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| Nudge: Improving Decisions About Health, Wealth, and Happiness |  | Authors: Richard H. Thaler, Cass R. Sunstein
Publisher: Penguin (Non-Classics)
Category: Book
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Rating:  134 reviews
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Media: Paperback
Edition: Updated
Pages: 320
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Dimensions (in): 8.2 x 5.5 x 0.8
ISBN: 014311526X
Dewey Decimal Number: 330.019
EAN: 9780143115267
ASIN: 014311526X
Publication Date: February 24, 2009
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Amazon.com Review
Questions for Richard Thaler and Cass Sunstein   Amazon.com: What do you mean by "nudge" and why do people sometimes need to be nudged? Thaler and Sunstein: By a nudge we mean anything that influences our choices. A school cafeteria might try to nudge kids toward good diets by putting the healthiest foods at front. We think that it's time for institutions, including government, to become much more user-friendly by enlisting the science of choice to make life easier for people and by gentling nudging them in directions that will make their lives better.
Amazon.com: What are some of the situations where nudges can make a difference? Thaler and Sunstein: Well, to name just a few: better investments for everyone, more savings for retirement, less obesity, more charitable giving, a cleaner planet, and an improved educational system. We could easily make people both wealthier and healthier by devising friendlier choice environments, or architectures.
Amazon.com: Can you describe a nudge that is now being used successfully? Thaler and Sunstein: One example is the Save More Tomorrow program. Firms offer employees who are not saving very much the option of joining a program in which their saving rates are automatically increased whenever the employee gets a raise. This plan has more than tripled saving rates in some firms, and is now offered by thousands of employers.
Amazon.com: What is "choice architecture" and how does it affect the average person's daily life? Thaler and Sunstein: Choice architecture is the context in which you make your choice. Suppose you go into a cafeteria. What do you see first, the salad bar or the burger and fries stand? Where's the chocolate cake? Where's the fruit? These features influence what you will choose to eat, so the person who decides how to display the food is the choice architect of the cafeteria. All of our choices are similarly influenced by choice architects. The architecture includes rules deciding what happens if you do nothing; what's said and what isn't said; what you see and what you don't. Doctors, employers, credit card companies, banks, and even parents are choice architects.
We show that by carefully designing the choice architecture, we can make dramatic improvements in the decisions people make, without forcing anyone to do anything. For example, we can help people save more and invest better in their retirement plans, make better choices when picking a mortgage, save on their utility bills, and improve the environment simultaneously. Good choice architecture can even improve the process of getting a divorce--or (a happier thought) getting married in the first place!
Amazon.com: You are very adamant about allowing people to have choice, even though they may make bad ones. But if we know what's best for people, why just nudge? Why not push and shove? Thaler and Sunstein: Those who are in position to shape our decisions can overreach or make mistakes, and freedom of choice is a safeguard to that. One of our goals in writing this book is to show that it is possible to help people make better choices and retain or even expand freedom. If people have their own ideas about what to eat and drink, and how to invest their money, they should be allowed to do so.
Amazon.com: You point out that most people spend more time picking out a new TV or audio device than they do choosing their health plan or retirement investment strategy? Why do most people go into what you describe as "auto-pilot mode" even when it comes to making important long-term decisions? Thaler and Sunstein: There are three factors at work. First, people procrastinate, especially when a decision is hard. And having too many choices can create an information overload. Research shows that in many situations people will just delay making a choice altogether if they can (say by not joining their 401(k) plan), or will just take the easy way out by selecting the default option, or the one that is being suggested by a pushy salesman.
Second, our world has gotten a lot more complicated. Thirty years ago most mortgages were of the 30-year fixed-rate variety making them easy to compare. Now mortgages come in dozens of varieties, and even finance professors can have trouble figuring out which one is best. Since the cost of figuring out which one is best is so hard, an unscrupulous mortgage broker can easily push unsophisticated borrowers into taking a bad deal.
