The most important concepts, biases and techniques from behavioural science and the SUE Behavioural Design Method, clearly explained. Browse by category or search directly in all concepts. Happy learning!
The method that combines psychology and economics to understand and change human behaviour.
The strategic model for systematically designing behaviour change, in five steps.
Guiding behaviour subtly without restricting choices — the technique of Thaler and Sunstein.
Two thinking systems compete for control: fast and automatic versus slow and rational.
The key ideas from Daniel Kahneman’s groundbreaking book on human decision-making.
The field that demonstrates people don’t decide rationally — and what you can do with that.
The science that studies how decisions actually come about in the real world.
All 23 biases in one overview. Start here for the full picture.
The first number you hear shapes all your subsequent estimates.
The more popular an idea, the more people adopt it — regardless of the facts.
What is easy to recall seems more important than it actually is.
The more decisions you make, the worse your next decision becomes.
The discomfort that arises when your behaviour conflicts with your beliefs.
We seek evidence that confirms our opinion and ignore what contradicts it.
Once you know something, you can no longer imagine what it’s like not to know it.
An unattractive third option suddenly makes one of the other two far more appealing.
The less you know, the more you think you know. Experts underestimate themselves.
What you own feels more valuable than what you don’t yet have — even if they’re identical.
The same information leads to different decisions depending on how you present it.
One positive trait colours your judgement of someone’s entire personality.
In retrospect, everything seems predictable — but it wasn’t at the time.
Negative experiences weigh more heavily than positive ones — up to five times as much.
We overestimate the chance of success and systematically underestimate risks.
You don’t remember an experience as a whole, but by its peak moment and its ending.
We always choose now at the expense of later — even when later is clearly better.
When someone does something for you, you feel a strong urge to give something back.
The less available something is, the more valuable it seems — whether it’s scarce or not.
We do what others do — especially when we’re uncertain.
People prefer how things are now, even when change would be better.
We keep investing in something that isn’t working, because we’ve already invested so much.
Loss feels twice as strong as gain — and it drives virtually all your decisions.
The way you present choices determines what people choose.
Most people choose whatever is pre-selected — the most powerful nudge there is.
Binding yourself in advance to a choice so your future self can’t back out.
An if-then plan that bridges the gap between good intentions and actual behaviour.
Sometimes you need to remove friction, sometimes add it — the difference determines whether it works.
The behaviour of others is the most powerful lever for behaviour change at scale.
Deliberate friction that makes it difficult for people to make good choices.
Deceptive design that manipulates users into doing things they don’t want to do.
Helping people make better choices without restricting their freedom to choose.
Concrete examples of how framing makes your communication more persuasive.
Both methods are human-centred, but they solve fundamentally different problems.
Change management focuses on processes; Behavioural Design focuses on the behaviour those processes depend on.
UX Research discovers what users want. Behavioural Design explains why they don’t do it.
Behavioural economics focuses on economic decisions; psychology covers all human behaviour.
Nudging preserves freedom of choice; gamification motivates through game principles. Two approaches, different situations.
Improving treatment adherence, encouraging healthier behaviour and enhancing the patient experience.
Helping customers make better financial decisions — from saving to investing.
Making policy more effective by designing from how citizens actually make decisions.
From store layout to pricing strategy: how purchasing behaviour is shaped.
Improving motivation, academic success and learning behaviour with behavioural insights.
Designing products that align with how people actually think and act.
Simplifying complex choices and helping customers select the right cover.
Reducing churn, improving onboarding and building customer loyalty with behavioural principles.
Understanding and influencing shelf behaviour, brand preference and impulse purchasing.
Digital financial products that align with the real decision-making behaviour of users.
Why AI adoption fails at the behavioural layer — and how to design a learning journey that actually works.
Culture programmes change what people think, not what they do. How behavioural science bridges the gap from intention to consistent behaviour.
Customer-centricity starts with employees, not customers. How behavioural design enables a genuine customer transformation.
70% of change programmes fail not because of poor plans, but because they weren’t designed around how people actually change behaviour.
Ownership cannot be demanded — it must be designed. How managers use behavioural insights to create genuine autonomy and engagement.
Work happiness doesn’t arise spontaneously — it is a design. The three levels at which you can structurally improve work happiness.
Our training programmes teach you how to apply these concepts to understand, predict and change behaviour. From fundamentals to advanced — for individuals and teams.
