Or why traditional management methods fail to create change Inherited from the behavioral sciences and psychology, the idea is to ...
Or why traditional management methods fail to create change
Inherited from the behavioral sciences and psychology, the idea is to use the known mechanisms of human behavior to give a few nudges in the right direction, to influence, without appearing to do so, behaviors or decision-making. Experience shows that very small actions can, in fact, radically transform behavior. The best known example of a “Nudge” is the fly engraved in the center of the urinals at Amsterdam’s Schiphol Airport, to encourage people to aim better. Fun and effective, this simple and inexpensive action has led to an 80% drop in cleaning costs!
In management, it is a question of obtaining the adoption of new behaviors, without any constraint, simply through the implementation of preventive or playful actions, by acting in reality on the factors of influence of human behavior. The results are formidable in the conduct of transformations, whereas transformation projects following classic approaches often end in failure (according to MC Kinsey study).
Traditional managerial practices are in fact focused on a rational vision of man, whereas contrary to popular belief, human behavior, while predictable and systematic, is not at all rational. It is subject to numerous biases (80 main biases have been identified by neuroscience researchers) and influencing factors. It takes into account emotions, social norms and the environment.
And these are some of the universal biases of human behavior that systematically lead change projects to failure, by establishing a corporate norm: don’t ask questions, don’t change anything, don’t criticize anything even positively…. Change is the opposite of human preferences for both psychological and biological reasons. Automatism saves our resources and energy and is therefore systematically preferred by us.
The nudge management technique is based on the analysis of behaviors and their levers, in order to set up an active and participative change dynamic. It aims to encourage employees to adopt the desired behaviors by modifying the context in which choices are made. Nudge management plays on the levers of influence without ever forcing the employee. It relies on a much wider range of motivational levers than the simple monetary carrot whose effectiveness is often ephemeral or even negative over time.
The most effective “nudges” in management today are those that play on the levers of psychological security, recognition, trust, clarity of structures and objectives and finally those that give meaning to everyone’s work.