K.E.

Society
Rajarambapu Institude Of Technology,Rajaramnager
Department of management studies (BBA)

NAME- VARAD BRAHMADEO PAWAR

ROLL NO- 2145099
TOPIC- NUDGING FOR POSITIVE BEHAVIORAL
CHANGE IN THE WORKPLACE
Prof.- SIR A D KUNDLE
DATE- 1ST MAR 2024
How nudge theory supports positive and
lasting behaviour change ?
 Nudge theory works on the principle that small actions can
have a substantial impact on the way people behave, and it
has powerful implications for how we develop our employees
in the workplace. Nudge theory is the science behind subtly
leading people to the ‘right’ decision. It works on the principle
that small actions can have a substantial impact on the way
people behave.
INTODUCTION

 Nudge theory is the science behind subtly leading people to

the ‘right’ decision. It works on the principle that small actions
can have a substantial impact on the way people behave. For
organisations wanting to drive positive behaviour change, it’s
a handy concept to know about. Some people find it easy to
adapt to change and some find it really very hard. No matter
your natural setting, change doesn’t happen overnight – we
all need a little (or a lot) of help. This article looks at how we
can apply nudge theory to our employee development
programmes
Driving real behaviour change with regular
nudges
 Of course, any behaviour change in your business needs to
start by clearly establishing what behaviour you want to
change. However, we know that getting people to adopt new
behaviours takes a lot more than just telling them to do so.
Nudge one: provide a reason to change To
drive behaviour change,
 people need a compelling reason to change. Help people to
understand the organisation’s goals and how they can play a
part in achieving those goals.
 Research by Gallup shows that when development
opportunities are framed in ways that excite, inspire and
motivate leaders, they tend to make choices that offer the
greatest impact for their organisation.
Nudge two: plant alternative behaviours

 The next ‘nudge’ comes with planting highly effective

alternatives to what they are currently doing. Teach people
about the new behaviour or skill, why it’s valuable to them and
the organisation, how they personally measure up against it,
e.g. through a self-assessment, and how the skill should be
applied in the workplace.
 The context needs to be uniquely created for the individual
and positioned against their context and reality in order to
nudge them to take it up
 Nudge three: provide opportunities to
practice new behaviours
 Now we need to ensure people have the opportunities to practice the new
behaviours; first in a safe and supported environment, e.g. a training
workshop, and then in the ‘real world’ back in the workplace.
 For new behaviours to become habits, they need to be practiced over and
over. Neuroscience tells us that each time an individual practices a new
behaviour, neurons in the brain fire and create new pathways.
 The more they practice, the stronger the neural pathway becomes and the
easier it is for it become the default behaviour. Every time a person
practices the new behaviour, they strengthen the new strand in their choice
architecture and it becomes stronger and stronger, until the person comes
to always choose it.
Nudge four: give regular feedback

 When people are making even the smallest changes to their

behaviour, they need to be supported with regular nudges in
the form of small suggestions and positive reinforcements
around the behavioural goals they’re looking to achieve.
 By supporting and encouraging people to behave in the new
way, they’ll be far more likely to adopt and exhibit the
behaviour. To drive real behaviour change, we need to provide
people with ‘nudges’ that push them towards adopting and
exhibiting the new behaviour in the long-term.
So what are you waiting for?

 Establish the behaviour you want to change

 Give people a reason to change

 Plant alternative behaviours

 Encourage people to practice new behaviours

 Support adoption of new behaviours with regular feedback

Transform behaviours in your organisation with these five steps