Third, although one might think that high stakes would make people pay more attention, instead it can just make people tense. In such situations some people react by curling into a ball and thinking, well, err, I'll do something else instead, like stare at the television or think about baseball. So, much of our lives is lived on auto-pilot, just because weighing complicated decisions is not so easy, and sometimes not so fun. Nudges can help ensure that even when we're on auto-pilot, or unwilling to make a hard choice, the deck is stacked in our favor.
Amazon.com: Are we humans just poorly adapted for making sound judgments in an increasingly fast-paced and complex world? What can we do to position ourselves better? Thaler and Sunstein: The human brain is amazing, but it evolved for specific purposes, such as avoiding predators and finding food. Those purposes do not include choosing good credit card plans, reducing harmful pollution, avoiding fatty foods, and planning for a decade or so from now. Fortunately, a few nudges can help a lot. A few small hints: Sign up for automatic payment plans so you dont pay late fees. Stop using your credit cards until you can pay them off on time every month. Make sure you're enrolled in a 401(k) plan. A final hint: Read Nudge.
Review "How often do you read a book that is both important and amusing, both practical and deep? This gem of a book presents the best idea that has come out of behavioral economics. It is a must-read for anyone who wants to see both our minds and our society working better. It will improve your decisions and it will make the world a better place."-Daniel Kahneman, Princeton University, Nobel Laureate in Economics (Daniel Kahneman ) "In this utterly brilliant book, Thaler and Sunstein teach us how to steer people toward better health, sounder investments, and cleaner environments without depriving them of their inalienable right to make a mess of things if they want to. The inventor of behavioral economics and one of the nation''s best legal minds have produced the manifesto for a revolution in practice and policy. Nudge won''t nudge you-it will knock you off your feet."-Daniel Gilbert, professor of psychology, Harvard University, Author of Stumbling on Happiness (Daniel Gilbert ) "This is an engaging, informative, and thoroughly delightful book. Thaler and Sunstein provide important lessons for structuring social policies so that people still have complete choice over their own actions, but are gently nudged to do what is in their own best interests. Well done."-Don Norman, Northwestern University, Author of The Design of Everyday Things and The Design of Future Things (Don Norman ) "This book is terrific. It will change the way you think, not only about the world around you and some of its bigger problems, but also about yourself."-Michael Lewis, author of The Blind Side: Evolution of a Game and Liar''s Poker (Michael Lewis ) "Two University of Chicago professors sketch a new approach to public policy that takes into account the odd realities of human behavior, like the deep and unthinking tendency to conform. Even in areas-like energy consumption-where conformity is irrelevant. Thaler has documented the ways people act illogically."-Barbara Kiviat, Time (Barbara Kiviat Time ) "Richard Thaler and Cass Sunstein''s Nudge is a wonderful book: more fun than any important book has a right to be-and yet it is truly both."-Roger Lowenstein, author of When Genius Failed (Roger Lowenstein ) "A manifesto for using the recent behavioral research to help people, as well as government agencies, companies and charities, make better decisions."-David Leonhardt, The New York Times Magazine (David Leonhardt The New York Times Magazine ) "I love this book. It is one of the few books I''ve read recently that fundamentally changes the way I think about the world. Just as surprising, it is fun to read, drawing on examples as far afield as urinals, 401(k) plans, organ donations, and marriage. Academics aren''t supposed to be able to write this well."-Steven Levitt, Alvin Baum Professor of Economics, University of Chicago Graduate School of Business and co-author of Freakonomics: A Rogue Economist Explores the Hidden Side of Everything (Steven Levitt )
Product Description
Nudge is about choices-how we make them and how we can make better ones. Authors Richard H. Thaler and Cass R. Sunstein offer a new perspective on preventing the countless mistakes we make- including ill-advised personal investments, consumption of unhealthy foods, neglect of our natural resources, and other bad decisions. Citing decades of cutting-edge behavioral science research, they demonstrate that sensible "choice architecture"can successfully nudge people towards the best decisions without restricting their freedom of choice. S straightforward, informative, and entertaining, this is a must-read for anyone with interest in our individual and collective well-being.
