A nudge, as we will use the term, is any aspect of the choice architecture that alters people's behavior in a predictable way without forbidding any options or significantly changing their economic incentives. To count as a mere nudge, the intervention must be easy and cheap to avoid. Nudges are not mandates. Putting fruit at eye level counts as a nudge. Banning junk food does not.

A nudge should be ethically designed to the benefit of individuals, clients, and firms, resulting in more desirable choices. You should not have to pay people to change their behaviors.

Issues students have tackled in a previous semester include:

X would like to encourage all employees to participate in our retirement savings program (Group RRSP and/or Group TFSA). As a small business, there is no current employer match, but we are budgeting to include a small matching program in the future. Other than the founder, the employees are relatively young (from mid 20’s to mid 30’s). What nudge(s) could be designed to encourage all employees to participate in the program?

If you have a similar opportunity you are currently facing, have the students from the Asper School of Business develop innovative solutions to your problems, considering short-term and long-term goals, resources, risks, and opportunities.

Students will act as a consulting group and provide recommendations to your organization. In this project, students typically address the following questions, as well as any other issues worthy of consideration:

Description of the Nudge: Explain your nudge(s)

• What is/are the issue(s) or obstacle(s) you are trying to overcome with your nudge(s)?
• What is the desired behavior?
• What is the nudge and how will it activate the desired behavior?
• When does the nudge take place? (e.g., at which step? where? through which medium?)

Theoretical Background: Explain the theory behind your nudge.

• Why will your nudge be effective? Is there peer-reviewed evidence to suggest this?
• What accepted ideas, concepts, research studies, and additional evidence lead you to believe your nudge will work?
• How does your nudge leverage and apply behavioral concepts?

Implementation: Explain step-by-step how your organization should roll out the nudge.

• How will your organization implement the nudge?
• What obstacles and costs may your organization face in rolling out the nudge?
• Are there potential barriers to adoption? Backlash?
• Are there ethical considerations for this nudge?
• Do the potential benefits outweigh the costs?
• Is there a way for your organization to determine whether the nudge was effective? If so, how?
• Are there variations to the nudge that can be implemented in addition to, or instead of the proposed nudge? In what circumstances would these variations be used?
• Anything else?