I’ve
often in the past 20 years had to put myself in the shoes of Ministers and
senior civil servants to help them develop “road maps” to their destinations of
reform….An important technique I’ve used in these endeavours has been to get my
counterparts to list why they think people behave the way they do – whether as
officials, as citizens, politicians or businesspeople – and what that tells us about the best way
to try to get them to change.
After all, the projects I’ve led only exist because someone
has decided the present state of affairs is no longer acceptable…..so what aspects of whose behaviour are we
talking about? And what is it that is most likely to make target groups change
their behaviour?
-
Simple
instructions?
-
Threats?
Incentives?
-
Explanations
and understanding?
-
Moral
exhortation?
I have then developed, over the past couple of decades, this
table which focuses on the assumptions we make about motives - and then explores
the various mechanisms which are available to those trying to change beliefs
and behaviour
The “behavioural turn” - Tools
in the change process
Motivating Factor
|
Example of tool
|
Particular mechanism
|
1. Understanding
|
Training
Campaigns
Functional review
|
Rational persuasion
Factual analysis
|
2. Commitment
|
Leadership
Communications
Training
|
Legitimisation; inspiration
Pride
|
3. Maximising Personal
Benefit
|
Pay increase and bonus
Promotion (including political office)
Good publicity
Winning an award
|
Monetary calculation
ambition
Reputation;
Psychological Status
|
4. Minimising Personal
Cost
|
Named as poor performer
Demotion
Report cards
|
Psychological (Shame)
Monetary
Pride
|
5. Obligation
|
Law
Action plan
Family ties
|
Courts
Managerial authority
Social pressure
|
6. Peer influence
|
Bribery
Quality circles
|
Pressure
Support
|
7. Social influence
|
Opinion surveys
|
Feedback from public about service quality
|
The explosion of interest
in behaviour
In the last decade, the question of changing
(other) people’s behaviour has become a central one for government, business
and NGOs. Professors Thaler and Cass may have “nudged” interest with their 2008
Nudge: Improving Decisions about Health, Wealth, and Happiness but it was in fact the UK Cabinet Office which arguably set
the ball rolling four years earlier with its Personal Responsibility and
changing behaviour – the state of knowledge and its implications for public
policy (2004) - an example which was followed with Changing Behaviour – a public
policy perspective (Australian Government 2007).
The Nudge book
certainly inspired the Cameron government some 7 years later to set up a Nudge
Unit in the Cabinet but the British government had in 2008 been exploring this
issue in its The Use of sanctions and rewards in the public sector (NAO 2008) the very same year - accompanied by a literature review
drafted by Deloitte
Even the House
of Lords was not to be outdone – with the voluminous evidence of its Behaviour Change in 2011. And the voluntary sector put down an early marker
with its Common Case – the case for working with our cultural values (2010) – which showed more familiarity with the marketing
approach than did the economistic and rationalistic assumptions which were
embedded in the erly British attempts.
So the World Bank was rather lagging behind when
in 2015 its Annual Development Report got round to dealing with the issue - in its
Mind, Society and Behaviour
In parallel to this burgeoning interest, the emergence
of “behavioural economics” has represented a
shamefaced admission by the “discipline” that their models had been based on
utterly stupid assumptions of rationality…
However, policy
geeks such as yours truly have perhaps been a bit slow to make the connection between
the “behavioural turn” and “Big Data” - let alone the scandal of Cambridge
Analytics
Useful Further Reading
articles
The Rational Paradox of Nudge in a
world of bounded rationality; Martin Lodge and Kai Wegrich (2016)
Big Other –
surveillance capitalism and the prospects for an information civilisation;
S Zuboff (2015)
“Nudge, nudge, think, think”; article by John,
Smith and Stoker (2009)
Wicked Problems and clumsy solutions – the role of leadership; Keith Grint (2008)
The behavioural turn in law and economics - series of articles
Reports and Books
Influencing Behaviours and
Practices to tackle poverty and injustice (Oxfam 2018)
Governance and the Law (World Development Report; World Bank 2017)
Governance and the Law (World Development Report; World Bank 2017)
https://www.idea.int/sites/default/files/publications/sanctions-rewards-and-learning.pdf (IDEA 2016)
Mind, Society and
Behaviour (World Development Report; World
Bank 2015)
A
Practitioner’s Guide to Nudging; Rotman
2013
Nudge,
nudge, think, think; book by Peter John,
Smith and Gerry Stoker (2011
Common Case – the case for working with our cultural values (2010
Nudge: Improving Decisions about Health, Wealth, and Happiness; Thaler and Cass (2008).
Nudge: Improving Decisions about Health, Wealth, and Happiness; Thaler and Cass (2008).
It was accompanied by a literature
review drafted by Deloitte
Changing
Behaviour – a public policy perspective (Australian Government 2007)
Personal
Responsibility and changing behaviour – the state of knowledge and its
implications for public policy (UK
Cabinet Office 2004)