Since I read Nudge by Richard Thaler a few years back, I’ve been happily surprised how quickly the idea of “nudges” is spreading around the world. In a recent New York Times piece, David Brooks catalogues many successful nudges, notably in places like Kenya and Zambia. David Cameron is a noted supporter of using the gleanings of behavior economics to get citizens in the UK to “do good by default.”
The way nudges work is that governments and organizations set up “decision architecture” such that the default option–or an easy option–has a socially beneficial outcome. A well known nudge is making the default option in organ donation “yes.” (In the past the default option was nearly always “no organ donation.”) A more whimsical one is to put some kind of target–say a picture of a fly or seashell–inside men’s urinals to induce them to aim better.
The most important findings of behavioral economics are that humans often do not make rational decisions…but they’re predictably irrational (in the words of scholar Daniel Ariely). Scientists like Amos Tversky and Daniel Kahnemann pioneered studies that showed subtle biases and decision-making “errors” that humans make in some situations. That said, just as we are sometimes led astray, we can use behavioral economics to unconsciously guide people to make prosocial decisions while allowing individuals freedom and control to make decisions.
Brooks’ examples from Africa were most intriguing to me:
“Too many people die in auto accidents. When governments try to reduce highway deaths, they generally increase safety regulations. But, also in Kenya, stickers were placed inside buses and vans urging passengers to scream at automobile drivers they saw driving dangerously.”
“In Zambia, hairdressers were asked to sell female condoms to their clients. Some were offered financial incentives to do so, but these produced no results. In other salons, top condom sellers had a gold star placed next to their names on a poster that all could see. More than twice as many condoms were sold. This simple change was based on an understanding of the human desire for status and admiration.”
Now these behavioral economics inspired nudges are not going to end malaria or cure cancer, but this kind of clever policy making can have an impact. Nudges like these can get well-meaning programs–like the female condom scheme in Zambia–to perform better. And while I don’t think that a sticker encouraging Americans to yell at drivers would work in our culture, I do like how the Kenya government encouraged its citizens not to stand for dangerous behavior. At their best, nudges get people to make small, prosocial decisions at the grassroots level. Like the improvements in life that this blog chronicles, nudges bubble up from the bottom and make the world a better place.