When it comes to organisational change, a gentle nudge can be far more effective than more forceful tactics.
In the workplace, when it comes to making a change, there can be confusion, even outright resistance, as people struggle to adapt their behaviours to a new world order.
Whether you are comfortable with change or not, workplace transformation has to be managed in the right way to avoid disruption and leadership teams may look to a range of tactics based on behavioural science to make that happen.
The nudge theory is one such method. This is where individuals or teams gently suggest or nudge others in the direction they want them to take, rather than enforcing their views and more aggressively engineering the desired outcome.
Sometimes referred to as choice architecture and based on a system of positive reinforcement, the benefits include greater decision-making capabilities, stronger workplace dynamics and cohesion amid change. So, what are some examples of a successfully integrated nudge method?
Consistent signage
If you want to explain something or compel someone to move in a particular way, but are wary of becoming a nuisance by repeating yourself too much, deploying informative and consistent signs throughout your place of work are a great middle ground. Especially if those signs are in sight of the teams, or activities you are hoping to impact.
The beauty of this is that the onus is on the employee to take stock of what they have read and to implement it into their work day. It can be literally anything that the company wants to address, from sustainability practices regarding waste, water and power, team events, security polices and more.
A great example of how this has previously worked in the office and indeed outside of the working environment is the adoption of PPE gear and safety methods long after pandemic-related mandatory regulations have been lifted.
Many workplaces use signage to gently encourage the wearing of masks, social distancing and regular handwashing when sick. It’s a basic hygiene and safety reminder that is important, but need not be the subject of in-house meetings. Therefore nudging the idea is far more effective.
Earnest education
Every employer wants their workforce to be on their A game and to be as skilled as possible, so they have no trouble addressing any of the challenges that arise. But for some, upskilling, training and education can come with additional stress, and pressure from leadership can amplify that anxiety.
By gently encouraging upskilling via periodic emails, in-house learning opportunities and the provision of easy-to-use, educational materials, employers and leadership can walk the walk and talk the talk when they say that they are building a culture based on learning.
And because of the method used, it is once again on the employee to take advantage of what they are being offered, reducing the feelings of stress or obligation often associated with mandatory upskilling. By incorporating education into the workflow and company discourse in a natural way, it becomes part of the job, rather than another challenge to tackle.
Broad celebrations
Because companies and industries evolve so quickly, often it can happen that there is really only time to acknowledge the big wins and successes. While this makes sense in the broad scheme of things, an aspect of the nudge theory, as you work towards those larger wins, is to make note of the smaller achievements.
By gently bringing attention to the small wins, you put it in the minds of people that they are appreciated, that their hard work does not go unnoticed and that they are part of the company’s overall plans for even greater success. Additionally, it improves morale and encourages people to work harder, as they have a better idea of what their efforts can lead to.
But how?
So, what steps should a company take to develop a culture that thrives on the nudge theory? First of all, start by taking a close look at the system of influence you already have in place. If it is working, don’t meddle. There is no sense in transforming an already successful model.
If you do see room for improvement, assess the problem, make note of the outcome you are working towards and develop the strategy you think will get you there, as well as a realistic timeline. That could include new signs, transparent company wide communications aimed to inform employees about what you would like to see happen and any incentives that you believe could encourage participation.
It’s all about gently nudging people in the right direction, so be open to feedback, suggestions, criticisms and even failure. Building a culture based on trust and mutual acceptance takes time, but if you are committed and do it the right way, it’s only human nature to get on board.
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