Evidence-based insights on how decision science creates positive impact in organisations and society.
Most AI failures aren't technical — they're behavioural. Drawing from the Technology Acceptance Model (Davis, 1989) and implementation science, we explore the five behavioural barriers that derail AI adoption and how choice architecture can address each one.
Behavioural science has produced thousands of findings about human decision-making. But how do you translate academic research into actionable business frameworks? We outline a systematic approach using the COM-B model and Behaviour Change Wheel.
Culture change programmes fail because they target attitudes rather than behaviours. Drawing on the Switch framework (Heath & Heath, 2010) and implementation intentions (Gollwitzer, 1999), we propose a behaviour-first approach to culture transformation.
Organ donation rates vary from 4% to 100% across countries — not because of culture, but because of defaults. Johnson & Goldstein's (2003) research shows that the pre-selected option is the most powerful nudge available to choice architects.
95% of purchase decisions are made by the fast, intuitive System 1 brain. Yet most product teams design for the slow, analytical System 2. Here's how to bridge the gap using processing fluency, the peak-end rule, and strategic defaults.
Amy Edmondson's (1999) research on psychological safety shows that high-performing teams aren't the ones that make fewer mistakes — they're the ones that surface and learn from mistakes. We translate her findings into actionable leadership behaviours.