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Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page1
CITIZEN-DRIVENBYDESIGN:
APRIMERON“NUDGE:”BEHAVIORALECONOMICS,DESIGNTHINKING,ANDDATA&ANALYTICS
Introduction–TheChallengeandOpportunityofCitizen-DrivenDesign
“Organizationsareperfectlydesignedtogettheresultstheyget,”notedBobMcDonald,thepastchief
executiveofficerofProctor&GambleandsecretaryoftheUnitedStatesDepartmentofVeterans
Affairs.“Ifyoudon’tliketheresultsyouaregetting,thenyouneedtochangethedesignofthe
organization.”1
SecretaryMcDonaldwasalludingtoanimportantlesson:Everyorganization–whetherprivate,non-
profit,orpublic–producesoutcomesthataredependentonhowitsservices(andunderlyingstructures,
systems,andprocesses)aredesigned.Yetformanyorganizations,trulyunderstandingwhatwilldelight
customersandgeneratevaluedoutcomes,anddesigningproducts,services,orprogramsaroundthat
customer-centricview,continuestobeachallenge.
Asolutionforthischallengeistheuseof“nudge”2strategies.Nudgestrategiesleveragebehavioral
economics,designthinking,anddataandanalyticsinordertonotonlyimproveprogramsandservices
forcitizens,butalsogeneratebetteroutcomesandpublicvalue.
Savvyleadersarealreadyputtingnudgestrategiestowork.InitiativessuchastheU.K.Behavioral
InsightsTeam,theU.S.SocialandBehavioralSciencesTeam,theQatariNudgeUnit,andanarrayof
state,local,andregionaleffortsaroundtheglobeareusingsimpleandcost-effectivetoolstoreduce
costsandimproveresultsacrossanarrayofservices.Yetevenwiththisprogressbyearlyadopters,
manypublicsectororganizationsneedawaytodeterminewhichstrategyorstrategieswillbemost
effectivetoaccomplishtheirgoalsandprovidethebusinessvaluetheyarelookingfor,intermsof
highercitizensatisfaction,betterqualitypublicserviceandimprovedoutcomes.
1https://hbr.org/2016/12/a-transformation-is-underway-at-u-s-veterans-affairs-we-got-an-inside-look2“Nudges”aremethodsofaugmentingthedesignoftheenvironmentinwhichpeoplemakedecisionsinordertoimproveindividualandsocietaloutcomes.Nudgestrategiesshiftbehaviorsthatmaintainfreedomofchoice,buthavethepotentialtomakepeoplehealthier,wealthierandhappier.Foradditionalinformationpleasevisit:https://dash.harvard.edu/handle/1/16205305
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page2
Whilebehavioraleconomics,designthinking,anddataandanalyticsarepowerfultoolsintheirown
right,theirconvergenceenablesanewleveloftransformationingovernment.Thisfusionenables
leaderstocreatea“nudgedesignfeedbackloop”byprobingthefollowingquestions:
1. OutcomeGoal:Whatisourpublicservicegoalandobjective?Whattypesofoutcomesare
needed?Whatisthevariancebetweentheoptimaloutcomesandcurrentoutcomes?
2. BehavioralEconomics:Whataretheinfluencingfactorsonhowdecisionsandchoicesaremade
–bothbyindividualsandcollectivelybyorganizations?
3. ChoiceArchitecture:Howcanadecision-makingenvironmentbeimprovedtoproducebetter
outcomes?Whatchoicearchitectureornudgescanbeapplied?
4. DesignThinking:Howcanthedesignoffront-officeandback-officeservices,structures,
systems,andprocessesbeimprovedtoenablebetterservicedelivery?
5. OutcomeMeasures:Whatdata,analytics,andmeasurescanbeputinplacetoservicedesign
andtheeffectofnudges?Howdothosemetricsinformpolicyandoutcomegoals?
