Every organization is fundamentally in the business of behavior change, whether it be a government trying to get a business to comply with environmental regulations, a business persuading its customers to be loyal to its products, or a financial institution encouraging a client to start saving for retirement. Behavior change is critical to organizational success, but despite its centrality to organizations, we do not have a good understanding of how organizations can successfully employ insights from behavioral science in their operations. To address this gap, this book develops an overarching framework for using behavioral science. It shows how behavioral insights (BI) can be embedded in organizations to achieve better outcomes, improve the efficiency of processes, and maximize stakeholder engagement.
This edited volume provides an enterprise-wide strategic perspective on how governments, businesses, and other organizations have embedded BI into their operations. Contributions by academics and practitioners from the Behaviourally Informed Organizations partnership highlight pragmatic frameworks and prescriptive outcomes via illustrative case studies. Featuring a foreword by Cass R. Sunstein, this book investigates key findings from BI, with an eye toward how it can be used to solve problems and seize opportunities in diverse organizations.
Table of Contents:
Acknowledgements
About The Contributors
Foreword: A Very Short Guide to Nudging
Preface: The Behaviorally Informed Organization
PART 1: The Behaviorally Informed Organization: An Agenda
Chapter 1: The Science of Using Behavioral Science
Dilip Soman
Chapter 2: Embedding Behavioral Insights in Organizations
Bing Feng, Melanie Kim, and Dilip Soman
Chapter 3: Why Should Organizations Want To Be Behaviorally Informed
Melaina Vinski
Chapter 4: Gut Check: Why Organizations That Need To Be Behaviorally Informed Resist It
Shannon O’Malley and Kelly Peters
PART 2: Overarching Insights and Tools
Chapter 5: Seeing Sludge
Daniel Cowen, Niketana Kannan, and Dilip Soman
Chapter 6: A Guide to Guidelines
Sophie Duncan, Melanie Kim, and Dilip Soman
Chapter 7: Boundedly Rational Complex Consumer Continuum
Derek Ireland
Chapter 8: A Scarcity of Attention
Matthew Hilchey and J. Eric T. Taylor
PART 3: Examples of Behavioral Initiatives from Business and Policy
Chapter 9: Workplace Habits and How to Change Them
Kyle Murray and Shirley Chen
Chapter 10: Humanizing Financial Services with Behavioral Science
Jane Howe, Alex Henderson, Jennifer Nachshen, and Sarah Reid
Chapter 11: Choice Architecture in Programs And Policy
Elizabeth Hardy, Lauryn Conway, and Haris Khan
Chapter 12: Helping Low Income Canadians to File Taxes and Access Benefits
Jennifer Robson
Chapter 13: Online Privacy
Melanie Kim, Kim Ly, and Dilip Soman
Chapter 14: Behavioral Science for International Development
Abigail Dalton, Varun Gauri, and Renos Vakis
PART 4: Making It Work
Chapter 15: Building Partnerships for Behavioral Science Initatives in the Public Sector
Mathieu Audet, Emilie Eve Gravel, Rebecca Friesdorf, and Hasti Rahbar
Chapter 16: Behavioral Science In Policy And Government: A Roadmap
Catherine Yeung and Sharon Tham
About the Author :
Dilip Soman is the Canada Research Chair (Tier 1) in Behavioural Science and Economics, a professor at the Rotman School of Management at the University of Toronto, and the director of Behavioural Economics in Action at Rotman (BEAR) research centre.
Catherine Yeung is an associate professor of marketing at the Chinese University of Hong Kong.
