4 Ways to Use the Nudge Theory to Improve Learning Outcomes

Last Updated: December 16, 2021

Today, HR practitioners are looking at several new behavioral science-led ideas to transform organizational learning activities as well as workplace culture. In this article, learn more about:

  • Why nudge theory in L&D is a great idea
  • 4 elements to make nudge theory propel positive change
  • Things to remember before you embark on your “nudge-theory”-led L&D initiative
     

Over the last decade and more, HR has taken on a far more nuanced and meaningful role in building employee engagement, improving morale and consequent productivity, and encouraging positive behavior.

In addition, science, technology, and cutting-edge behavioral concepts are making their way into an HR specialist’s toolbox, ensuring that they can bring about genuine transformation.

A big part of this process is the intersection between learning and developmentOpens a new window (L&D)Opens a new window and HR. L&D teams and HR practitioners are now working closely together to offer training sessions and interactive modules that foster a culture of learning across the organization.

Let’s zero in on one such scientific theory that has captured the attention of experts and commentators alike ­– nudge theory.       

Before we detail how nudge theory can work seamlessly with the latest HR and L&D technologies, it’s important to remember that nudge theory has been applied in the workplace for a while now. It is typically used to build productivity and collaboration.

This is why we believe workplace L&D’s effectiveness could significantly improve by embedding nudge theory-inspired practices into a learning module.

Learn more: Why the Future of L&D is All About People and Technology Opens a new window

When the Digital Meets the Behavioral: Why Nudge Theory Is Inspired by our Essential Social DNA

What is a “nudge” in its simplest terms?

A gentle push in the right direction, a little support, a bit of guidance – the opposite of an overarching sense of coercion.

In other words, in the workplace, a nudge tells employees the various possibilities in any scenario, offers them the opportunity to “do the right thing,” or even push back and ignore the thought, if so desired.

The basics of nudge are pretty easy to understand:

  1. Often, empathy and soft, emotive persuasion wins over cold, pragmatic application of logic.
  2. Positive behavior is a process – it must be gradually inculcated into both employee and organizational culture as a whole.
  3. Baby steps and bite-sized calls to action are hard to say no to and maybe the winners in the long term.
  4. Harsh and over-zealous reproach may have quite the opposite of the intended effect.

Now, nudge informed by the power of digital could transform the impacts of the theory in itself.

It means that you have several new touchpoints to work with, social media and other personal/professional platforms can be effectively leveraged, and the intended nudge is “all around” – albeit in a soft, unobtrusive fashion.

Let’s look at the example of BCG’s well-recognized “nudge theory in action.”

It explains how a digital nudge can foster empathy among the leadership and improve work-life balance. Whenever a manager sends out a work mail to their team outside of work hours, an automated popup appears, offering a number of possible alternatives.

comp_bcg_5d27362f17cac image

Source: BCG WebsiteOpens a new window

Look at two things here: the popup gently nudges the reader to take the correct action and “cancel” the mail. Second, there’s nothing mandatory about the choice of action.

Learn More: Harnessing the Power of Behavioral Economics in Talent AcquisitionOpens a new window

Making It Work: How to Use Nudge Theory in Your Learning Initiatives

How does an HR practitioner take all these ideas and put them to good use?

Can an L&D initiative truly be transformed by nudge theory?

It may seem tricky at the outset, but you can utilize these four easy-to-implement ideas to make nudge theory a critical cog in any learning activity.

1. Let the nudge be social

Everybody is now on one – or possibly all – the many social platforms that occupy a major part of our daily lives. By using these multifaceted touchpoints, one can “nudge” an employee towards the learning activity.

A chat group to discuss training, questionnaires to brainstorm on the ideas at play, and regular online channels to debate, discuss, and comment on the learnings will truly universalize a workplace learningOpens a new window program.

2. Let UX lead the way

Dull, uninspiring and overly complex User Experience (UX) design in your L&D plan is a definite no-no. Make your content visually rich, easy to navigate, and unthreatening in its density.

Remember, learning is an experience and must be made a continuous process, gently nudging the employee to “want to learn.”

3. Smaller bits make for smarter absorption

Micro-learning and mobile learningOpens a new window are now increasingly popular – and in many ways, they are at the center of the argument for nudge theory in L&D.

Instead of large, heavy, and monotonous learning material, crisp and bite-sized modules can work wonders when it comes to actual assimilation.

Of course, by making these tiny modules available across various devices, not only do you democratize the user’s intent and space to learn, but you also create an “ecosystem of nudges,” reminding the user of the choice available to learn something new.

4. Don’t forget to talk to your learners

A key aspect of L&D 101 is the collection and analysis of feedback. By applying nudge theory, you elicit feedback at regular intervals and remind the learner about their progress, as well as the activity left incomplete.

In addition, informal conversations and watercooler chats with your employees will help you tweak the learning initiative, accordingly nudging both you and the learning in the right direction!

Learn more: Why 2019 will be the Year of Gamification in Corporate LearningOpens a new window

What Not to Do: Tread Carefully Before Actioning Nudge Theory in the Workplace

Whenever applying an idea or introducing new technology into the work culture, there’s always the statutory fine print – conduct thorough research about the idea. Analyze individual organizational requirements and make the implementation as seamless as possible.

Like every other such new advancement, there are stories on both sides of the spectrum. In 2017, Uber conducted an experimentOpens a new window , applying nudge theory to optimize the hours drivers work. This is done, for example, by sending them notifications of an upcoming ride while they are still wrapping up a current ride. The results were mixed. In some cases, drivers were encouraged to putting in longer hours, and this hampered their work-life balance.

But not all cases are this worrisome.

In a 2018 study with 50 participants on Amazon’s Mechanical Turk platformOpens a new window , nudge theory was applied to reduce digital overload by 20%. The premise was simple: employee smartphones would vibrate if Facebook was open beyond a specific threshold. And while it did not enable a permanent change, it did make employees aware of the amount of time they spend on their phones.

The writing is on the wall. As HR managers and L&D practitioners explore new solutions to positively push behavioral change, it is vital to assess the extent and nature of the impact of this change, keeping in mind an employee’s personal and professional wellness standards.

If used intelligently, in-sync with the many digital tools available, nudge theory can change how employees learn every day. It can also enthuse organizations to foster a culture that’s vibrant, open, and ever evolving.

Are you ready to deploy your own “nudge-theory”-led L&D program? Share your insights with us on FacebookOpens a new window LinkedInOpens a new window , or TwitterOpens a new window . We are always listening!

Chiradeep BasuMallick
Chiradeep is a content marketing professional, a startup incubator, and a tech journalism specialist. He has over 11 years of experience in mainline advertising, marketing communications, corporate communications, and content marketing. He has worked with a number of global majors and Indian MNCs, and currently manages his content marketing startup based out of Kolkata, India. He writes extensively on areas such as IT, BFSI, healthcare, manufacturing, hospitality, and financial analysis & stock markets. He studied literature, has a degree in public relations and is an independent contributor for several leading publications.
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