Graphically,thissequencingcanberepresentedas:
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page3
Definingthe“Tools”ofNudge–BehavioralEconomics,ChoiceArchitecture,Data&Analytics,andDesignThinking
Aswestarttobuildanactionableframework,definingthetoolsofbehavioraleconomics,choice
architecture,anddesignthinkingisourfirststep.Wecandefinethemgenerallyasfollows:
BehavioralEconomicsappliestheconsiderationof“non-rational”influencessuchaspsychological,
social,andemotionalfactors,ontheeconomicdecisionsofpeopleandorganizations.Traditional
economicspositsthatpeopleandorganizationswillalwaysmakedecisionsthatmaximizebeneficial
outcomes,butrealityshowsthatdecisionsareoftenheavilyinfluencedbysocialnorms,framingof
choices,“ease”ofdecision-making,andsimplifying(reducingcomplexityandincreasingaccess)
information.Theimplicationisthatifpolicymakersandgovernmentexecutivescanleverageprinciples
frombehavioraleconomicsintothedesignanddeliveryofgovernmentprograms,constituentswillbe
abletointeractwithgovernmentbetterimprovetheirdecisionmaking,andsocietywillachievesocially
optimaloutcomes.
ChoiceArchitectureistheapplicationofbehavioraleconomicstothedesignofadecision-making
environment.Adecision-makingenvironmentisanyproduct,service,orplacewhereacustomeris
interactingtomakeachoice(whetherconsciouslyorsubconsciously)anddeterminingtheirnextaction.
ThalerandSunsteincallthedesignoftheenvironment“choicearchitecture.”3Colloquially,wereferto
choice-architecturetacticsas“nudges”–“methodsofaugmentingthedesignoftheenvironmentin
whichpeoplemakedecisionsinordertoimproveindividualandsocietaloutcomes”.Nudges,perThaler
andSunstein,“shiftbehaviorsthatmaintainfreedomofchoice,buthavethepotentialtomakepeople
healthier,wealthierandhappier.”
Therearethreebroadstrategiesforemployingchoicearchitectureintheformofnudges:Increasing
Information,ImprovingEfficiency,andLeveragingSocialNorms4:
3ThalerRHandSunsteinCR.2008.Nudge:ImprovingDecisionsaboutHealth,Wealth,andHappiness.NewHaven,CT:YaleUniv.Press4SeeNudging:AVeryShortGuideinsupplementalreadingssection.
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page4
Data&Analyticsarecriticalbuildingblocksindesigningandimplementingnudges.Generally,dataand
analyticsistheuseoftechnologicalplatforms,socialnetworks,environmentalsensors,inexpensivedata
storage,anddataanalysismethods(bothpeopleandsoftwareandwhat’sreferredtoas“bigdata”)that
allowbettermeasurementacrosstheentireenterpriseofinputs,outputs,outcomes,andimpact.Using
analytics,publicsectorleaderscanquicklyassesstheperformanceofasystemfromawiderperspective
(e.g.acrossdepartments,agenciesorjurisdictions),andevendrilldowntoprogramsandoperating
IncreasingInformation
Disclosure:Makingcitizensawareoftheeconomicorenvironmentalcosts
associatedwithanaction,suchaswithenergyuseor
thefullcostofaloan
Warnings:Graphicpicturesorlargefontswithbrightcolorstowarnofnegativeimpact,e.g.warningsoncigarettepackaging
Reminders:Provideremindersbyemailortextmessageforoverduebillsandotherobligations
ImprovingEfficiency
DefaultRules:Setthedefaultofprogramsto
achievetheresultyouwant:opt-in,automatic
enrollment,ordouble-sidedprinting
Simplification:Complexitycausesconfusion;designprogramssotheyareintuitiveandeasyto
navigate
IncreaseEaseandConvenience:Reducebarriersandmakethe
intendedoutcomeeasytoachieve:putthehealthy
foodfirst,highlightthelow-costoption
LeveragingSocialNorms
UseSocialNorms:Emphasize what people
normallydo,e.g.mostpeoplepaytheirtaxesontime,most
peopledon'tcheatonunemployment.Make
exampleslocalandspecific
Pre-CommitmentStrategies:Havepeoplecommittoacertainaction,suchassmokingcessationor
reportingtruthfulinformation.Thisworksbest
withaspecificitemandaction
ElicitingImplementationIntentions:Askifcitizensplantodoacerainaction,suchas"Doyouplanto
vaccinateyourchild?"or"Doyouplantovote?"
