Getting trust right is critical to commerce and economic growth. Evidence from behavioral economics can help guide the way.
Emerging insights on “temporal contagion” explain the unusual contours of limited-edition markets.
The BIAS project completed 15 randomized controlled trials of behavioral interventions in child care, child support, and work support programs. This article summarizes the “SIMPLER” framework of behavioral concepts and shares examples of how these concepts were used in BIAS interventions.
Even with increased access to reproductive health and family planning services, girls and women in developing countries can face behavioral barriers that prevent them from achieving their desired reproductive health outcomes. We use innovations from BE be to design research interventions; with the goal to inform effective FP/RH programming.
A variety of case studies demonstrate the powerful combination of data science and behavioral science. Perhaps the health insurance market can benefit as well.
Part 1 of 2: Why don't people donate a lot more to charity? By Pete Dyson Despite the UK’s high position on the World Giving Index in 4th place, each year 30% of people engage in no charitable giving whatsoever. Each month the typical donation is just fourteen pounds and the richest 10% of households actually [...]
By Michael Ryan Economists have historically been enamored with Market Theory and Equilibrium. The notion that “The Market” tends towards a stable state has been more panacea than an effective tool for explaining many facets of our economy. The classical focus on markets and some invisible hand ignores human behavior, profits, debt and financial health [...]
By Julian Jamison One of the World Bank’s flagship publications is the World Development Report, which highlights a different policy-relevant topic every year – often paving the way for novel work on that topic. The latest (2015) report, entitled “Mind, Society, and Behavior” and co-directed by Karla Hoff and Varun Gauri, focused on using [...]
Behavioural science has contributed much to the understanding of decision-making in the last few decades. We now understand how heuristics and biases can influence our thinking, perceptions, choices and behaviour. Yet, many of the frequently cited studies from behavioural science have been conducted on students, typically in their early twenties. Consequently, people often ask whether these findings still hold in other generations: Does our decision making process differ as we get older? Do we become more or less ‘rational’? And if minds do differ, how does the 20 year old mind differ to the 70 or 80 year old mind?
On 15th September 2015, President Obama issued an executive order mandating US government agencies employ behavioural insights to enhance their work (read a White House-authored Fact Sheet on the order). On the face of it, this is an unqualified good for behavioural science. Yet Presidential Terms are short, and the current one has only a year to run. Whether such an executive order will have the impact it should will depend on commentary and promises made in the febrile atmosphere of a US election. Political support is valuable, but political polarisation can mean bureaucratic paralysis. This post takes a brief glance at bureaucratic success in the US, EU, UN and UK.