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Cultivate workplace engagement with nudge theory

This guide on cultivating workplace engagement offers key tips on how you can use ‘nudge theory’ to create a more connected workplace.

Cultivate workplace engagement with nudge theory

Introduction ou extrait du livre blanc

"In 2008, the behavioral economists Richard Thaler and Cass Sunstein published the highly influential book Nudge: Improving Decisions about Health, Wealth, and Happiness. In it, Thaler and Sunstein outlined how to create interventions (nudges) that influence people to take certain behaviors without removing their freedom of choice.

The idea of nudging is best conceptualized from the perspective of governments or other large organizations (e.g., healthcare providers), let’s call them the nudgers. The nudgers don’t want to entirely remove choice from individuals (e.g., citizens) or penalize them financially for taking actions
that are perceived as negative,
but they do want to create easy and appealing opportunities for individuals to make decisions that are seen as positive over the long term.

So, nudging is not the same as setting laws that ban harmful behaviors, it’s simply a way of ensuring people have choices but gently influencing them to make certain choices.

Most nudges don’t take place at the level of conscious thought but are so subtle and small that they steer the unconscious mind in positive directions. When you consider that as much as 95% of human thought happens below the level of the conscious mindthough, it’s easy to see why the idea of nudge theory has become a strong one in behavioral economics and governmental policy.

This guide examines how it may be possible to use ‘nudge theory’ to promote greater workplace engagement and the adoption of positive behaviors."

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