How to use nudging to manage change

We have a limited budget of attention at our disposal. Effective therefore management needs to consider the environment in which the employees decisions are made
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Learn how to utilize principles from behavioral economics in a manegerial setting

You will be introduced to:

  • How you can implement change fast, cost effiencet and with less resistance.
  • A new managerial paradigm where the role of the manager change from being a coach to be an architect of choice.
  • Add nudging to your managerial toolbox with four simpel design principles easy to implement in your own practice
  • Gain an understanding of why nudging is a relevant mangerial tool and when it is not a relevant tool.

Setting the scene: Why you need to consider nudging when managing people

For the past 10 years, Google has experimented with how to apply nudging to make their employees happier and more effective. In example whenever a Google manager has a new person starting in his or her team (Noogler) he or she receives a mail containing a checklist with simple steps he or she can perform to have the greatest impact on the onboarding process of the Noogler. E.g. ‘Match your Noogler with a peer buddy’ and ‘have a role and responsibility discussion’. Google know that their managers like everybody else is prone to a planning bias. Therefore Google carefully time the mail to arrive in the manager’s inbox Sunday evening because they know that the managers prepare for the following week Sunday Evening. Combined with a similar email send to the Noogler specific actions could should take to get a good start at Google. All managers received training presenting the knowledge from the mail. But the Nooglers who, together with their manager, were nudged with a mail became fully effective 25 percent faster than their peers.

The case highlights how information campaigns, workshops & coaching sessions alone is seldom enough to drive change. Every day we are exposed to millions of stimuli, but since the human brain only has a limited cognitive capability, we use mental shortcuts to process information and thereby save mental capacity. We experience these mental shortcuts as intuition and habits. They allow us to make faster and sometimes even better decisions. But when the conditions in which we have developed our intuition and habits change, the mental shortcuts can lead to detours and cause suboptimal decisions and mistakes. In the last four decades researchers have mapped more than 185 mental short-cuts that influence the choices we make. Nudging is all about paying attention to how these short-cuts work in order to enable people to make better decisions.

Andreas Mogensen, Consultant Rambøll

Andreas Mogensen is a consultant at Ramboll where he works with strategy, project- and change management – currently within the Transport sector. Andreas has through his studies and work-life spent a lot of time working with nudging and today he uses nudging actively as a part of his toolbox when working with project- and change management. Andreas has started an internal nudging network in Ramboll that works with utilizing the potential of nudging when implementing changes.

Stig Nyman, founder of Nudge Crowd

Before Stig started Nudge Crowd, he worked as businss developer in the leading food supplier for proffesional kitchen in Denmark and Sweden Dansk Cater. At Dansk Cater Stig led a transformation process of sales team. Following best practice he formed strong collisions and facilitated workshops to make the organisation support the transformation. However, while most agreed that change was needed, change was hard. What people learn are often soon forgotten the moment the telefone rings the morning after. Looking for new inspiration Stig decided to investigate how principles from nudging may support change processes.

 

Stig and Andreas delivered an intensive and instructive workshop on the basic principles of nudging. Simple and hands on. Something we can certainly use in our work to lead change.

 

Malene Kingo

Managing partner, Proacteur

My office space La Oficina was part of a workshop with Nudge Crowd and used as a case. It was a great pleasure. A lot of activity, great atmosphere and a diverse set of inputs. We brainstormed about how we could get our office space to work even better. My insights, that we need practical down to earth solutions: Get people to talk with the person next to you, transform kitchen work into a networking opportunity, eat with colleague. Now we just have to do it.

 

Tina Theilgaard

Partner, La Oficina

In the spring of 2017 we invited Andreas and Stig to facilitate a workshop about nudging for our internal network group. Our focus was to learn about the concept of nudging and through the workshop get hands-on experience working with nudging. We have received a lot of positive feedback from members, who highlighted that it was a very good presentation with a homemade banner, which worked as a reference point throughout the nudging-journey. Furthermore, it was highlighted that Andreas and Stig are skilled facilitators and were quick to understand the AIG business and specific problems relevant to our business. I highly recommend Andreas and Stig if you are curious about the concept of nudging or want to work with a concrete problem you are facing.

 

Cecilie Mogensen

Business Analyst, AIG

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