個案總覽

The past two decades have seen a resurgence of interest in applied Behavioural Science, with the popularization of concepts like nudging and choice architecture. The result: Policymakers across the globe have begun applying techniques from the social sciences to design programs and policies that go with the grain of human psychology. So, the authors ask, why have so few businesses-in particular, financial firms-embraced behavioural insights? They show what it looks like to put a 'behavioural lens' on a common business practice like customer segmentation; describe the critical role of context in applying behavioural insights; and share key principles for designing a compelling user experience.

The authors argue that Behavioral Science can make important contributions to innovation through nudges and other proven methods; but they believe it can contribute at an even greater scale by partnering with other disciplines-in particular, with the field of design. They introduce their integrative model, which hinges on the notions of where to play and how to win-first introduced by Roger Martin and A.G. Lafely in their book, Playing to Win. In the end, they show that by partnering with design and framing behavioral science as a speculative tool in addition to an evidence-based one, we can collectively better envision the new, in addition to testing the known.