Applied Behavioural Sciences

Prepared by: Shara Williams-Lue and Olivene Thomas

Contributing Author: Marina Ramkissoon

HRNM6101
Semester 1, 2022-23
Module 1: Introduction to Human Resource Development and Applied Behavioural Sciences

Tuesday, September 6, 2022

Housekeeping
• A brief word about the course’s objectives:

• For this course we will spend a little time looking at what Applied
Behavioural Science is
• We will look at its application to HRD theoretically
• Finally, we will see if WE can conduct a little research project to answer the
question about how can we inspire the Jamaican workforce to be more
productive. – 40% coursework
• Your exam will be a written assignment under face-to-face examination
conditions.

• Have you chosen your groups?

• Have you chosen a Class Representative?
https://www.azquotes.com/quote/684891
Theory, research and practice in social psychology. From
'Training in applied social psychology: Rationale and core
experiences', by R.J. Fisher, 1981, Canadian Psychology, 22, p.
Topic 1 - ABS
Discussion question:

• What is applied behavioural science and why it is a

valuable area to master if you are working in an
organizational setting?
 Behavioural Science at London School of Economics
• “Behavioural Science, to me, is much more than an emerging discipline of
science. It is a blend of a bunch of great disciplines, which individually seem to
be lacking something. Economics, Psychology, Neuroscience, and Sociology are
all fantastic realms of science, but separately they do not provide a complete
picture of human behaviour and reasons for decisions we make.
• But combined, under the umbrella of Behavioural Science, they provide a
comprehensive toolset to analyse our irrationality.
• And this is what Behavioural Science is to me: a comprehensive, if not
complete, toolset allowing us to understand why we behave the way we behave
and make decisions we make. It is also a facilitator for making better decisions
which is equally valuable.”
Behavioural Science at London School of Economics

• “Behavioural Science is an umbrella term which includes

research and methods from several other disciplines. It’s the
short way of saying “Let’s take a bit of psychology, some
neuroscience, a bit of sociology and behavioural economics
and some other disciplines and mix it all together”.
Behavioural Science at London School of
Economics
• “What connects all these parts is their interest in the empirical
investigation of human behaviour as individuals and in groups.
But not just in a descriptive way – Behavioural Science at LSE
also puts a strong emphasis on how this research can be
applied to the real world (for example in management, social
policy or health), sometime even with normative focus
(nudging people to do certain things)”.
Behavioral science
and emerging
economies
• VIDEO CLIP

• Behavioral science and emerging

economies:
• https://www.youtube.com/watch?v=N
_3MFdLr2OA
Behavioral science and emerging economies
Huffington Post
• Renée Richardson Gosline, Assistant Professor of Marketing,
MIT’s Sloan School of Management, The power of behavioral
science for emerging economies: MIT explores Cuba and
Trinidad & Tobago, 02/10/2016 01:58 pm ET Updated Feb
09, 2017. Available at:
https://www.huffpost.com/entry/post_11006_b_9161646
ABS in the Caribbean – T&T
• MIT students will examine Trinidad's lack of local agricultural
infrastructure. Why do people in Trinidad live in an amazing warm
climate yet eat blueberries and raspberries imported from California?
Agriculture is a shockingly minute portion of the economy. As a result,
the population pays a high price for its imported fruits and
vegetables, with implications for both health and disposable income.
We will explore whether there is a cognitive bias affecting the
agriculture industry, and how this might be affected by sociological
aspects of Trinidad and Tobago. Could farming thus be "rebranded"
as a desirable path?
ABS in the Caribbean – T&T
• Students will also look at how Trinidad, enriched by its oil production,
can also embrace renewable energy sources.

• Oil has been good to Trinidad and Tobago in many ways, but it is not
an infinite resource.

• How can behavioral science be employed to encourage the use of

sustainable energy without the population perceiving a loss?
ABS in the Caribbean – Cuba
• Cuba currently supports populations of birds, a kind of crocodile, and
insects found nowhere else.
• But increased development might threaten these creatures, which
could be lost forever.
• Students will look at whether marketing and branding efforts can be
used to help underscore the value of protecting these rare species in
the face of rapid economic expansion.
Remember the Social Aspect!
• Gosline speaks a lot about mental functioning
• What about the social factors that impact behaviour?
ABS as our Starting Point

• What is ABS our starting point?

