Tag Archives: Frankfurt

Foreigners form impressions instantly about countries

At a downtown subway station in Berlin, Germany, I was surprised by that vending machines are often covered by steel cages. According to my German friend, this is because the machines could be damaged by drunken people at night. Instantly, I formed an impression that Germany is not safe. I assume that juvenile vandalism, an action involving deliberate destruction of or damage to public or private property, is popular in this country. 

Then, a few days later, I encountered a public book shelf. At a market in Frankfurt, people freely opened the window and picked up books. At this moment, I instantly corrected my impression; I came to realize that Germany is safe.

We often use trivial cues to quickly form impressions about cities and countries. A steel cage led me to think Germany is dangerous for tourists. However, as Brunswik suggested in his Les Model research, the first impression fails to reflect the truth. A book shelf changed my viewpoint about Germany.

I expect same things happen to foreignersd who come to Asian countries. When Europeans come, they use trivial cues to form an impression and use other cues to correct it. Learning takes time to correctly understand new cities, countries, and culture.

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Reference  

Brunswik, E. (1955). Representative design and probabilistic theory in a functional psychologyPsychological Review, 62(3), 193-217.

This is the core or basic paper in a symposium on the probability approach in psychology. The paper expands on earlier contentions of this author that the environment to which an organism must adjust is semi erratic and that therefore all functional psychology is inherently probabilistic, demanding a representative research design of its own, and leading to a special type of high-complexity, descriptive theory. “The expansions beyond the earlier publications… concern mainly the use of a behavioral example… ; the brief consideration of such semi representative policies as ‘canvassing’; certain comparisons with factorial design and the analysis of variance, as well as with non-functionalistic uses of probability in psychology; and a discussion of actual and potential applications to the clinical-social area and to related domains.”

 

 

 

Self service kiosks are everywhere

The Frankfurt airport in Germany has Nespresso Coffee kiosks. They brew coffee.

The canteen at Copenhagen Business School in Denmark has a self-checkout system. It tells how much I should pay.

The Max, a fast food restaurant in Stockholm, Sweden, has a do-it-yourself kiosk stand. It receives orders.

A hotel in Oslo, Norway, has a self service kiosk reception. Doors open only when reservation information is entered.

Indeed, self service kiosks are everywhere in Europe. They benefit managers and customersManagers lower labor cost and customers avoid unnecessary relationships companies hoped for

However, self service kiosks have two weaknesses. Gretchen Gavett elaborated them in his article titled How Self-Service Kiosks Are Changing Customer Behavior.

… Technology lacks flexibility. When we’re interacting with a person and we’re having trouble understanding something, the person can adjust to us. If we’re having a misunderstanding, they can help clarify it. Technology really can’t do either of these things.

… A person has the ability to delight us or disappoint us. It’s really hard for a technology to ever delight, however, because it’s standardized and is built on a set of rules. But it is possible for technologies to disappoint us.

I have met a good example about how to overcome the above mentioned two weaknesses. This is Neal’s Yard Dairy, a cheese store at the Borough market in London, UK. In this store, customers should talk to the person over the counter to buy cheese. While having conversation with another human being over the counter, they learn what to buy and are relieved or excited. Only people can educate AND delight us at the same time. Kiosks cannot.

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Reference

Gavett, G. (2015). How self-service kiosks are changing customer behaviorHarvard Business Review3(1), 1-6.