Emphasizingaspecificidentityhelps
InformingPeopleoftheConsequencesofPast
Actions:Informonthecostofmedicalbills,ornote
energyuseonelectricalbills
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page5
units.Thisanalysiscanthendriveinnovationinthedesignanddeliveryofservices.Forexample,ifa
governmentislookingtoreduceenergyconsumptionacrossagencies,leveragingsocialnormstoshow
whichagenciesarebetteratenergyusagecancreatehealthycompetitionbetweenunitstoreduce
overallenergyuse.Butthisrequiresknowingbaselinesandtrendsfor“ideal”energyusage.Another
examplewouldbeahumanservicesagencylookingtoincreasecomplianceoftimelychildsupport
payments.Theagencyinthiscasecouldanalyzedatatofindacertainpercentageofpeoplemostlikely
tobelateonpayments,andthenimprovenudge-typecommunicationtothatgroup.
Data&Analyticsalsounderpinsevidence-basedapproachestonotonlyunderstandingoutcomes,but
alsoidentifyingnudge-typeinterventionsthatmayimproveoutcomes.Evidence-basedapproachesuse
rigorousanalysisofprograminvestment,outputs,andimpactrelativetooutcomesinordertoquantify
return-on-investmentandotherfinancialmetrics.One“engine”ofevidence-basedgovernmentisthe
randomized-controltrial,whichcomparesmetricsofoneprogram(viadataonitsoutcomesandimpact)
toacontrolgrouporprogram.Animportantcomponentofthescientificprocess,theuseof
randomized-controltrialsisrapidlygainingacceptanceinsocialprogramsandinitiativesthatproducea
lotofdata.Thisformofanalysisprovidesanunequaledmeasureor“evidence”ofaprogram’sresults.
However,asaresultoftheextendedtimeandtremendousexpenseinvolvedinconductingrobust
randomized-controltrials,aswellasethicalissuesassociatedwiththeminpublicpolicy,organizations
areincreasinglyturningto“rapid-cycleevaluation”toquicklyassesswhichnudgesproducethebest
responsesandoutcomes.Forexample,theU.S.DepartmentofAgriculture’sFoodandNutritionService
testedasimple,low-costinterventionusinginsightsfrombehavioraleconomicsandchoicearchitecture.
Itfoundthatfruitplacedinacolorfulbowlinaconvenientpartoftheschoollunchlineledtoa102
percentincreaseinfruitsales.5Basedonthesefindings,policymakerscandirectfundstotheNational
SchoolLunchProgramtoscaleupthistypeofchoice-architectureinterventioninschoollunchrooms
acrossthecountry.Thisisjustoneexamplewhereapplyinganunderstandingofhumanbehavior
enablesthegovernmenttoevaluatethecost-effectivenessofaprogram’simpactbeforecommitting
resourcestowardssomethingthatmaynotprovesuccessful.
DesignThinkingputsthebroadercustomer(constituent/citizen)experienceatthecenterofthe
developmentanddeliveryofprogramsandservices.AccordingtoIDEO,aleadingglobaldesignfirmthat
worksinallsectors,“designthinkingisahuman-centeredapproachtoinnovationthatdrawsfromthe
designer'stoolkittointegratetheneedsofpeople,thepossibilitiesoftechnology,andtherequirements
5https://www.fjordnet.com/workdetail/putting-design-at-the-heart-of-social-service-delivery/
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page6
forbusinesssuccess.”6Newmethodsofdesignthinkingareimportanttogovernmentbecausethe
digitalcapabilitiesenableleaderstotakeafreshlookathowstructures,systems,andprocessesareput
togetherinthe“backoffice,”aswellashowcitizen-facingservicesandprogramscanbeimproved.
