from things just seen or heard

Anchoring

Anchoring

What we see first affects our judgement of everything thereafter

Autonomy Bias

Autonomy Bias

We have a deep-seated need to control our situations

Fast & Slow Thinking

Fast & Slow Thinking

We make knee-jerk spontaneous decisions that can cause regretful damage

Status Quo Bias

Status Quo Bias

We tend to stick with our previous choices, even if the alternatives might be better

Dynamic Norms

Dynamic Norms

We’re more likely to change if we can see a new behavior developing

Round Pricing Preference

Round Pricing Preference

We prefer and trust whole numbers over those ending in a 9

Salience

Salience

Our choices are determined by the information we're shown

Connected to

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