Using Behavioural Models to Rethink Fast Fashion
In our Behavioural Design for a Sustainable Future series, we’re highlighting the work of students who are applying behavioural frameworks to real-world problems, not just in theory, but in action. This week, we’re featuring Francesca Ottaviano, a Master’s student in Customer Experience and Innovation at IE University, who brings a strong focus on retail, user experience, and ethical design.
Francesca’s piece explores how the COM-B model and Behaviour Change Wheel can help address fast fashion habits, particularly among Gen Z consumers.
Throughout this course, I’ve been introduced to various frameworks made to understand, analyze, and later on influence human behavior. Between all of them, the COM-B and the Behavioral Change Wheel were the ones that truly gave me a new perspective on how to analyze behavioral tendencies and create possible nudges to drive people towards a desired behavior. This reflection explores how these models provided me with examples of their application in various scenarios.
The COM-B model suggests that a behavior is a result of the interaction between Capability (C), Opportunity (O), and Motivation (M), whereby modifying one of those variables, there is going to be an impact on the others and on the behavior. This correlated relationship oHers a vision to asses and structure behavioral change interventions. The Behavioral Change wheel, on the other hand, builds on COM-B and maps out nine intervention functions and seven policy categories that can be used to address a needed change in any of the COM-B components. (The Decision Lab, n.d.)
Among our courses, we applied the COM-B model to understand Fast Fashion and provide possible actions to change the addiction of Gen Z regarding the topic. In our analysis, we understood that the capability was low due to a lack of real awareness around the environmental impact of Fast Fashion. For the opportunity, again, it was limited to the small availability of quick and eHicient alternatives to fast fashion. Finally, motivation is low and requests a shift, both emotional and economic incentives. Starting from this analysis, we suggested diHerent interventions that align with the behavioral change wheel’s, through actions such as education, incentivization, environment restructuring, and coercion through the sin tax.
An interesting example of the application of the COM-B model happened in the UK to increase hand hygiene among nurses. They increased the physical opportunity by placing hand sanitizers at convenient locations and reflective motivation by introducing feedback on hygiene practices. These changes supported the change towards the desired behavioral change they wanted. (UCL Centre for Behaviour Change, n.d). Similarly, the COM-B framework was applied to understand young adults’ eating and physical activity behaviors within the 18-35 years age in Australia eating and physical activity behaviors, and through finding the stronger drivers of the behavior were habits (capability), social support (opportunity), identity (motivation), home environment (opportunity) and self-eHicacy (motivation). This study gave many indications and provided the root for further research and later on for possible implementation. (Egan et al., 2021, n.d)
Exploring COM-B and applying it to my projects gave me a very interesting new perspective when I have to solve a problem. Behaviors are rarely random, and it is crucial to understand and map them to influence situations. As someone passionate about retail and customer behavior, I believe this model can be a game-changer in designing a better experience and eliminating possible frictions. By identifying what is blocking or enabling specific behaviors, companies can create eHective nudges that not only drive engagement but also align with sustainable outcomes. This with the other frames worked and learned are going to be a very interesting toolkit outside the context of university.
By Francesca Ottaviano
Fast fashion is often framed as a problem of overconsumption. But as Francesca demonstrates, it’s more accurately a challenge of behaviour, shaped by social signals, economic access, and perception.
Using behavioural design tools introduced during the course, Francesca mapped fast fashion behaviour across three key domains:
Capability: Many Gen Z consumers lack awareness of the environmental and ethical costs behind their clothing choices.
Opportunity: Sustainable alternatives aren’t always easy to access, whether due to cost, convenience, or visibility.
Motivation: Shifting motivations requires both emotional connection and economic alignment, it’s not just about facts, but values and identity.
From this foundation, she explored targeted interventions using the Behaviour Change Wheel, suggesting a mix of education, incentivisation, environmental restructuring, and even fiscal nudges like “sin taxes” to shift purchasing patterns.
“Behaviors are rarely random, and it is crucial to understand and map them to influence situations.” Francesca writes.
She also reflects on how these tools apply beyond sustainability, from designing better retail experiences to rethinking friction in everyday decision-making.
About the Author
Francesca Ottaviano is a student in the Master’s in Customer Experience and Innovation at IE University. With a passion for retail, luxury, and behavioural design, she is building a toolkit to create purpose-driven experiences that shift public perceptions. Francesca aims to work at the intersection of innovation, retail, and strategic design to drive meaningful, market-relevant change.
📢 Want to follow the full series?
We’ll be featuring a new student insight each week as part of this ongoing series.
👉 Follow us on LinkedIn to stay updated!
#BehaviouralDesign #FastFashion #COMBModel #BehaviourChange #RetailInnovation #SustainabilityInPractice #DesignForImpact #StudentSpotlight #EthicalConsumption #Colectivo
