Design interventions people can understand, trust and act on.
Behaviour change often fails between intention and action. Neurofactor helps reveal what people notice, understand, trust and can do in the moment where behaviour needs to change.
Use neuroscience, profiling and behavioural science to improve campaigns, policies, services, workplace change, safety, health, sustainability, adoption and compliance.
Design interventions that match actual human response.
Not sure which barrier matters most? Start with the behaviour →You do not need to know the method yet. The behaviour change question defines the research route.
Behaviour change improves when interventions match human response.
Awareness, attitudes, intentions and campaign metrics can show what people know, say or plan to do. But they do not always explain what enables action in the moment.
Neurofactor combines brain data, market data and business data to reveal the behavioural drivers behind attention, understanding, trust, motivation, friction, perceived effort, resistance and action readiness.
The goal is not only to explain the desired behaviour. The goal is to design the conditions that make action clear, trusted and possible.
When people know what to do, but still do not act.
Behaviour change teams often know the desired action. They know what people should do, which message is being used, which channel reaches them and which outcome is expected. The harder question is what people actually notice, understand, trust and feel capable of doing in the moment of action.
The campaign creates awareness, but not behaviour change.
What blocks action after people have noticed the message?
Association research, profiling, testing or behavioural interpretation.
People agree with the message, but action remains low.
What prevents intention from becoming action?
Profiling, association research, intervention testing or choice architecture review.
The intervention is clear, but people do not follow through.
Where does the next step feel unclear, effortful, risky or irrelevant?
Journey testing, eye tracking, profiling or behavioural interpretation.
Employees support the change, but daily behaviour stays the same.
What blocks behaviour in the real work context?
Profiling, workplace behaviour research, association research or intervention testing.
Safety instructions are known, but not consistently followed.
Where do habit, context, effort, risk perception or social norms block the desired action?
Behavioural analysis, profiling, testing or real-world measurement.
A sustainable option is available, but not adopted.
What makes the desired behaviour feel difficult, unusual, risky or not worth doing?
Association research, profiling, testing or choice architecture analysis.
A digital service is launched, but adoption stalls.
Where does the service create friction, uncertainty, low trust or lack of action readiness?
Eye tracking, journey testing, profiling or behavioural interpretation.
Different groups respond differently to the same intervention.
Which motivations, associations, barriers or norms differ between target groups?
Profiling, association research and target-group comparison.
Recognise the action gap?
If people know, agree or intend to act, but behaviour does not change, the next question is behavioural.
Discuss your behaviour change challengeStart with the behaviour, context or moment where the current data does not explain action.
Intention data shows what people say. Neurofactor helps reveal what enables action.
Awareness, attitude, intention and campaign data are valuable. They can show what people know, say, support, remember, click, complete or plan to do. But that data does not always explain why people do or do not act when the behaviour becomes relevant.
Neurofactor does not replace intention data. It adds the behavioural response layer that helps explain what makes action clear, trusted, possible or blocked.
- ·Awareness
- ·Attitudes
- ·Intentions
- ·Survey answers
- ·Campaign reach
- ·Knowledge
- ·Self-reported motivation
- ·Participation
- ·Clicks
- ·Sign-ups
- ·Training completion
- ·Compliance rates
- Attention
- Understanding
- Trust
- Motivation
- Mental friction
- Perceived effort
- Risk perception
- Emotional resistance
- Habit strength
- Social norm pressure
- Choice confidence
- Action readiness
Intention data is valuable. Behavioural response makes it more actionable.
Add behavioural response to your intention dataWhat makes people notice, trust and act in the moment of change.
People rarely change because they know what they should do. They change when the action feels clear, trusted, possible and worth doing in the moment. Neurofactor helps reveal the behavioural drivers that shape whether intention becomes action.
Attention
Whether people notice the intervention, cue, message or next step.
If people do not notice the cue, the intervention cannot influence action.
Improve message placement, timing, visual hierarchy, cue design, channel choice or moment of delivery.
Understanding
Whether people understand what to do and why it matters.
A message can be visible but still fail if the action is unclear or cognitively difficult.
Clarify the next step, simplify instructions, reduce complexity or redesign the explanation.
Trust
Whether people trust the source, message, process or next step.
Low trust can block action even when the behaviour is rational or beneficial.
Improve proof, source credibility, transparency, tone of voice, fairness cues or reassurance.
Motivation
Whether the behaviour feels meaningful, relevant and worth doing.
Motivation connects the behaviour to personal value, identity, benefit or urgency.
Refine the value proposition, message frame, personal relevance, urgency or emotional driver.
Mental friction
Where the behaviour feels complicated, doubtful or effortful.
Mental friction can stop action before practical barriers even appear.