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Showing reviews 1-5 of 134
 The elephant in the room. March 23, 2008
D. Stuart (Auckland NZ)
274 out of 314 found this review helpful
Richard H. Thaler and Cass R. Sunstein are both professors at the University of Chicago and where the Chicago school was once famous for the Milton Friedman doctrine of free markets (look where they've got us today!) Thaler and now his Law professor friend Cass Sunstein have swung the pendulum the other way.
Here in Nudge, they argue that totally free markets can lead to disasters precisely because human individuals are not actually very good decision-makers. As Behavioural Economists (Kahneman & Tversky Judgment under Uncertainty: Heuristics and Biases- who credited Thaler as being a key inspiration - and Dan Ariely, whose Predictably Irrational: The Hidden Forces That Shape Our Decisions has become a best seller) argue, we are riddled with little psychological tics in our decision-making processes. We buy things, then suffer remorse. We get confused by choices and often make no choice at all.
But where Ariely keeps his discourse in the world of the day to day, Thaler and Sunstein develop an argument that is political - and is bound to cause heated debate. What they argue is that, in the face of our decision-making weaknesses, Governments and Businesses can help "nudge" us in the right direction. The elephant in the room can be benign.
They call their viewpoint `libertarian paternalism' and what they argue is that it would be a good thing for some gentle nudging of the citizenry in the right direction. As Thaler said recently in the New York Times: "In light of human limitations, Cass Sunstein and I argue for policies that we call libertarian paternalism. Although the phrase sounds like an oxymoron, we contend that it is often possible to design policies, in both the public and private sector, that make people better off -- as judged by themselves -- without coercion. We oppose bans; instead, we favor nudges."
How does a Government do this without imposing laws and edicts. A primary argument is that defaults can be set that counter the tendency by humans to procrastinate or make no decision. One example is the Save More Tomorrow Plan which Thaler developed back in 1996 as an employer sponsored retirement plan for employees. Instead of presenting the details and asking employees to consciously sign-up to increase their savings each time they got a pay rise, the plan presented the details and asked employees to basically check the box if they wished in future to automatically increase their savings as their pay went up. To pre-commit. Such schemes have proved very successful, yet they offer the same free choice, though with a different default.
As Thaler argues: "Since it is often impossible for private and public institutions to avoid picking some option as the default, why not pick one that is helpful?"
Another form of nudge might be the act of disclosure. Thaler & Sunstein argue, for example that credit card companies should issue annual statements that tell us how much we've spent this year on late fees and interest. Again: we have the complete freedom to use cards as we want, but the additional information may help us reframe our own spending strategies. Or how about stickers on new cars that show how much gasoline each vehicle would burn over the next 5 years under typical usage. Hold that Hummer.
These are examples of what the authors call helpful "choice architecture." Nice phrase. The architecture puts our options on more clear display.
I must say, I like the thinking here, and it gives credence to agent-based simulation modelling I've carried out whereby small changes can lead to big effects.
But this volume is about more than modelling and mere theory. One cannot help but think that the book has been timed to coincide with the meltdown of the present economy. The free market, the totally free market, the authors implicitly argue, needs quite a nudge itself. Rather than seeking highly regulated solutions, the better response might simply be a series of tweaks to the choice architecture that influences our spending, saving, health care and borrowing patterns.
The authors present a clear argument and no doubt it will cause heated and lively debate. This book has landed like a rock, right into the centre of the current and somewhat stagnant economic pond. It will definitely cause ripples. Well worth reading.
Important for medical decisions as well March 31, 2008
Alan Schwartz
87 out of 104 found this review helpful
"Buy on apples, sell on cheese" is an old proverb among wine merchants. Taking a bite of an apple before tasting wine makes it easier to detect flaws in the wine, and the buyer who does so will not as easily make the mistake of paying more than the wine is worth. Cheese, on the other hand, pairs well with wine and enhances its flavor, so a seller who offers cheese may command a higher price for the wine (and may even deserve it, if the wine is intended to be drunk with cheese).
The proverb captures important psychological nuances of choice. The same product - a bottle of wine or a risky medical procedure - may be perceived differently depending on its context, and it is often possible to arrange the context to influence a choice while still maintaining the decision maker's autonomy.
