Nudges Flashcards

1
Q

When are nudges appropriate to use?

A
  1. choices have delayed (negative & positive) effects
  2. choices are to complex to make the best one fast
  3. choice environment do not provide feedback
  4. relation between choices and outcome are unclear
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2
Q

Four Types of nudges (by Thaler & Sunstein)

A
  1. changing the standard/default option
  2. changing the physical environment
  3. provide feedback when making choices
  4. altering impulsive choices to be the best choices
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3
Q

Four Types of Nudges (Hansen & Jesperson)

A

System 1 & 2 and transparent vs. non-transparent?
1. Impulsive and reflective
2. connection between nudge and expected behavior is understandable

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4
Q

Examples for System 1 & 2 and transparent vs. non-transparent?

A

S1 & T = calming music while plane take off
S1 & NT = small plates
S2 & T = information poster about the best option
S2 & NT = Framing a choice with informations unrelated to the choice itself

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5
Q

Definition of Nudge?

A

Altering peoples behavior in a predictable way by influencing the choice architecture without forbidding options or change the economic environment.

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6
Q

The Prospects of Nudges?

A

Nudges have to be
1. evidence-based
- to target the right population
2. tested in real-life contexts
3. tested with randomized control trials

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7
Q

Characteristics of a Nudge?

A

A Nudge
1. Alters Behavior not an Attitude
2. Keeps the persons Freedom of Choice
3. Focuses on modifying physical and social (norms) cues that influence decision making
4. Inherits feedback about Choices

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8
Q

Nudge Toolkit / Procedure / Theory

A
  1. Understand & validate a required change
  2. Obstacles for making best choices
  3. Check for unhelpful existing nudges
  4. Remove the obstacles & create support
  5. explore the physical & social cues the nudge should focus on
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9
Q

Advantage of Nudging over other behavior change methods?

A
  1. Cost efficient
  2. often fast results
  3. maintain freedom
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10
Q

10 different Nudges (Sunstein)

A
  1. Simplification of choice
  2. Reminders
  3. Social norm use
  4. adding & lowering Friction
  5. Disclosure
  6. Warnings
  7. Change the default option
  8. Pre-commitment strategies
  9. Activate Implementaion intentions
  10. Informing about the consequences of past behaviors
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11
Q

Mindspace as a checklist

A
  1. messenger
  2. incentive
  3. Norms
  4. Default
  5. Salient
  6. Priming
  7. Affect
  8. Commitment
  9. Ego
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12
Q

Critsim towards Nudges

A
  1. Manipulation of decision making => loss of autonomy
  2. No clear definition of a nudge
  3. long term behavior change is mostly not achieved
  4. Bad choices can still be made
  5. Nudging has a poor influence on addictions/habits
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13
Q

Behavior Change in general depends on?

A
  1. Target Behavior
  2. Target Population
  3. Target Setting
  4. Incentives for choices
  5. Intervention Type
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14
Q

Behavior change Intervention Type is defined by?

A
  1. Content of intervention
  2. Delivery of the Intervention
  3. Intensity of the Intervention
  4. Duration of the Intervention
  5. Person that delivers the intervention
  6. Person that is targeted by the intervention
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15
Q

Important Aspects of the population for Behavior Change

A
  1. Privilege
  2. Culture
  3. Demographics
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16
Q

Design Thinking Process

A
  1. Emphasize
  2. Define
  3. Ideate
  4. Prototype
  5. Test
    For non-literative and mostly user specific issues that lacks detail
17
Q

What categories of an Attitude can someone have toward an attitude object?

A
  1. affective = fear
  2. cognitive = dangerous
  3. behavioral = run away
18
Q

Self Perception Theory explains attitude building.

A

Ppl dont know what their Attitudes are until they realize how they behave

19
Q

What can influence our Attitudes?

A
  1. social influence
  2. cognitive dissonance
  3. persuasive communication
20
Q

Attitudes
Principle of Consistency

A

Expection that ppl behave in line with their attitudes

21
Q

Cognitive
Dissonance Theory

A

Behavior ≠ Attitude => Can lead to change in one of them to bring them closer together

22
Q

How can Attitudes be seen in the Dual Process Model?

A

Attitudes build on reflective process are
1. maintained long term
2. more consistent with behavior
3. more resistant

23
Q

Aspects that are inherited by persuasive communication?

A
  1. Source: Credibility and attractiveness
  2. Message: quality and sincerity
  3. Audience: Attention and Ability (Motivation ELM)
24
Q

Attitudes
Attitude Change through commuication ELM

A

Perception of persuasive messages depend on Level of Motivation and Ability

  • Motivation depends on Relevance and Need for Cognition
  • Ability depends on Attention possible and Strength of Argument

Leads to:
1. Periphal Route: focus on surface characteristics of the message
or
2. Central Route: focus on rational arguments of the message

25
Q

Heuristic-Systematic Model

A

Other view Perception of persuasive messages

Influencial elements are: Involvement

  1. systematical processing
  2. heuristically processing
26
Q

Role of Attention

A

Attention for Intervention has to be created
1. Through emotions e.g. fear appeal

27
Q

Examples of Social Influences and persuasive messages

A
  1. Explicit persuasive attempt
    Sale
  2. Explicit persuasive message
    Influencers
  3. Implicit social influence
    nudging
  4. direct social influence
    social mimicry
28
Q

Social Mimicry and Effect

A

mimic behavior of the communication partner
1. can lower prejudice
2. creates bonding through empathy
3. influences behavior
4. often nonconscious and learned

29
Q

Prospect Theory

A

Loss aversion has a stronger behavioral motivation than the desire for gain

30
Q

Situations where nudges fail to influence and why

A
  1. Supermarket shopping
    - the choices are made before entering the store, hence rearranging has no impact
  2. The manipulation of non-transparent System 1 Nudge is noticed
    - leading to resistance stemming from reactance, low acceptance
  3. ELM peripheral route
    - the person does not have the ability or motivation to interact with the nudge properly
31
Q

Prospect Theory

A

Loss aversion has a stronger behavioral motivation than the desire to gain