Reduce ambiguity, remove unnecessary choices, improve clarity and make the first action easier.
Perceived effort
How much work the desired behaviour feels like.
People may avoid a behaviour when the next step feels too difficult, time-consuming or inconvenient.
Simplify the process, reduce steps, improve convenience or redesign the moment of action.
Risk perception
Whether the behaviour feels safe, risky, uncertain or socially costly.
Risk perception can block adoption, compliance, health behaviour, mobility choices and workplace change.
Improve reassurance, proof, expectation management, social safety or perceived control.
Emotional resistance
Where people feel resistance, defensiveness, shame, fear, irritation or loss of autonomy.
Emotional resistance can make people reject an otherwise reasonable intervention.
Adjust framing, reduce blame, increase autonomy, improve tone or redesign the intervention route.
Habit
Whether existing routines override the intended behaviour.
Habit can make old behaviour continue even when people know the new behaviour is better.
Use better cues, timing, defaults, reminders, environment design or replacement behaviours.
Social norms
Whether the behaviour feels normal, accepted or expected by people like them.
Social norms can make action feel easy and appropriate or unusual and uncomfortable.
Use group-relevant framing, social proof, norm correction or target-group-specific communication.
Identity
Whether the behaviour fits how people see themselves or the group they belong to.
Behaviour that conflicts with identity often creates resistance, even when the rational case is strong.
Adapt messaging, proof, spokesperson, context or intervention design to the target group's self-image.
Capability
Whether people feel able to take the desired action.
People may understand the action but not feel capable of doing it in context.
Improve support, instruction, training, onboarding, tools or confidence-building steps.
Timing
Whether the intervention appears at the right moment.
A message can be correct but ineffective if it appears too early, too late or outside the decision moment.
Move the cue closer to the behaviour, adjust sequencing or redesign the moment of delivery.
Context
Whether the environment supports or blocks the behaviour.
Context can make the desired behaviour easier, harder, visible, invisible, normal or unusual.
Change the environment, process, default, service route, physical cue or digital flow.
Choice confidence
Whether people feel confident choosing the desired option.
Choice uncertainty can delay action or make people default to old behaviour.
Improve comparison, reduce ambiguity, increase reassurance, clarify benefits or simplify the choice.
Action readiness
Whether people feel ready to act now.
People may agree with an intervention but not feel ready to act. Action readiness helps explain the final gap between intention and behaviour.
Create clearer next steps, reduce friction, improve timing, strengthen capability or redesign the first action.
Profile differences
How different groups respond differently to the same intervention.
Profile differences can explain why one group acts and another group resists, ignores or delays.
Adapt intervention design, communication, timing, source, context or route for different profiles.
Behaviour change improves when the barriers between intention and action become visible.
Behaviour change happens in campaigns, services, workplaces and daily routines.
Behaviour change can involve citizens, employees, customers, patients, visitors, students, drivers, travellers or service users. The context changes, but the behavioural question remains the same: what makes people notice, trust and act in the moment? Neurofactor can help study behaviour change across public, commercial, workplace, health, mobility, sustainability and service contexts.
Public campaigns
Campaigns where awareness must become real-world action.
What makes people move from seeing the campaign to doing the behaviour?
Safety behaviour
Situations where knowing the rule is not enough and action must happen consistently.
Where do habit, context, social norms or perceived effort block safe behaviour?
Health behaviour
Prevention, lifestyle, adherence or wellbeing interventions where habit, identity, trust and effort matter.
What makes the healthier action feel possible, safe and worth doing now?
Sustainability
Behaviour where people may support the goal but fail to adopt the action.
What makes the sustainable choice feel easy, normal, trusted and worthwhile?
Mobility behaviour
Travel choices, public transport adoption, route change, waiting behaviour or mode shift.
What makes people choose, trust or repeat the desired mobility behaviour?
Employee behaviour
Workplace behaviour, culture change, internal processes, safety, wellbeing or tool adoption.
What blocks the desired behaviour in the real work context?
Consumer behaviour
Choice, purchase, product use, repeat behaviour and switching behaviour.
Which cue, barrier or motivation determines whether the behaviour changes?
Customer behaviour
Service adoption, process completion, self-service, onboarding and next-step behaviour.
Where does the customer journey block action or create low confidence?
Compliance
Behaviour where trust, fairness, clarity, effort and perceived risk determine follow-through.
What makes compliance feel clear, fair, trusted and possible?
Education
Learning behaviour, training transfer, student engagement and habit formation.
What makes learning translate into actual behaviour?
Financial behaviour
Saving, payment behaviour, responsible choices, debt prevention or financial confidence.
What makes the better financial action feel understandable, safe and achievable?
