In 2008 Richard Thaler and Cass Sunstein published their book, Nudge: Improving Decisions about Health, Wealth, and Happiness.
‘Nudge’ is a concept in behavioural science, political theory and behavioural economics which proposes positive reinforcement and indirect suggestions as ways to influence the behaviour and decision making of groups or individuals. Nudging contrasts with other ways to achieve compliance, like education, legislation or enforcement. The concept has so far influenced British and American politician and several nudge units exist around the world at the national level (UK, Germany, Japan and others) as well as at the international level (e.g. World Bank, UN, and the European Commission).
Our friends at Netherlands-based WorkWire have developed a new methodology called Workplace Nudging, that addresses behavioural challenges and psychological resistance to change in the workplace and is aimed at giving employees a gentle “push” in the right direction.
The concept of Workplace Nudging is directed at influencing human behaviour, but does not force a particular choice. It has a positive nature, as it focusses on offering attractive alternatives for current behaviour habits.
The design of a Workplace Nudge is based on two aspects: 1) the motivation to show specific behaviour and 2) the ease with which new behaviour can be implemented. And it will always answer the key question: how can we make it easier and more fun for employees to change the way they work?
I’m delighted that WorkWire’s managing partners, Esther Roelofs and Simone Leenders, will be speaking at our Workplace Trends London Conference this October, outlining their Workplace Nudging methodology and giving delegates some prime case study examples of successful implementations.
Our current list of attendees and speakers are looking forward to seeing them there. I hope you can join them!