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Principles

The hard science behind incredible productivity.

Everything we do here at Commit Action is rooted in science. Below are the four simple—but overwhelmingly evidenced—drivers of productivity which our methodology is designed around. Commit Action’s weekly ritual is purpose built to install these dynamics as “cognitive conditions” in your life and business to optimize your effectiveness. Please find our research-backed assertions for each principle.

Accountability

The core of our service, genuine human accountability—delivered by a dedicated pro on a weekly basis—is one of the most performance-boosting goal accomplishment interventions available.

  1. Connectedness with others and social accountability is an essential condition for intrinsic motivation in Self-Determination Theory. (Ryan & Deci, 2000)
  2. Ongoing accountability support increases the probability of goal accomplishment to 95 percent. (Harkin et al., 2016)
  3. Just the knowledge of the possibility of impending accountability check ins increases positive behaviors by 50%. (Oussedik et al., 2017)
  4. Virtual, weekly accountability check-ins conducted by skilled facilitators more than doubles adherence to plans to achieve goals. (Oussedik et al., 2017) (Kast & Pomeranz, 2014)
  5. Accountability is so powerful because it is an evolutionary trait that has evolved over millions of years hand in hand with self-awareness and our ability to self-regulate, which gives human beings the unique ability to dominate the planet. (Scheier & Carver, 1977) (Silvia, 2002)
Accountability

Harkin, B., Webb, T., Chang, B., Prestwich, A., Conner, M., & Kellar, I. et al. (2016). Does monitoring goal progress promote goal attainment? A meta-analysis of the experimental evidence. Psychological Bulletin, 142(2), 198-229. https://doi.org/10.1037/bul0000025

Kast, F., & Pomeranz, D. (2014). Saving More to Borrow Less: Experimental Evidence from Access to Formal Savings Accounts in Chile. SSRN Electronic Journal, 20239. https://doi.org/10.2139/ssrn.2451036

Oussedik, E., Foy, C., Masicampo, E., Kammrath, L., Anderson, R., & Feldman, S. (2017). Accountability: a missing construct in models of adherence behavior and in clinical practice. Patient Preference And Adherence, Volume 11, 1285-1294. https://doi.org/10.2147/ppa.s135895

Ryan, R., & Deci, E. (2000). Self Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55(1), 68-78. https://doi.org/10.1037110003-066X.55.1.68

Scheier, M., & Carver, C. (1977). Self-focused attention and the experience of emotion: Attraction, repulsion, elation, and depression. Journal Of Personality And Social Psychology, 35(9), 625-636. https://doi.org/10.1037/0022-3514.35.9.625

Silvia, P. (2002). Self-Awareness and the Regulation of Emotional Intensity. Self And Identity, 1(1), 3-10. https://doi.org/10.1080/152988602317232768

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Specificity

Optimizing “Ideal Implementation Granularity” is a key focus of your Commit Action coach during your weekly planning ritual. Doing so is proven to dramatically improve performance and accomplishment.

  1. Difficult goals, when they’re stated with clear specificity, consistently lead to higher performance. (Locke & Latham, 1990)
  2. Specificity optimized goals always outperform, are more unconsciously motivating and build mastery faster than purely focusing on the long term. (Bandura & Schunk, 1981)
  3. Balancing big picture vs ultra-detailed goals is a skill that actually improves self control, correlating with higher earning potential, better health and even better relationships. (Fujita, 2008)
Specificity

Bandura, A., & Schunk, D. (1981). Cultivating competence, self-efficacy, and intrinsic interest through proximal self-motivation. Journal Of Personality And Social Psychology, 41(3), 586-598. https://doi.org/10.1037/0022-3514.41.3.586

Fujita, K. (2008). Seeing the Forest Beyond the Trees: A Construal-Level Approach to Self-Control. Social And Personality Psychology Compass, 2(3), 1475-1496. https://doi.org/10.1111/j.1751-9004.2008.00118.x

Locke, E., & Latham, G. (1990). Work Motivation and Satisfaction: Light at the End of the Tunnel. Psychological Science, 1(4), 240-246. https://doi.org/10.1111/j.1467-9280.1990.tb00207.x

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Measurement

Designing evidentiary tracking for abstract and/or complex goals is a key focus of Commit Action coaches during their facilitation of the weekly planning ritual. Applying this approach to planning improves performance and habituation of positive behavior.

  1. Measurement invokes self-awareness, which inspires us to perform at our best. (Scheier & Carver, 1977) (Wicklund & Duval, 1971)
  2. For goals to be effective, people need to measure progress in relation to their goals. (Locke & Bryan, 1969) (Matsui et al., 1983)
  3. Measuring—and staying conscious of—your progress against an intended goal activates the insula region of your brain when you deviate, which correlates with motivation to get back on track. (Knutson et al., 2007)
Measurement

Knutson, B., Rick, S., Wimmer, G., Prelec, D., & Loewenstein, G. (2007). Neural Predictors of Purchases. Neuron, 53(1), 147-156. https://doi.org/10.1016/j.neuron.2006.11.010

Locke, E., & Bryan, J. (1969). The directing function of goals in task performance. Organizational Behavior And Human Performance, 4(1), 35-42. https://doi.org/10.1016/0030-5073(69)90030-0

Matsui, T., Okada, A., & Inoshita, O. (1983). Mechanism of feedback affecting task performance. Organizational Behavior And Human Performance, 31(1), 114-122. https://doi.org/10.1016/0030-5073(83)90115-0

Scheier, M., & Carver, C. (1977). Self-focused attention and the experience of emotion: Attraction, repulsion, elation, and depression. Journal Of Personality And Social Psychology, 35(9), 625-636. https://doi.org/10.1037/0022-3514.35.9.625

Wicklund, R., & Duval, S. (1971). Opinion change and performance facilitation as a result of objective self-awareness. Journal Of Experimental Social Psychology, 7(3), 319-342. https://doi.org/10.1016/0022-1031(71)90032-1

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Deadlines

Specifying Implementation Intentions for plans made during the Commit Action weekly planning ritual multiplies the ultimate effectiveness and follow through of Commit Action members.

  1. Adding a specific intention to take action at a precise time more than doubles the likelihood of a goal being accomplished. (Milne et al., 2002)
  2. The skillful ability to plan one’s work across time correlates with better performance in every measure, regardless of field. (Snider et al., 2021) (Fishbach et al., 2003)
  3. Deadlines actually help people be more flexible, resist distraction and achieve more (than just executing in a wide open schedule). (Gollwitzer & Sheeran, 2006)
Deadlines

Fishbach, A., Friedman, R., & Kruglanski, A. (2003). Leading us not into temptation: Momentary allurements elicit overriding goal activation. Journal Of Personality And Social Psychology, 84(2), 296-309. https://doi.org/10.1037/0022-3514.84.2.296

Gollwitzer, P., & Sheeran, P. (2006). Implementation Intentions and Goal Achievement: A Meta‐analysis of Effects and Processes. Advances In Experimental Social Psychology, 69-119. https://doi.org/10.1016/s0065-2601(06)38002-1

Milne, S., Orbell, S., & Sheeran, P. (2002). Combining motivational and volitional interventions to promote exercise participation: Protection motivation theory and implementation intentions. British Journal Of Health Psychology, 7(2), 163-184. https://doi.org/10.1348/135910702169420

Snider, S., Turner, J., McClure, S., & Bickel, W. (2021). Reinforcer pathology in cocaine use disorder: Temporal window determines cocaine valuation. Drug And Alcohol Dependence, 225, 108795. https://doi.org/10.1016/j.drugalcdep.2021.108795

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