In my view, the most interesting insights are found at the intersection of disciplines. Take behavioural science and high performance and, specifically, the concept of ‘choice architecture’. Research suggests that the presentation of choices in different ways will impact decision-making. If you were to harness these findings in an organisational context – through simple nudges and resetting default rules – it could substantially improve productivity, decision-making, and the perceived freedom of employees. Win, win, win.  

CADENCE CURATION 

READ: Nudge Management as a Productivity Lever | Ebert & Freibichler | 10 mins

Nudge management is an approach that applies insights from behavioural science to organisational contexts so as to optimise fast thinking and the unconscious behaviour of employees in line with the objectives of the organisation. It draws on Daniel Kahneman’s work that people have two ‘thinking systems’; a powerful intuitive automated system and a more reflective logical one.

This article gives practical suggestions about how to 1) Improve the efficiency of meetings [overcome ‘information bias’ by shortening the default meeting times], 2) Improve the efficiency of planning [overcome planning fallacy and optimism bias by making public implementation intentions], and 3) Increase task efficiency [by creating opportunities for deep-work through ‘no meeting’ days and turning off email-alerts].

CADENCE TOOL-KIT

Ease is the best predictor of behaviour – it’s a stronger predictor than motivation, satisfaction, price, quality, or intentions.   If you want someone to do something different, make it easier for them to do the option you desire, otherwise, it is unlikely that their behaviour will change. 
Learning Questions:
 – How can you design your environment to ensure it increases the likelihood of positive behaviour [the one your future self will thank you for]?
 – How can you make undesired behaviours harder and desired behaviours easier?

ANY OTHER BUSINESS

It’s tenuous, but I couldn’t resist…