The practice of structuring choices is called "choice architecture" in a brilliant and important new book, Nudge, by University of Chicago Distinguished Professors Richard Thaler (Business) and Cass Sunstein (Law). Nudge lays out the groundwork for the science of choice architecture in investing, insurance, health care delivery, and other areas, and argues for a "libertarian paternalism" in which choices are structured to make it more likely that a decision maker will select what is considered the most beneficial option, without impairing the ability to decision makers to select other options. For example, making enrollment in 401(k) plans automatic for new employees, with a form for opting out, is likely to result in greater retirement savings than an opt-in system, without limiting anyone's freedom to choose.
Thaler and Sunstein apply the principles of choice architecture to a few problems in health care (How could Medicare part D be improved? How can organ donation rates be increased? Why shouldn't patients be allowed to waive their right to sue for medical negligence in return for cheaper health care?) But the concepts in the book go beyond their specific examples and could prove very useful to practicing clinicians, who, they note, are often in the position of being choice architects for their patients.
Their principles of choice architecture (paraphrased by me and focused on physicians helping patients make decisions) are:
* Make sure incentives are aligned with desired outcomes
* Help patients map outcomes of different alternatives into formats they can understand (a major focus of Medical Decision Making as well)
* Arrange default options to favor better health. Pediatricians have done a good job of making vaccination a default option.
* Provide timely and relevant feedback about choices and outcomes. A patient seeking to lose weight needs to experience feedback in the form of measurable progress soon enough that they are not discouraged.
* Expect error and develop systems to prevent, detect, and minimize it. For example, pill cases and inhalers with dosage counters are simple and valuable ways to reduce the frequent errors people make in remembering medication. Psychological research provides direction as to what kinds of errors are to be expected when people are making decisions.
* Structure complex choices to reduce the difficulty of making good decisions. In many ways, that's what medical decision making -- and Medical Decision Making -- is about.
I highly recommend Nudge. It's a great read, and has the potential to change the way you think about clinical practice and medical decisions.
Economics as though real humans mattered April 22, 2008
Stephen R. Laniel (Cambridge, MA USA)
38 out of 46 found this review helpful
Nudge's purpose is to use our understanding of Man As He Is to build better policies. Rather than assume a perfectly rational human who can parse long, complicated documents with his mighty, limitless brain, Man As He Is sometimes skims and can be deceived by cleverly worded contracts. Man As He Is is often aware of his own limitations: he'll flush his cigarettes down the toilet to prevent his future self from doing what his present self knows to be harmful; he'll promise to start exercising tomorrow; and he'll curse himself for procrastinating. Perfectly Rational Man -- whom Thaler and Sunstein call an "Econ," to be contrasted with a "Human" -- would never have these problems. Econs sit down with (notional) pencil and paper and calmly work out the costs and benefits of all available actions, then take the action that maximizes their present and future happiness subject to a discount rate (future happiness is worth less than the same quantity of present happiness). They don't have an internal procrastinator at war with a rational planner, nor do they ever regret on Sunday morning what they did on Saturday night.
Nudge is for Humans, not Econs. Nudge realizes, for instance, that making 401(k)s opt-out rather than opt-in, and setting a reasonable default investment plan, will lead lots more people to save money for retirement. And now that they've been enrolled, very few people will opt out. This is what Thaler and Sunstein call "libertarian paternalism": giving people a gentle push in the direction of their own best interests (the "paternalism" part), but never taking away choices (the "libertarian" part). People can quit at any time; it's only the default that has changed.
Your 401(k)'s default investment plan is part of what Thaler and Sunstein call "choice architecture." As a 401(k) administrator, I can guide your choices in any number of ways. I can choose opt-in or opt-out; if I choose opt-out, I have to choose a default plan, whereas if I choose opt-in, I have to decide how much prodding to give you. The point is that choice is inevitable. There's no way to avoid structuring the options available to people, so the right thing to do is to pick the best default. Given this realization, most of Nudge will be entirely uncontroversial.