• What is the relevance of ABS as
a practitioner?
Thinking like a practitioner
• Behavioural Sciences = Scientific Body of Knowledge
• Improving experiences in the workplace
• Productivity
• Wellbeing
• Development
• Learning
• Growth
Why We Do
What We Do
Video Clip
• Google's Head of Behavioral
Science on Why We Do What
We Do?
• Maya Shankar, PhD
Why We Do What We Do
• Behavioural Sciences = Why We Do What We
Do
• Behavioural Sciences as the foundation for
HRD
• Shaping interventions based on evidence,
using the theory as a guide
Socio- • In the Caribbean, we ground who we
Cultural are in a socio-cultural context
• Understanding multi-faceted layers
Context
ACTIVITY
 ABS IN ACTION

CPT, Jennifer & CPT, Darlene & Rosenzweig, Jennifer & Van Tiem, Darlene. (2007). An appreciative
view of human performance technology. Performance Improvement. 46. 36 - 43. 10.1002/pfi.132.
ABS IN ACTION – A CASE
BETH WAS FRUSTRATED. As the lead consultant for a large-scale
performance improvement project, she had anticipated seeing
significant results at this stage of the initiative. The team had
conducted a rigorous analysis, had identified several root causes,
and had designed what she believed was an innovative solution
with tremendous potential. Yet things were not working. People
seemed to be clinging to old behaviors, and worse yet, her
project team appeared ready to abandon their goals. The
problems that sparked the project were feeling bigger and
threatened to drag everyone down with them.
CPT, Jennifer & CPT, Darlene & Rosenzweig, Jennifer & Van Tiem, Darlene. (2007). An appreciative view of human performance technology. Performance
Improvement. 46. 36 - 43. 10.1002/pfi.132.
Appreciative Inquiry
8 Assumptions for Basis of Appreciative Inquiry
Assumption 1: Finding What Works. Even the most troubled organizations have people, processes,
or practices that work. Identifying and uncovering these assets offers insight and a foundation for
progress.

Assumption 2: Choosing the Right Focus. What we focus on grows. Appreciative inquiry therefore
suggests that framing our research and analysis on an affirmative view of the situation we face is
critical.

Assumption 3: Creating Reality. Reality is a function of the world we live in as well as the insights
and experiences we bring to the world. Reality is unique for each of us, and many realities can
coexist.

Assumption 4: Asking the Right Questions. If we believe that what we focus on grows, then the
questions we ask become the starting point for our future.As David Cooperrider says, “The seeds
of change are implicit in the first questions asked” (Cooperrider,Whitney, & Stavros, p. 32).
CPT, Jennifer & CPT, Darlene & Rosenzweig, Jennifer & Van Tiem, Darlene. (2007). An appreciative view of human performance technology. Performance
Improvement. 46. 36 - 43. 10.1002/pfi.132.
8 Assumptions for Basis of Appreciative Inquiry
Assumption 5: Carrying the Past Forward. The journey of change becomes less threatening when we
bring with
us the comfort of ideas and practices we know and trust.

Assumption 6: Carrying the Best of the Past. Following the affirmative thread, if we’re going to retain
parts of the past as we journey into the future, it makes sense to keep those that represent our greatest
strengths.

Assumption 7: Valuing Differences. Our differences, represented by our unique realities, offer
innovation and many possibilities for building the future we most desire.

Assumption 8: Using Positive Language. Language drives our thought and action. It is therefore
important to consider the words we choose, particularly the framing of the questions we ask (p. 20–21).