Forexample,LutheranSocialServicesofIllinois(LSSI)realizedthatoutcomesoftheirservicescouldbe
improvediftheycouldbetterintegratetheirsocialservicesusedbytheirclientswithintheir"networkof
care,”trackaclient’sjourneyastheyaccessedprograms,andvisualizetheirclients'progressionthrough
treatment.Toaddressthischallenge,LSSIpartneredwithAccentureandFjordtoimplementadesign-
thinkingapproach,whichenabledthemtobetterunderstandtheinteractionpointbetweenclientsand
servicesandhowservicescouldbebetterdesignedandalignedwithoutcomes.7
Citizen-DrivenbyDesign–CreatingaFramework
OurcentralchargeforthePublicSectorfortheFutureSummitistocreateaframeworkforcitizen-
drivendesign.Akeyaspectofthisgoalistogainanunderstandingofhowpublicsectororganizations
caninstitutionalizenudgemethodsintogovernmentoperations.Stemmingfromresearchcallswiththe
Summit’sExecutiveLeadershipGroupandtheresultsoftheIdeationRetreat,belowareselectexamples
ofhowpublicsectororganizationshaveusedtoolsfrombehavioraleconomics,choicearchitecture,
nudges,anddesignthinkingtoachievedesiredoutcomes,organizedinthefollowingway:
PublicValueChallenge
DesiredOutcomes:Whatproblemarewetryingtosolve?Whatnewoutcomesdowehopetoachieve?Whatnudgeinterventionsareweapplying?
Citizen-Facingor
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Whatnudgeprinciplesdoesthisapproachdrawon?
Whatprocesses,programs,orstructuresmustberedesigned?
Whatdataandanalyticsarenecessarytoimplementthesenudges?
Whatworkforceissuesneedtobeaddressed?
6https://www.ideo.com/us/7https://www.fjordnet.com/workdetail/putting-design-at-the-heart-of-social-service-delivery/
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page7
PublicValueChallenge
ImprovingPurchasingDecisionsinGeorgia:Together,theGeorgiaDepartmentofAdministrativeServicesandAmazondesignedanapproachtonudgepeopletopurchaseitemsoffofstatewidecontracts.Whenemployeesselectanitemthatisavailableonastatewidecontract,awarningsignpopsupthroughAmazonalertingthemthattheitemmightbeonastatewidecontractandthattheyshouldfollowstateprocurementpolicy.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Warnings§ Reminders
Implementingthisnudgerequiredredesigningthewebportalforemployeepurchases
GDASistrackingpurchasingofstatewidecontractstomeasureimpactandusingdataonpurchasestorefinetheirapproach
Ideally,thisnudgewillminimizetheinterventionsneededbyGDASprocurementstaff,freeingupcapacitytofocusonotherareas
PublicValueChallenge
ManagingCashFlowandStudentEnrollmentsatUSC:TheUniversityofSouthCarolinachangedtheircentralpaymentdatetooccurbeforestudentswerephysicallyoncampus.ThisnudgehasimprovedcashflowandhashelpedtheDivisionofAdministrationandFinancedevelopamorerealisticsenseofwhichstudentswillactuallyshowuponcampus.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Pre-commitments
Implementingthisnudgerequiredredesigningthestudentpaymenttimelines
USCusesdataandanalyticstounderstandpaymentandenrollmenttrendsandmeasureimpact
Changingthepaymenttimelinesforstudentsimpactedthetimelinesforfinancestaffaswell
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page8
PublicValueChallenge
IncreasingUptakeofTaxAmnestyProgramsinPennsylvania:Pennsylvania’sDepartmentofRevenuereviewspartially-completedamnestyapplicationsandsendstargetedreminderstopeopleatoraboveacertaindollaramountwithanofferofassistancetohelpthosepeoplecompletetheamnestyprogram.Theyfoundthatreviewingwherepeoplewereintheprocess,andthenemailingorcallingthemwithareminder–“Iseethatyouhaven’tyetcompletedyourapplication.Canwehelp?”–madeabigdifference.