Service adoption
When a service is available, but people do not start, continue or complete it.
What blocks adoption after the service becomes available?
Digital adoption
Portals, tools, apps or platforms where onboarding, trust and ease determine use.
Where does the digital flow create friction, uncertainty or low action readiness?
Workplace change
Organisational change where communication is not enough to create daily behaviour change.
What makes the new behaviour feel normal, trusted and possible in daily work?
Stress prevention
Interventions where people may know what helps but need the right timing, safety and capability to act.
What makes people feel able and safe enough to act before stress escalates?
Training and onboarding
Learning journeys where understanding must transfer into behaviour.
Which moments help people apply what they learned in the real context?
Whether the intervention is a campaign, policy, service, training or digital flow, the question remains the same: what makes people notice, trust and act in the moment?
Explore behaviour change research in your contextWhether the intervention is public, commercial, workplace or service-led, start with the moment of action.
From behaviour change question to intervention decision.
Neurofactor starts with the behaviour change question: which action, barrier, target group or intervention needs better behavioural evidence?
That question may involve attention, understanding, trust, motivation, mental friction, perceived effort, social norms, habit, capability, timing, context, resistance or action readiness.
From there, Neurofactor selects the right research route and combines brain data, market data and business data into actionable intervention recommendations.
- 1Define the desired behaviour or intervention challenge.
- 2Identify the target group and moment of action.
- 3Map the current barriers, cues and context.
- 4Select the right method stack.
- 5Measure attention, understanding, trust, friction, motivation or action readiness.
- 6Combine neurodata, market data and business data.
- 7Translate findings into campaign, policy, service, training, adoption or intervention decisions.
The method follows the behaviour change question.
The right method depends on the behaviour change question.
Neurofactor selects methods around the behaviour change question, not the other way around. A campaign, policy, service, training, adoption process or intervention can require different research routes depending on the behavioural uncertainty.
What intervention teams can decide better.
The output is not only insight. It is direction for better campaigns, policies, services, training, adoption, safety, health, sustainability and compliance interventions. Neurofactor translates findings into practical recommendations for intervention design, campaign improvement, policy adoption, service adoption, workplace change, training transfer, compliance and behaviour change strategy.
Action barriers
Which barriers block action.
Attention cues
Which message, cue or next step is noticed.
Trust cues
Which intervention, source or process is trusted.
Mental friction and effort
Where mental friction, confusion or perceived effort appears.
Social norms
Which social norms support or block behaviour.
Target-group differences
Which groups respond differently and why.
Next-step clarity
Which next step feels clear or unclear.
Intervention concept
Which intervention concept should go live.
Moment of action
Which moment of action needs redesign.
Perceived behaviour meaning
Which behaviour feels risky, normal, difficult, fair, unfair or worthwhile.
Data interpretation
How campaign, policy, service or training data should be interpreted through behavioural insight.
Pre-launch improvement
What should be improved before launch or scale.
The output is not only insight. It is direction for better behaviour change decisions.
Applied to behaviour change questions where action matters.
Neurofactor applies behavioural science and neurodata interpretation to behaviour change questions where attention, trust, friction, effort, motivation and action readiness determine whether people act. Relevant cases can show how behavioural insight supports real-world intervention decisions in campaigns, mobility, recruitment, workplace behaviour, adoption, compliance, stress prevention and target-group activation.
Public behaviour change or campaign research
Shows how behavioural insight can support campaign and intervention decisions before launch or scale.
Keolis mobility or recruitment behaviour
Shows how behavioural insight can support action, adoption and target-group response in real-world behaviour contexts.
Defence association research
Shows how association research can support understanding of trust, resistance and target-group response.
Stress prevention or workplace behaviour
Shows how behavioural insight can support interventions in work contexts where daily behaviour must change.
Service or digital adoption projects
Shows how behavioural insight can support adoption, completion and next-step behaviour.
Sustainability or mobility behaviour
Shows how behavioural insight can support behaviour change where people must shift habits or choose differently.
Health or prevention behaviour
Shows how behavioural insight can support prevention and health-related intervention decisions.
Education or training behaviour
Shows how behavioural insight can support the transfer from knowledge to behaviour.
See how behavioural insight supports real-world intervention decisions.
Use cases to support decision confidence, not to promise guaranteed behaviour change, guaranteed compliance or guaranteed adoption.
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Read moreWant to design interventions people can actually act on?
If your campaign, policy, service, training or intervention depends on people noticing, understanding, trusting and acting, Neurofactor can help reveal the response that determines whether behaviour changes. You do not need to know the method yet. Start with the behaviour change question. The research route follows from there.
You do not need to know the method yet. The behaviour change question defines the research route.
Better intervention decisions start with understanding what people can act on.