CPT, Jennifer & CPT, Darlene & Rosenzweig, Jennifer & Van Tiem, Darlene. (2007). An appreciative view of human performance technology. Performance
Improvement. 46. 36 - 43. 10.1002/pfi.132.
https://www.theendlessais
le.com/5-learnings-from-
mumbrellas-retail-
marketing-summit-2016/
ACTIVITY – MINDSPACE & WORKING WITH COVID-19
• Can we apply MINDSPACE to how organizations must operate in
the current pandemic?
• Think about the context of COVID-19, and consider:
• The risks
• Ministry of Health and Wellness Guidelines
• Sanitization protocols
• Length of pandemic
• Changing our behaviour to keep safe
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Messenger - we are heavily influenced by who communicates
information

Consider:
• Who is the person we will choose to communicate information?
• Are they credible? Trustworthy?
• The messenger needs to be able to influence the behaviour we want?
• E.g. Prime Minister, Minister of Health, CEO…
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Incentives - our responses to incentives are shaped by predictable mental
shortcuts such as strongly avoiding losses
Incentive = Avoiding losses, i.e. avoiding disease

Consider:
• If you come to work and you don’t wear your mask as required you are
likely to get ill if your co-worker has it
• Incentive to wear the mask is to avoid getting ill
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Norms - we are strongly influenced by what others do

Consider:
• People follow norms
• Create the norm that as soon as you walk into the office, your mask
but me on
• Create signage that the mask must be on
• Creating norms enforce behaviour
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Defaults - we “go with the flow” of pre-set options

Consider:
• Will your organisation put up sanitizing stations? Or will they allow
people to sanitize themselves on their own?
• Make option apart of everyday habit to make them defaults
• Default will now be to go into office, sanitize and get your
temperature taken (after the routine established)
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Salience - our attention is drawn to what is novel and seems relevant to
us

Consider:
• Before we did not notice the sanitizer
• Now we look for it automatically when we enter the office
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Priming - our acts are often influenced by sub-conscious cues

Consider:
• Putting up a set of posters
• Makes the memory more accessible
• Influenced to wear mask because you were reminded to do it by the poster
• Prime persons for the behaviour you are trying to encourage (it is likely to
translate into the behaviour at a later time)
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Affect - our emotional associations can powerfully shape our actions

Consider:
• Affect is related to our emotions, feelings, etc
• When we experience these emotions, we go towards what we like, or we
move away from what we don’t like
• If we don’t want people to congregate in the lunch room, create negative
affect about them being unsafe when they do so
• Encourage support for wearing the mask – make people feel good about
wearing their mask
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Commitments - we seek to be consistent with our public promises, and
reciprocate acts

Consider
• Did the organisation commit to putting Covid-19 protocols in place /
in writing?
• Leadership must commit to health protocols and show this
commitment by constantly reinforcing the protocols
• If people feel like leaders are committed, the workers are more likely
to commit
Helping Organisations Adapt to the “New
Normal” – MINDSPACE Application
Ego - we act in ways that make us feel better about ourselves

Consider:
• Facilitate a positive environment where people do not feel threatened
• You do not get the best of employees if their ego is threatened
Take-Away Points: Using MINDSPACE

• Understand the peoples • Research from UK emerged out

behaviour are influenced by of Applied Behavioural Sciences
these things (incentives, • Taking what we know from the
messages, norms, etc) theory and applying it in a way
• Use this to think about what that is practical and helpful
behaviour you are trying to
influence
• Apply it to that particular
intervention
Take-Away Points: General

• Ground your practice in the Applied Behavioural Sciences

• Ground whatever you are doing as a practitioner in the Scientific
Method using the body of literate that exits (not perfect, but most
validated knowledge we have)
• This will make you a trusted practitioner because you will know what
your intervention is based on
GROUPS AND COURSE OUTLINE
• Group listing
• Changes to course outline
PREPARATION FOR NEXT WEEK
Coming up in Module 1:
• HRD

Discussion question for class next week:

• What is HRD and how does understanding how to apply behavioural
science theories and evidence can help you to be a better HRD
professional?
Relevant Video
Episode 122: Explore how insights from behavioural science can be
applied in your organisation to help improve communication, learning
and leadership
https://www.cipd.co.uk/podcasts/behavioural-science