Leaders, as choice architects, can shape workplaces that benefit both businesses and employees. Pushkaraj Bidwai, CEO of People Matters, explored this in his keynote, "The (New) Value Nexus: Weaving Growth, Wellbeing & Sustainability," at People Matters TRWC 2024. Delving into Richard Thaler's nudge theory, he showed how small, intentional changes can significantly impact employee behaviour and organisational outcomes.

Kicking off the session, Pushkar said, "Collective intelligence, fueled by questioning and shared experiences, drives our community forward." He then explored how simple behavioural nudges can encourage better decisions, boost well-being, and foster sustainable growth. The session delved into the science of nudging, demonstrating how small, intentional changes can create a positive, high-performing workplace.

The nudge theory

Pushkar explored the key areas of Richard Taylor’s nudge theory, which isn’t just about influencing human behaviour—it’s about knowing how to create change by shifting things at just the right moment. How do you encourage more people to make small changes? He says, “First, by changing the context from mundane to something engaging, people can be motivated to make different choices. Second, democratising that where we put random stuff to attract people’s attention, and third - actually nudging them to pick healthier choices.”

Becoming the choice architects

“Whether at the office or home, the options we have shape the choices we make. Imagine if we all became choice architects—people who design environments that naturally encourage better decisions. With the right context, people make better choices almost effortlessly,” underlines Pushkaraj.

Sharing an example from Google, he says, “Google didn’t ban unhealthy options in their cafeteria. Instead, they simply reduced the size of their plates. Suddenly, people picked less food and even opted for healthier items because they could only fit so much on the smaller plate. It wasn’t about restricting choices but changing the context to nudge people toward healthier habits. Behavioural science shows us that we can condition environments so that better choices stand out more.

As choice architects, we may not always control what’s available, but we can make it easier for people to see and choose the better options. This approach requires mindfulness—not just of the choices themselves, but of the needs and behaviours of our colleagues, team members, and everyone we interact with at work. By thoughtfully designing these everyday contexts, we can help foster a more intentional, healthier, and supportive workplace culture.”

Nudging sustainability efforts

Pushkar shared an inspiring case study from Virgin Atlantic stating, “The airline set a bold goal: to operate more sustainable flights by helping pilots reduce fuel consumption. They tested four different ways of sharing information to see which would motivate the pilots most effectively.  

The first group received general instructions about the sustainability initiative. The second group got monthly data comparing their fuel usage to that of other flights. The third group was given specific targets for fuel efficiency. Finally, the fourth group was incentivized—if they saved fuel, part of the savings would go to charity. The results revealed that the group with specific goals showed the best improvement, proving that clear, actionable targets make a real difference.

But the benefits didn’t end there. Six months later, a survey found that the pilots in the third group were 6.5 per cent happier than those in other groups, showing that setting clear goals also enhanced their job satisfaction,”

Pushkar emphasises, “This is choice architecture in action—using data, deadlines, and goals to encourage specific behaviours. Imagine what this kind of intentional design could do in our organisations. From reward strategies and engagement plans to wellness programs, we can mindfully shape these contexts to help people make choices that benefit both them and the organisation. Setting expectations right from the beginning can be incredibly powerful in guiding behaviour and building a positive, proactive culture.”

Not B2B or B2C but H2H

Pushkar highlights, “In the world of work, especially in tech, we keep hearing the term ‘user’ to describe people who interact with our products or services. But when we create strategies or new initiatives in our organisations, if we’re only thinking of people as ‘users,’ we risk losing sight of something essential: their humanity. ‘User’ feels transactional, and we’re not here just to cater to “users” but to engage with real people. Behavioural science shows us that when we put on a ‘user’ hat, our decisions and designs take on a different tone. But when we wear a ‘human’ hat, the approach changes fundamentally.

Businesses today aren’t just B2B or B2C—they’re H2H, human to human. People do business with other people, not ‘users.’ That’s the ecosystem we live in. Maybe in the future, machines will interact directly with machines. But for now, we’re in the business of building connections with humans. So, I urge you to bring more ‘human-ness’ into your work, not just ‘user-ness.’ Let’s push past what can fit in Excel rows and engage on a deeper level with the people in our organisations.”