Nudge Theory is a powerful theory that supplies tools and techniques which can be used to influence the public’s behaviour. Uncovered by psychological research, at its heart, Nudge Theory is designed to be an ethical and transparent way to effect behavioural change. Consequently, it is already widely used in the public service sector; the UK Cabinet Office has had a ‘Nudge Unit’ since 2010.
However, the theory has also uncovered lots of information that can benefit the work of public relations professionals and marketers. In fact, this is something we drew on when we supported Project Pictogram, a road safety campaign designed to influence driver behaviour using five new industry-standard pictograms.
Read this blog to find out how Nudge Theory can help communicators create better campaigns and user experiences and clearer, more persuasive messaging in an ethical and transparent manner.
What is Nudge Theory?
Nudge Theory is a behavioural economics theory that aims to produce non-forced compliance and behaviour change in society using positive reinforcement and subtle environmental changes. In plain English, Nudge Theory believes that, if we present choices in a better way, people will make wiser choices. This creates a viable alternative to ‘forceful’ interventions such as legislation or outright bans, so the public always maintains freedom of choice.
The theory is based on the concept that we have two systems for processing a thought: a reflective, drawn-out, analytical process and an automatic, instinctive choice. Nudge theory works on the premise that the majority of our decisions are actually automatic, based on environmental cues, habits, social norms and emotional factors. Using psychological research as a base, a ‘nudge’ is a carefully designed cue. Its goal is to influence decisions we might make automatically by targeting well known ‘heuristics’, the mental short cuts we use to make choices quicker and easier. In other words, nudge theory focuses on changing the design of choices to encourage people to make a certain decision of their own volition.
In Thaler & Sunstein’s (2008) words, “A nudge, as we will use the term, is any aspect of the choice architecture that alters people’s behaviour in a predictable way without forbidding any options or significantly changing their economic incentives. To count as a mere nudge, the intervention must be easy and cheap to avoid.”
Check out the video below to see Thaler explain the theory in his own words, with examples:
Nudges in Practice
Let’s look at an example.
Organ donation is crucial to the NHS. However, there is a chronic shortage of organ donors in the UK, so it is in the public’s best interest to increase the number of organ donors.
In their paper ‘Do defaults save lives?’ Johnson and Goldstein (2003) looked to see whether changing the system people use to become organ donors could help. The UK currently works on an Opt-in system, meaning that those who wish to donate must apply to become an organ donor. However, some other countries work on an Opt-out system, where every member of the public is automatically considered to be an organ donor unless they ask not to be taken off the register.
Johnson and Goldstein (2003) compared Opt-in and Opt-out countries and found huge differences between organ donation sign up rates. For opt-in countries, the organ donation consent rate was 27.5% (the UK managed a measly 17.1%). In opt-out countries, however, the rate did not drop below 85%, with many countries boasting rates of 99%.
This example shows the power of Nudge Theory in practice as it shows that, while both systems ask the same question, a subtle change in ‘choice architecture’ can produce very different behaviour. It is believed the Opt-out increases consent rates as it reduces the effort to become an organ donor. Opting out also takes greater effort, which means individuals who are apathetic about organ donation are more likely to remain on the register.
Heuristics – The building blocks of Nudges
Nudge interventions use many well-documented ‘heuristics’, often in conjunction with one another, to influence behaviour. The list of nudges is ever expanding as our understanding of human psychology and choice architecture improves. They’re simple, to the point of seeming obvious, but they give great insight into how people think, which is both necessary for creating nudges and highly useful for communications professionals.
These heuristics could play a part in your next PR campaign.
Framing – Presenting information in a way that accentuates the positives and gives a realistic impression of the meaning and implications of a choice. This nudge boils down to designing communications that clearly convey what your information means to your audience (whether that’s brand messaging or safety messages). Be clear, relevant and frame information positively. For example, use ‘positive’ statistics. Saying that an operation has a 75% survival rate, instead of 25% failure rate, makes people feel more hopeful.
Mindlessness – It is important to remember that people do not always pay full attention to every message. If we’re distracted or find information difficult to process we may make decisions quickly or carelessly. This nudge suggests we cut through the distractions by simplifying complex messages (while taking care not to mislead or hide major considerations). The government’s ‘Five a Day’ campaign encapsulated a simple message to nudge the population to eating more fruit and vegetables.
Positioning – In Nudge theory, this means taking care of the physical location/position of an intervention, message or experience. We should consider how the environment impacts the message or the way a room is laid out effects the way people move through and interact with what’s inside. Sunstein’s video above presents an excellent example of this nudge at work. Supermarket designers and merchandisers are experts in this type of nudge.
Mood – This one is simple. People are more receptive when they feel enthused, inspired, intrigued or generally positive. Consider how you can invoke a positive emotion to try and get people to engage with it, as this can increase attention to even the most mundane choice.
These are just a few examples, there are many more that can help you communicate more effectively and ethically available. We highly recommend you check out this website for a list of both Thaler and Sunstein’s original heuristics and supplementary heuristics.
So, how do you create a nudge?
Check out how an expert does it by watching the video below!
During this TED talk, Sille Krukow, Behavioural designer & Senior Advisor at Stupid Studio, shows how she used the Sensory (visual and colour), Positioning (Physical placement), and Stimulus Response Compatibility (Language and signage design) heuristics to encourage beachgoers to recycle their rubbish and how web design ‘choice architecture’ nudges increased use of a tax website in Denmark.
Nudge theory is all about altering situations and designing voluntary choices to help those in society make ‘better’ decisions, rather than directing, instructing or using forceful interventions. With this in mind, allowing free choice in all nudges and nudging people only towards beneficial outcomes is very important. It’s important to maintain this ethical philosophy whenever you are using Nudge theory to craft a communications campaign.
Key to creating a Nudge is communicating clearly, directly and transparently, and making the decision making process a pleasant and smooth experience.
Ask yourself the following questions when designing a nudge (we’ve answered using Krudrow’s beach nudge as an example!):
- What do I want to achieve by implementing this Nudge? (Get beachgoers to put their rubbish in the right recycling bin)
- What environmental/circumstantial factors influence people in the situation? (People are tired and lack motivation it’s not clear where they can put their rubbish, there is no system in place to encourage recycling)
- What heuristics can I use to influence this situation? (Positioning, Sensory and Stimulus response compatibility heuristics)
- Are there any obstacles in place that might stop the Nudge working? (There was no system in place to encourage recycling)
- Put yourself in your target audience’s shoes. How do they feel about your target behaviour/information currently? How can you help make their lives/choices easier? (People were not engaging with the information as they were often tired after a day out at the beach. Making the system more accessible helped to resolve this)
- Are there any unhelpful/negative heuristics at work you can remove? (Krukow gives no example, but this could be changing signs from ‘No littering’ to ‘Thank you for recycling’)
- Ask yourself – How can you support the nudge outside of that one circumstance or long term, if this is your aim? Ensure your campaign is integrated into other activities you are undertaking.
If you are interested in Nudge Theory, we recommend reading ‘Nudge’ by Richard Thaler and Cass Sunstein, the originators of the theory. Also visit this website for a more in depth look at heuristics and how to apply the theory.
To discuss whether Nudge Theory could help you overcome the precise communications challenge you face in your organisation, give 360 integrated PR a call on 02381 845025 and we’ll send the psychologists in!
References:
Thaler & Sunstein (2008), Nudge: Improving Decisions about Health, Wealth & Happiness.
Johnson, E.J., & Goldstein, D. (2003, November 21). Do defaults save lives? Science, 302, 1338-1339.