Thaler and Sunstein digest a mountain of psychological research and reassemble it into a convincing story about how to build policies that correct for human failings. Humans can be expected to make the right decision when faced with a routine, concrete problem -- buying food at the grocery store, say -- but all bets are off when we're asked to evaluate a complicated, large-scale problem like the impact of our air-conditioner usage on global climate change. Thaler and Sunstein want to give the market itself a nudge here. They wouldn't insist that we buy only low-power appliances. Instead, they want our appliances to give us simple, immediate feedback on our energy usage: thermometers that reveal moment-to-moment energy costs, say, and EPA fuel-economy infographics that use easy-to-understand metrics like "dollars per year."
Econs may be able to consume any information thrown at them and correctly render a judgment from what they read; Humans have finite attention spans and would rather spend time with their families than pore over fuel-economy tables. If we want Humans to make the best choices, we have to structure their choice environment to make this possible. Nudge is Thaler and Sunstein's brilliant contribution toward this goal.
Nudge for goodness sake May 3, 2008
Boaz Keysar (Chicago)
16 out of 19 found this review helpful
Nobody forced my neighbor to buy that expensive plasma TV. After reading Nudge now he knows why he spent so much more money than he intended. It seemed like such a bargain, standing right next to a much more expensive set in the store display. In Thaler and Sunstein's terms, the store nudged him to buy that TV. They organized the choice set in a way that gently moved him towards what they want him to do. They got him to buy a pricey TV by taking advantage of the principle of contrast. Such psychological biases have been exploited since the beginning of human commerce to sell us things we don't need. This book makes a compelling argument that the same psychological biases can be used to get us what we really want.
After reading Nudge it is easy to understand how small things can make a big difference. For instance, most people I know would like to save more money; most of them don't. Nudge convincingly argues that people can, and should be helped to do that. Very few of us can commit to saving more money today, but most of us can commit today to save more money tomorrow. This human tendency can be used to help people save, and Nudge describes how several companies have already implemented such programs successfully by nudging employees to committing in advance to save part of a future salary increase.
By relying on a large body of work in Psychology and Behavioral Economics, Thaler and Sunstein elegantly argue that people have predictable, systematic biases and that this knowledge can be put to work to help all of us.
Their basic thesis is simple and brilliant: First, how options are presented matters. There is no neutral way to present options. If you present the salads first in a buffet, people will eat more healthy food than if you put salads at the end. Second, don't reduce choice, but organize the options so that people will be more likely to end up with what they themselves would prefer. This is as true for the salad bar as it is for health care.
This amazing book is useful for individuals and policy makers. Policy makers should be interested because such "choice architecture" is strictly non-partisan. Individuals should be interested because this book will nudge them to improve their life their way.
Innovative, Helpful, Relevant: Opening Shot in Science of Choice March 27, 2008
Robert D. Steele (Oakton, VA United States)
49 out of 68 found this review helpful
This is one of several books on decision-making and choice I have ordered, the first to arrive. I had no idea when I ordered it, based on the title, that the first author was Distinguished Professor of Behavioral Science and Economics as well as the Director of the Center for Decision Research at the University of Chicago, and the second author was Cass Sunstein, one of three lawyers I would not automatically sentence to exile.
I really liked this book. It can be read fast or slow. I went fast, if one accepts the authors' propositions at face value, the details are not as necessary. These guys are heavy hitters with a very serious case to present. Although I did not see references to predecessors in this area, such as Herb Simon's "satisficing," the one word I remember from my MPA finished in 1987, the bibliography and notes are excellent and I have the feeling the authors and their research assistants have been thorough with the recent literature (last 15 years).
The book opens with a compelling example: a cafeteria manager discovers that she can seriously influence students by how the food is placed, arranged, and displayed, moving an entire student body toward healthier choices (or not).
The authors term such a person a "choice architect" and say that like physical architecture, there is no such thing as a "neutral" choice. They go on to discuss the emerging science of choice. I love this, in part because I just published a book, Collective Intelligence: Creating a Prosperous World at Peace (free online at Earth Intelligence Network) intended to force acceptance of Collective Intelligence as a sub-discipline within Cognitive Science. We succeeded.
