It was a scorching June in 2014 in Patiala. I stood sweating in a stifling classroom, trying to persuade government school teachers to embrace a new teaching method. Decades of failures hung in the air, visible in their sceptical glances. Feeling humbled and slightly desperate, I gambled on ‘Banana Technology.’
I offered the teachers a choice: stay and hear me out on why their life will become easier or walk out now with no repercussions and enjoy a day off. Their attendance was already recorded; their freedom was theirs to claim. Staying was an active choice they needed to make. My team thought I had gone mad and would blow this opportunity.
Why did I do that? This move was inspired by Gopal Chacha and his bananas.
Gopal Chacha had a stall where he sold two types of bananas: good and very good. The price difference was slight, but the decision was significant. Opting for the ‘very good’ and negotiating it down felt like a victory. This was my first taste of the psychology of choice. By giving us a choice on his cart, he prevented us from going to the next cart for options.
The psychology of choice revolves around the idea that people feel more empowered and satisfied when they believe they are in control of their decisions. When given options, individuals engage more actively because they feel their preferences and autonomy are respected.
Let’s get back to the classroom. The room fell silent. Some stood to leave, others urged them to reconsider. Tension crackled. Then, slowly, the room filled not just with bodies, but with willing minds. Those who chose to stay transformed the space.
So, why call it ‘Banana Technology’? Because it taps into a fundamental truth: the power of choice can transform indifference into engagement, scepticism into commitment. It underscores the profound impact of allowing people the freedom to choose—the act of choosing can itself be the greatest motivator.