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Can a gentle nudge improve organisational effectiveness?

The recent news that the ‘Godfather of nudge’, Richard Thaler, had been awarded a Nobel Prize for his leading work in behavioural economics prompted mixed reactions. For some, his work is the catalyst for using evidence of how people actually behave in the real world to improve policy design; others feel that at best, these improvements are simply tinkering at the margins or, at worst, reflect the social engineering of a nanny state.

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