Behavioral science has continued to evolve, but there remains a need to shift our focus beyond individual-focused nudges toward a more systemic approach. In Antiracist by Design, we begin to explore how the field of Applied Behavioral Science can identify the impact of social and economic contexts as we explore opportunities to promote more equitable, impactful interventions in the field.
Many successful behavioural policies are noteworthy for the impact they achieve with seemingly simple interventions. But complex behaviours and policy ecosystems require behavioural science practitioners to adapt their approaches. Here, Matthew Davies and Simon Ruda outline lessons in applying behavioural insights to crime reduction building on their recently published paper in Behavioural Public Policy.
Enjoyable emotions such as gratitude, pride, inspiration, or nostalgia can motivate people to behave in positive ways triggering positive appraisals of events or situations. These appraisals might translate into positive behaviors, such as cooperation, adaptiveness, or even persistence toward a goal. This article discusses the benefits of enjoyable emotions and how their power can be leveraged to promote behavior change.
In behavioural science, context is everything. Behavioural Science Aotearoa (BSA) works across the justice sector in New Zealand, where indigenous Māori people make up almost 17% of the population. We combined behavioural science with Māori cultural principles to encourage people to clear their Warrants to Arrest by voluntarily appearing at court. Working with New Zealand Police, we designed and tested a phone-based initiative and found promising evidence for its success.
Governments around the world proclaim their interest in evidence-based policymaking. However, before evidence can affect policies, it needs to be used by human decision-makers. New research shows that politicians, like their voters, are subject to psychological biases, leading them to misinterpret policy information if it challenges their existing attitudes and beliefs. Moreover, they are more resistant to efforts to reduce those biases, and more likely to double down on their political beliefs even when at odds with the evidence at hand.
There are “moral meanings” that people ascribe to objects in white and black colors. We show that consumers see buying a product in white color as an act that is morally good and buying a product in black color as an act that is morally bad. Those who buy white-colored products feel licensed to behave less prosocially afterward, while those who buy black-colored products are more prosocial as they feel a need to compensate for their initial misconduct.
Minor acts of dishonesty that range from cheating on one’s taxes to petty institutional corruption are very prevalent in everyday life social settings. How others behave in these settings or what they believe is the proper course of action may lead to minor or major acts of dishonesty. Our research finds that exposure to increased peer cheating promoted major dishonesty, while the presence of rule reminders reduced minor acts of dishonesty without influencing major dishonesty.
At first glance, fake news and false memories appear to be separate phenomena. But they have much in common as dangerous sources of misinformation. This article argues that fake news generates false memories, which in turn leads to flawed decision-making. Ignoring this interplay amplifies risk for individuals, businesses and policymakers who rely on information accuracy. Behavioural science techniques can nudge decision-makers towards more proactive critical thinking and self-checking to minimise this predictable and avoidable error.
Most people are overconfident in various aspect of their daily life. Yet, this bias has been shown to have detrimental economic and financial consequences. In light of these costs, why is this bias so persistent in the population? Our research provides an explanation for this phenomenon: being overconfident can provide a strategic advantage by influencing others in social interactions.
People use awards to incentivize positive behaviors all the time. Our research shows that, in some contexts, awards do not work and can even demotivate the target behavior. We find that awards might send unintended signals to recipients about the social norms and institutional expectations for the target behavior. Organizations and leaders considering using awards should know that awards can have more complicated consequences that might be intuitively expected.
