Shikake (not a mushroom I once saw inadvisably put in a sandwich) is a Japanese word that literally means a device or system but describes using design to shape behaviours subtly. For example, footprints painted (together to denote standing) on one side of an escalator so you know which side to stand/walk on.
In the book “Shikake, the Japanese Art of Shaping Behavior Through Design,” Naohiro Matsumura explains that effective shikake should be simple, low-maintenance, and invite action without forcing it. The table below borrows from the book to describe a cost-benefit analysis for the examples used (plus a little more), which might help summarise the general concept.
For those of us in risk, compliance, or generally trying to shape ethical behaviour, it might help to explore these basic concepts (from the first chapter). Specifically, how might we:
💡 Use subtle environmental cues rather than direct orders to shape behaviour. 💡 Make desired behaviours easy and appealing rather than mandated. 💡 Design solutions that are simple and sustainable long-term.
We might not have time and space to address each construct in detail in one newsletter, so let’s pick one from each topic. With some help, we found examples of existing shikake people have used (can’t give away all my ideas for free!), so there shouldn’t be anything revelatory here:
Environmental cues: In digital platforms, colour schemes and layouts that evoke calmness and clarity can reduce stress and anxiety, influencing moral choices. Or, taking it a step further, implement a colour-coded system within existing documentation or digital platforms where specific actions or decisions are highlighted with colours that signify ethical considerations (e.g., green for compliant actions, yellow for caution).
Make desired behaviours easy: Develop templates for common decision-making scenarios (e.g., expense approvals, supplier onboarding, hiring processes) that include built-in prompts. We see this already in online banking, where details for new payees are run against available corporate and banking data to ensure their accuracy and legitimacy.
Design solutions that are simple and sustainable: One-click processes. Over Christmas, I bought some gifts online. One website was terrible; it required four pages of clicks and confirmation. I know, the horror. We’ve become spoiled by swipes on phones and simple checkouts. Make it simple whenever we want people to contact or engage with us.
These examples are intentionally bland. I avoided the “make compliance fun” stuff or using fabulous design. That might work if your organisation has an innately ethical culture. But if not, focusing on pain removal is a better start than ethics walls, ethical leadership boards, and other ‘fun’ suggestions we found while researching.
Car Breakdown + Impact Lessons
A week or two ago, my car broke down. My son (Luke) and I were going to his Jiu-Jitsu class. It was dark and cold. First, the auto-stop-start indicator blinked; then, the automatic brake system flashed on a reasonably zippy A-road (60mph). Next came the assisted steering warning. Luke asked about each light as I realised we were in a 55mph overweight go-kart, fast approaching a backed-up roundabout. “What does ABS stand for? What does the ‘A’ symbol mean? Why is it beeping? I think you need to slow down.” All very helpful; thanks, Luke.
I had a few seconds to make a decision. At that stage, there was only one priority: keeping Luke safe. So I used the gears to brake, changing down rapidly (as the brakes were struggling).
With safety assured, we had the next choice: leave the car on the verge of a fast-moving and busy A-road (which would mean waiting in an unheated vehicle for hours for roadside recovery) or try to make it around two more roundabouts to a nearby supermarket car park. This decision also needed to be made in those seconds. We aimed for the car park.
Eventually, with a dying engine screaming in first gear, we pulled into a lot just as everything failed (lights, battery, etc.). Phew. My wife was able to pick us up, and we could take a more leisurely (and less expensive) towing option the following morning.
When we are pushed to make quick decisions, we can make mistakes. However, these decisions can also help us focus on our priorities.
If you’re trying to get management to care about a risk topic, simulate an imminent crash and see what they prioritise. That’ll tell you what matters most to the company. Usually, you can work with that (dovetailing risk around that core priority). If the priority is wild or deeply unethical, it’s probably better to know now and dust off your CV/résumé than not know 😬!