As the designer is asked to design, create, or simply solve a problem, many factors go into that process. It generally begins with defining the scope or problem that undergoes an iterative process utilizing different tools and techniques to generate the desired outcome. This is often referred to as the design process. Notwithstanding the many factors that influence this process, this study investigates the use of theory for behavior change and its effect on the design process. While social behavioral theories have been extensively discussed in the realm of design, and a well-developed body of literature exists, there is limited knowledge about how designers respond to and incorporate theory into their design process. Fogg’s persuasive design (2003), Lockton’s design with intent (2009) and Tromp’s social implication framework (2011) stand as exemplars of new strategies developed towards design for behavior change that are able to empower designers’ mindsets, providing them with a uniquely insightful perspective to entice change. Instead of focusing on the effectiveness of the design end product, this study focuses on how theory-driven approaches affect the ideation and framing fragment of the design process. A workshop case study with senior design students was utilized with focused observations and post-workshop interviews to answer the research questions. This study contributes by providing a useful method of documenting a behavioral economics theory to the design process in a workshop setting. It also provides insights on how behavioral change theory application can be incorporated in a segment of the design process.