An edited version of the conversation appears here. They also considered how technology and other changes in business and society have altered the practice of nudging and the amount of “sludge” in decision making. In a recent conversation with McKinsey’s Julia Sperling-Magro and Roberta Fusaro, the authors reminded us what nudge and choice architecture are. Indeed, nudging has become so widespread that Sunstein and Thaler decided to update their thinking and to capture it in the newly released Nudge: The Final Edition (Penguin Books, August 2021). Consumer-goods companies have used them to steer customers toward climate-friendly products and services. Health organizations, for example, have used nudges to educate citizens about COVID-19 testing and vaccination. Nudges are interventions, big and small, aimed at getting people to act in their own best interest. Since Harvard professor Cass Sunstein and University of Chicago professor Richard Thaler introduced the concept of nudging to the world, in 2008, about 400 “nudge units”- or behavioral-insights teams-have been established in public- and private-sector organizations around the world.
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