Our journey begins with a simple truth, one that is deeply rooted in human experience and validated by the science of cognitive neuroscience: emotion drives decision-making. Bechara et al. (1997) demonstrated that our choices are often influenced by the emotional responses associated with different options. This realisation presents a powerful tool for decision makers within organisations – the ability to utilise emotional responses to influence behaviour, or in other words, the use of behavioural nudges.
It’s an exciting concept, but the practical application may not be immediately clear. Let’s take a moment to consider how this might work in practice. Picture a workplace initiative aimed at promoting healthier eating. Traditional approaches might involve providing information about the benefits of a balanced diet, or offering discounted healthy food options. However, if we understand that people’s decisions are influenced by their emotional responses, we can see that these strategies might not be as effective as we’d like. A cognitive neuroscience perspective suggests that a more successful approach could involve designing nudges that evoke certain emotions.
Imagine if, instead of simply offering discounts on healthy food, an organisation could create an emotional connection between their employees and the idea of healthy eating. This could be achieved through storytelling, for instance, sharing personal success stories of individuals who have improved their health through diet changes. Or it could involve creating a supportive community around healthy eating, evoking feelings of belonging and shared purpose. The key here is understanding that it’s not just the rational, facts-and-figures part of our brain that’s involved in decision-making. Our emotions play a huge role too, and by tapping into this, we can design nudges that are potentially more effective.
This concept extends well beyond promoting healthier eating. It can be applied in a multitude of organisational contexts, from improving employee engagement to driving innovation. The key is understanding the emotional responses associated with different options and how these can be leveraged to influence behaviour.
As we delve deeper into this topic, we begin to see the immense potential of this approach. The idea of designing nudges that evoke certain emotions has far-reaching implications for how we can influence behaviour within organisations. But it also raises important ethical considerations. The power to influence people’s emotions is a potent one, and it must be used responsibly.
In the final analysis, the cognitive neuroscience perspective on nudges provides a powerful tool for decision makers within organisations. It offers a new way to understand and influence behaviour, one that recognises the central role of emotion in decision-making. But like any tool, its effectiveness depends on how it’s used. It’s up to us to use this understanding responsibly, to create organisational environments that support wellbeing, engagement, and positive change.
References:
Bechara, A., Damasio, H., Tranel, D., & Damasio, A.R. (1997). Deciding advantageously before knowing the advantageous strategy. Science, 275(5304), 1293-1295.
