Social stairs: Taking the piano staircase towards long-term behavioral change

Peeters, M; Megens, C; Van Den Hoven, E; Hummels, C; Brombacher, A

Social stairs: Taking the piano staircase towards long-term behavioral change

Peeters, M Megens, C Van Den Hoven, E

Hummels, C Brombacher, A

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Publication Type:: Conference Proceeding
Citation:: Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2013, 7822 LNCS pp. 174 - 179
Issue Date:: 2013-04-05

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Field	Value	Language
dc.contributor.author	Peeters, M	en_US
dc.contributor.author	Megens, C	en_US
dc.contributor.author	Van Den Hoven, E https://orcid.org/0000-0002-0888-1426	en_US
dc.contributor.author	Hummels, C	en_US
dc.contributor.author	Brombacher, A	en_US
dc.date.issued	2013-04-05	en_US
dc.identifier.citation	Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2013, 7822 LNCS pp. 174 - 179	en_US
dc.identifier.isbn	9783642371561	en_US
dc.identifier.issn	0302-9743	en_US
dc.identifier.uri	http://hdl.handle.net/10453/32354
dc.identifier.uri	http://hdl.handle.net/10453/26863
dc.description.abstract	This paper addresses the development of Social Stairs, an intelligent musical staircase to change people's behavior in the long-term to take the stairs in favor of the elevator. Through designing with the Experiential Design Landscape (EDL) method, a design opportunity was found that social engagement encouraged people to take the stairs at work in favor of the elevator. To encourage this social behavior, people who involved each other and worked together whilst using the Social Stairs were treated with more diverse orchestral chimes that echoed up the stairwell. In this paper we reflect on the differences between the persuasive system of the well-known Piano Staircase and the Social Stairs. We report on the deployment of the Social Stairs for a period of three weeks in the public space within the university community and identify opportunities for triggering intrinsic motivation, social engagement and how to keep people involved in the long-term. © 2013 Springer-Verlag Berlin Heidelberg.	en_US
dc.relation.ispartof	Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics)	en_US
dc.relation.isbasedon	10.1007/978-3-642-37157-8_21	en_US
dc.subject.classification	Artificial Intelligence & Image Processing	en_US
dc.title	Social stairs: Taking the piano staircase towards long-term behavioral change	en_US
dc.type	Conference Proceeding
utslib.citation.volume	7822 LNCS	en_US
utslib.for	1203 Design Practice and Management	en_US
dc.location.activity	Sydney, NSW, Australia	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Computer Science
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US
pubs.volume	7822 LNCS	en_US

Abstract:

This paper addresses the development of Social Stairs, an intelligent musical staircase to change people's behavior in the long-term to take the stairs in favor of the elevator. Through designing with the Experiential Design Landscape (EDL) method, a design opportunity was found that social engagement encouraged people to take the stairs at work in favor of the elevator. To encourage this social behavior, people who involved each other and worked together whilst using the Social Stairs were treated with more diverse orchestral chimes that echoed up the stairwell. In this paper we reflect on the differences between the persuasive system of the well-known Piano Staircase and the Social Stairs. We report on the deployment of the Social Stairs for a period of three weeks in the public space within the university community and identify opportunities for triggering intrinsic motivation, social engagement and how to keep people involved in the long-term. © 2013 Springer-Verlag Berlin Heidelberg.

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http://hdl.handle.net/10453/26863