Citizen-Centric
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Reminders Implementingthisnudgerequiredredesigningtheoutreachapproachtocitizenseligiblefortaxamnesty
PArequiresdataandanalyticstoidentifypeoplewhohaveonlypartiallycompletedtheformsandtosettargetdollaramounts
Staffhavetotakeonanewroleofsendingtargetedremindersandproactivelyofferingassistanceaspeoplecompletethetaxamnestyprocess
PublicValueChallenge
ImprovingPrenatalCareandReducingCostsinIndiana:Recognizingthatprovidingpregnantwomenwithprenatalcarereducesthelikelihoodofthebabygoingintoaspecialtynatalunit,theStateofIndianaissendingtaxistotakepregnantwomentotheirappointments,ratherthanexpectingthemtotakemultiplebusesorpayforataxioutofpocket.Keepingonebabyoutofaneonatalunitsavestensofthousandsofdollars.
Citizen-Centric
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ IncreasingEaseandConvenience
Implementingthisnudgerequiredredesigningoutreachandassistancetopregnantwomen
INuseddataandanalyticsoninfantmortalityandneonatalunitcoststodevelopabusinesscaseandwillbetrackingtheusageandimpactofthenewapproach
Staffhavetotakeonanewrolecoordinatinglogisticswithtaxicompanies
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page9
PublicValueChallenge
ImprovingDataSharinginIllinois:Toimprovedatasharingacrossagenciesandorganizations,theIllinoisDepartmentofInnovationandTechnologyhaschangedthedefaultondatasharingtoassumethatallagencieswillsharedataunlesstheyexplicitlydemonstratewhydatashouldnotbeshared.Torolloutthischange,thedepartmentfirstengagedseveralagenciesandthenreliedonsocialnormstogetotherdepartmentsonboard.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Default§ UsingSocial
Norms§ Simplification
Implementingthisnudgerequiredredesigningthestate’sapproachtodatasharing
Nonewdataandanalyticswereneededtodrivechange,howeverthiswilldramaticallychangeIL’sabilitytocapitalizeondataandanalytics
Agencieshadtoshifttheirculturesandmindsetstobecomecomfortablewithnewlevelsofsharingandtransparency
PublicValueChallenge
ReducingCarbonEmissionsinCalifornia:Toreducecarbonemissionsandcreateamarketforelectricvehicles,CaliforniaestablishedaZEV-firstpolicy,whichmakesthedefaultpurchaseforfleetvehiclesZEVorLEVforallsedans.TheDepartmentofGeneralservicesisalsofinancingthevehiclestoencourageagencyuseandsolicitingpre-commitmentsfromagenciestomanagerefuelingandchargingstations.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Default§ Pre-
CommitmentStrategies
Implementingthisnudgerequireddesigningaplanforchargingandrefuelingstationsandredesigningprocessesassociatedwithvehiclepurchases
Dataonvehiclelifecyclecostsandmaintenancewerenecessarytoimplementthisnudge
Staffhadtogainnewknowledgeonelectronicvehicles
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page10
PublicValueChallenge
BoostingVoluntaryTaxComplianceinIdaho:Toimprovevoluntarytaxcompliance,Idahomodernizedtheirtaxcodeandsimplifiedtheirtaxforms.
Citizen-Centricand
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Simplification§ Pre-
CommitmentStrategies
Implementingthisnudgerequiredredesigningtaxforms
IDismeasuringcompliancerates,hopingtoachieve100%compliance
Toimplementthisnudgestaffhadtoeducatelegislators
PublicValueChallenge
LoweringHealthcareCostsinColorado:Toreducehealthcarecostsforthestate,Coloradohastakenseveralstepstomoveemployeestohigh-deductibleplans,includingsimplifyingtheprocessofchangingplans,providinginformationontheeconomicconsequencesoftheircurrenthealthinsurance,andremindingthemofthepastcostsoftheirconventionalplan.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Simplification§ Disclosure§ Informing
PeopleoftheConsequencesofPastActions
Implementingthisnudgerequiredredesigningthewayinformationissharedaboutemployeehealthcareoptions
Totracksuccess,COismeasuringtheadoptionofhighdeductibleplans
Toimplementthisnudge,staffhadtoeducateworkersontheconsequencesassociatedwithdifferenthealthcareplans
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page11
PublicValueChallenge
ReducingtheCarbonFootprintinCalifornia:Toreduceandimprovethestate’scarbonfootprint,allnewbuildingsmustbezero-net-energybuildings,unlessanagencyordepartmentcanjustifytheneedforadditionalenergy.
