An overview of the most important thinking errors that distort our daily decisions in the workplace.
Why we only seek information that confirms what we already believe, and how that causes teams to get stuck.
How the first number you hear skews all your subsequent estimates, from salary negotiations to budget rounds.
Why teams follow the majority and how groupthink kills innovation.
How recent or vivid experiences distort our judgement, even when the data tells a completely different story.
After hundreds of micro-decisions per day, the quality of your choices drops dramatically. Here is how to prevent it.
Why employees keep defending bad decisions instead of revising them.
How a third option that nobody chooses determines which of the other two options people do choose.
Why the least competent colleague radiates the most confidence, while the expert doubts.
Why we cling to what we have simply because it is ours, even when better options are available.
The same facts lead to completely different decisions, depending on how you present them.
How a good first impression blinds us to someone's weaknesses, from job interviews to performance reviews.
Why we always think we saw it coming in hindsight, and how that undermines evaluations.
How structural optimism leads to overly ambitious deadlines, underestimated budgets and risky decisions.
Why we choose urgent but unimportant tasks over projects that matter in the long run.
Loss feels twice as heavy as gain. How that causes risk-averse behaviour in teams and organisations.
Why people prefer to keep things as they are, even when change is demonstrably better.
Why organisations keep investing in failing projects, simply because they have already invested so much.
The framework for systematically analysing behaviour and designing interventions that actually work.
How our brain uses two thinking systems and why that changes everything you thought you knew about decision-making.
The scientific foundation of Behavioural Design, from prospect theory to cognitive biases.
The science that proves people do not decide rationally and what that means for your strategy.
How people actually decide and why that rarely matches how we think they decide.
How the way you present choices determines what people choose, often without them noticing.
The most powerful nudge there is: people almost always choose the default option. How to use defaults strategically.
How to help people follow through on their good intentions by building in barriers against relapse.
Why "I will eat healthier" does not work, but "when it is Monday at noon, I will eat a salad" does.
Sometimes you want to lower barriers, sometimes raise them. How to use friction strategically in behavioural design.
How unwritten rules determine what people do, from energy consumption to tax returns.
The dark side of friction: how unnecessary barriers prevent people from making choices in their own interest.
When behavioural design is misused: the manipulative techniques you need to recognise and avoid.
How to nudge people towards better choices without restricting their freedom of choice.
How to give people a gentle push in the right direction without restricting their freedom of choice.
How the principle of reciprocity drives collaboration, sales and client relationships, consciously or unconsciously.
Why we want things more as soon as they become scarce, and how that drives buying behaviour and urgency.
How we copy the behaviour of others to validate our own choices, especially under uncertainty.
People do not remember the entire experience, only the peak and the ending. How to design those moments.
Two popular behavioural techniques compared: when do you choose a nudge and when gamification?
Why most CTAs fail and how to design a call-to-action that actually converts using behavioural principles.
70% of change initiatives fail. Not because of bad plans, but because the behavioural layer is missing.
How behavioural science improves therapy adherence, reduces burnout and transforms the patient experience.
How governments bridge the gap between intention and action with behavioural science instead of more rules.
How to design purchasing behaviour, shelf behaviour and brand preference with behavioural science principles.
How to design insurance products that align with how people actually experience risk.
How behavioural science improves learning behaviour and makes compliance training effective.
Why design thinking understands the intention but misses the behaviour, and Behavioural Design closes that gap.
Why traditional change management mainly persuades while Behavioural Design actually changes behaviour.
UX research measures what users say, Behavioural Design predicts what they do. The difference and the overlap.
Two disciplines that ask the same question but from different perspectives. Where do they overlap and where not?
