What Is a Nudge? Everyday Examples and Steps for Testing a Small Workplace Improvement
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Category: Career Change Strategy
Authors: Shusaku Yosa
A nudge helps people make better choices by changing how information is presented or how easy an action is, without banning alternatives or substantially changing economic incentives. The English word suggests a gentle prompt, such as a light touch with an elbow.
At work, this could mean making required information easier to find or giving a short prompt just before a task, rather than repeatedly telling people not to forget. This guide explains the concept and a practical sequence for testing one small change and reviewing it.
Distinguish nudges from commands and rewards
Not every attempt to change behavior is a nudge. Separate easier choices from compulsion or substantial financial incentives.
Intervention | How to understand it |
|---|---|
Put required documents and the submission destination on one screen | A potential nudge that reduces effort and uncertainty |
Send a link to an unfinished application shortly before its deadline | A potential nudge timed to the action |
Fine people who do not submit | A financial penalty, distinct from a nudge |
Offer a large payment for participating | A change in economic incentives, distinct from a nudge |
Hide the button for declining participation | A design that obstructs choice, not an appropriate helpful prompt |
“Choice architecture” means the design of the situation in which people choose, including option order, the timing of information and the effort needed. First identify whose needs the design serves and what it helps them do, rather than using it to steer people toward an unrelated organizational preference.
How does this relate to bias?
People may understand why a task matters but postpone it for today's work or stop when the procedure becomes confusing. A nudge considers actual behavior when improving the environment.
Instead of deciding that a person who has not submitted something lacks motivation, ask whether fields are unclear, documents are hard to locate or working time is unavailable. Our cognitive bias guide focuses on checking the way we judge information. Nudge design asks how to change the specific setting in which an action happens.
Better prompts cannot resolve understaffing or excessive workloads on their own. If people lack time or authority, the allocation of work or the procedure itself needs attention.
Develop ideas using EAST
The Behavioural Insights Team developed EAST: Easy, Attractive, Social and Timely. For a workplace procedure, consider these examples.
Principle | Question | Possible improvement |
|---|---|---|
Easy | Can the first step or required effort be reduced? | Show the destination and required documents on one screen |
Attractive | Is essential information being overlooked? | Put the deadline and next action at the beginning of a long notice |
Social | Could useful cooperation or other people's behavior help? | Share a completed form example colleagues can use |
Timely | Does the information arrive when action is possible? | Deliver the procedure link when the task is about to start |
If a message says that most colleagues have completed something, verify the population, period and facts. There is no need to name the few people who have not or display a list that reveals personal circumstances. Check usability for people using screen readers or smartphones as well.
Example: reduce forgotten expense submissions
Suppose the aim is to help more people submit monthly expenses on time. First observe someone using the current process and identify where they get stuck. If the difficulty is finding the correct approver, more deadline emails will not address the obstacle.
Choose one change: show approvers by department and a contact for questions on the starting screen. Do not silently lock people to a particular approver. Allow them to check and change the choice if their situation requires it. Explain the purpose to the people involved before introducing the change and provide a way to report problems or ask questions.
For new employee procedures, combine clearer guidance with an identifiable person who can answer questions. Our onboarding preparation guide covers the wider process beginning before the employee joins.
Measure completion and burden separately
Choose the indicator beforehand, such as on time submissions divided by eligible submissions. For example, 20 on time submissions out of 40 is 50%. In another period, 30 out of 40 is 75%. That is a difference of 25 percentage points, not a 25% relative increase.
This before and after difference alone does not establish the effect of the change. Workload, participants, application complexity and the time available before the deadline may differ. Compare similar conditions and, where feasible, include a comparison group over the same period. With limited observations, use the results to plan the next trial rather than advertise a large success rate.
Also check completion time, questions, incorrect submissions and whether people feel pressured. If submissions increase but correction work also grows, reconsider whether the change meets the original purpose.
Check the design before using it at work
- Confirm that the intended action is useful for the people taking it.
- Use an explainable purpose and collect only the records needed.
- Make declining, changing a choice and asking questions straightforward.
- Avoid false social comparisons and excessive fear based messages.
- Start small and keep a way to reverse the change if burdens or unintended effects appear.
A nudge is not a universal way to make others do what you want. Use it to locate a specific obstacle and improve it with the people using the process. Our psychological safety guide also discusses an environment where people can raise problems and suggestions.
Sources: Japan Ministry of the Environment: what a nudge is / MHLW: bias and EAST / Behavioural Insights Team: EAST / Japan Ministry of the Environment: nudge strategy