The authors coined the term NUDGE from the ardiously broken down:
iNcentives
Understand mapping
Defaults matter
Give Feedback
Expect Error
Structure complex choices
Corney, but no worse than my own United Nations Open-Source Decision-Support Information Network (UNODIN). This is an important book, and the last one, "structure complex choices," is in my view the critical one because we are in an era when our politically-elected leaders know nothing of the real world and are surrounded by advisors that are hacks who are terrified of anyone with a brain gaining access to "their" candidate. No one now running for President of the USA is qualified to date, for this very reason. Not one of them can appoint a transpartisan cabinet, produce a balanced budget, name the ten threats to humanity, list the twelve core policies from agriculture to water, or explain why we have less than six years to create a sustainable model that we can present to Brazil, China, India, Indonesia, Iran, Russia, Venezuela, and Wild Cards like the Congo, which is as big as the USA.
Leadership must be redefined, and I believe that the authors have put together a capstone book that is richly qualified to join books such as The leadership of civilization building: Administrative and civilization theory, symbolic dialogue, and citizen skills for the 21st century and Leadership and the New Science: Discovering Order in a Chaotic World and the oldie but goodie by Harlan Cleveland, still a best in class offering, The Knowledge Executive.
The authors distinguish between Automatic Mind and Reflective Mind, and I cannot help but tie this to the truly elegant essay The Future of the Internet--And How to Stop It in which the urgency of preserving generative freedom to innovate at the edge of the network is retained. I see such a convergence among all the books I am reading, and am reminded now of Kevin Kelly's unigue Out of Control: The New Biology of Machines, Social Systems, & the Economic World. The problem we face is that government and all other organizations are pyramidal, secretive, selfish, and generally corrupt--and busy trying to "lock down" the appliances, one reason I will never buy an iPhone or an XBox.
The authors explore hor people are so unrealistically optemistic about their own capabilities (and I would add, unnecessarily suspect of the other, one reason I recommend to one and all Derek Leebaert's The Fifty-Year Wound: How America's Cold War Victory Has Shaped Our World.
I agree with their discussion of the bias toward the status quo and truly appreciated their discussion of social influences (herd mentality). This is different from wisdom of the crowds, smart mobs, etc.
They have four chapters on money (savings, investing, credit, and social security), and the bottom line for all four is this: 1) it is possible to structure complex choices so people have freedom but err on the side of wisdom; and b) defaults matter.
In the section on health they discuss prescriptions, organ donation, and the environment. Here I would simply note that we know how to cut Medicare prescription costs to 1% of their existing and projected costs, but Congress is both gutless and totally lacking in ethics. I will also note that in another book I reviewed recently, the Chinese have discovered that they are losing TEN PERCENT of the Gross Domestic Product to envrionmentally-related loss of work productivity. This is serious!
In the section on Freedom their "libertarian paternalism" shows itself in full force as they discuss school choice, doctors, and marriage. I will not be critical here, other than to note that reforming education is NOT about school choice, it is about changing the entire model to throw out rote learning in neat little rows and testing of memorized regugitation. See Pedagogy of Freedom: Ethics, Democracy, and Civic Courage (Critical Perspectives Series) and Teaching to Transgress: Education as the Practice of Freedom, among others.
They end with a dozen "example" nudges that I will not list here, in part because I do like this book, it is an easy read, and it is worthy of your time and money. Do not expect a scholarly tome with lots of pretentious mathematics. This is a good book for real people, and all the more valuable because the science of choice, like services sciences and collective intelligence as a cognitive-socio-economic ideo-cultural techno-demographic force, is going to make a very positive contribution to how we self-organize and how we respond to those who would be Epoch B leaders rather than dictators that take We the People for granted.
Buy this book--it might not improve your own decisions, but it will assuredly help you think about what to look for in a leader.
See also:
The World Cafe: Shaping Our Futures Through Conversations That Matter
Showing reviews 1-5 of 134
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