Optim
izedEnterprise
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Default Implementingthisnudgerequiredredesigningtheprocessfordesigningnewbuildings
Toimplementthisnudge,CAiscollectingandanalyzingdataonEnergyUsageIndexbybuilding,baselinecalculations,theaverageplugloadperperson,andsoforth
Toimplementthisnudgethestateneededtotrainandhireemployeeswithexpertiseondesigningandconstructingzero-net-energybuildings
PublicValueChallenge
ImprovingChildSupportCollectionsinPennsylvania:Toachievethehighestcurrentcollectionsandlowestarrearspercentagesinthenation,Pennsylvaniadevelopedanautomatedtextmessagingsystemthatsendsremindersforupcomingappointments,missedpayments,andothereventsrelatedtochildsupportenforcement.Usingtexts,DHSdoubledthesuccessrateofitspreviousphonemessagingandincreasedmonthlychildsupportcollectionsbymorethan$1millionpermonth.ThetextsprovidemoreprivacythanphonemessagesandimprovetheDepartment’scustomerservice.
Citizen-Centric
NudgePrinciple(s)
DesignThinking
Data&Analytics HumanCapital
§ Reminders Implementingthisnudgerequireddesigninganewoutreachsystem
Toimplementthisnudge,PAiscollectingandanalyzingdataonchildsupportpaymentsandothereventsrelatedtochildsupportenforcement
Theroleofstaffinvolvedincollectingchildsupportpaymentschanged,astheyarenolongerresponsibleformanyofthereminders
Primeron“Nudge:”BehavioralEconomics,DesignThinking,andDataandAnalytics Page12
SupplementalReadings
Foradditionalinsightsontheseconcepts,wewouldsuggestthefollowingmaterials:
• CassR.Sunstein,Nudging:AVeryShortGuide,37J.ConsumerPol'y583(2014).Availablefor
freedownloadat:https://dash.harvard.edu/handle/1/16205305
• CassR.Sunstein,Presentationatthe2013HumanServicesSummitatHarvardUniversity.
Videosavailableatthebottomofthepage:https://lnwprogram.org/content/report-2013-
human-services-summit
• CassR.Sunstein,Simpler:TheFutureofGovernment(2013).AvailableonAmazonat:
https://www.amazon.com/Simpler-Government-Cass-R-Sunstein-ebook/dp/B00ADMQZRC
• RichardH.ThalerandCassR.Sunstein,Nudge:ImprovingDecisionsAboutHealth,Wealthand
Happiness(2008).AvailableonAmazonat:https://www.amazon.com/Nudge-Improving-
Decisions-Health-Happiness/dp/014311526X
• JohnP.Holdren,ImplementationGuidanceforExecutiveOrder13707:UsingBehavioral
InsightstoBetterServetheAmericanPeople.MemorandumtotheHeadsofExecutive
DepartmentsandAgencies(2016).Availableforfreedownloadat:
https://www.whitehouse.gov/sites/whitehouse.gov/files/images/EO%2013707%20Implementat
ion%20Guidance.pdf
• WilliamJ.CongdonandMayaShankar,TheWhiteHouseSocialandBehavioralSciencesTeam:
LessonsLearnedfromYearOne.Availableforfreedownloadat:
https://behavioralpolicy.org/wp-content/uploads/2016/1-2/BSP_vol1no2_Shankar_final.pdf
• AntonioM.Oftelie,ChangingtheGame:ANewPlaybookforGovernmentFinancial
Management(2015).Availablefordownloadat:
https://lnwprogram.org/sites/default/files/A_New_Playbook.pdf