主题：The Devil Is In the Details and Context: Lessons about Nudge Scalability

细节和背景决定一切: 有关推动可扩展性的教训

主讲人：加州大学洛杉矶分校 安德森管理学院 戴恒琛副教授

主持人：5822yh银河国际・(中国)官方网站 陈扬教授

时间：2023年4月27日（周四）10:30-12:00

举办地点：腾讯会议 ID：161 104 152

主办单位：5822yh银河国际・(中国)官方网站 科研处

主讲人简介：

Hengchen Dai is an Associate Professor of Organization Behavior and Behavioral Decision Making at UCLA Anderson School of Management. She received her bachelor’s degree from Peking University and her Ph.D. from the University of Pennsylvania. She conducts field studies with organizations across industries to understand what drives motivation, how to steer people toward far-sighted decision-making, and when behavior change interventions fail to scale and even backfire. She has published at leading academic journals such as Nature, Proceedings of the National Academy of Sciences, Academy of Management Journal, Management Science, Organizational Behavior and Human Decision Processes, Psychological Science, Journal of Consumer Research, and Journal of Marketing Research. Her research has been covered in major media outlets such as The Financial Times, The Wall Street Journal, CNN, Harvard Business Review, The New York Times, The New Yorker, and Freakonomics. Hengchen serves as a Senior Editor at Organization Science and is on the editorial review board of Academy of Management Journal. She has won numerous awards, including the Association for Psychological Science’s Janet Taylor Spence Award for Transformative Early Career Contributions, the Association for Psychological Science Rising Star Award, and the Cialdini Prize from SPSP. She was named one of the “World’s 40 Best B-School Professors Under the Age of 40” by Poets & Quants.

戴恒琛是加州大学洛杉矶分校安德森管理学院组织行为与行为决策副教授。她获得了北京大学的学士学位和宾夕法尼亚大学的博士学位。她在各行各业的组织进行实地研究，以了解是什么激励着人们、如何引导人们做出有远见的决策，以及何时行为改变的干预措施无法扩大规模甚至适得其反。她在《Nature》、《Proceedings of the National Academy of Sciences》、《Academy of Management Journal》、《Management Science》、《Organizational Behavior and Human Decision Processes》、《Psychological Science》、《Journal of Consumer Research》和《Journal of Marketing Research》等顶级学术期刊上发表过文章。她的研究曾被《The Financial Times》、《The Wall Street Journal》、《CNN》、《Harvard Business Review》、《The New York Times》、《The New Yorker》和《Freakonomics》等主要媒体报道。 她是 Organization Science 的高级编辑，也是 Academy of Management Journal 的编辑评审委员会成员。她赢得了无数奖项，包括心理科学协会的 Janet Taylor Spence 变革性早期职业贡献奖、心理科学协会新星奖和 SPSP 的 Cialdini 奖。她被 Poets & Quants 评为“全球 40 位 40 岁以下最佳商学院教授”之一。

内容简介:

Behavioral science and experimentation have the potential to inform policy. However, interventions that are deemed effective in some evaluations often fail to work in others. Such discrepancies in intervention effectiveness across evaluations can undermine policymakers’ trust in the scalability of empirical findings about behavioral interventions, and may result in the selection of ineffective or even counterproductive interventions for a given context. My recent research has sought to understand why similar behavioral interventions show different efficacies across evaluations. In this talk, I will present two field experiments to shed light on when and why two commonly used strategies that prior research suggests should motivate positive behavior change — (1) providing peer comparison information and (2) highlighting the impact one could make—fail to produce the desired outcomes. The key lesson is that the devil is in the details and context: intervention recipients draw inferences about policymakers and managers from the specific design and context of an intervention, and these inferences could shape the intervention’s effectiveness. In particular, negative inferences about policymakers and managers can lead seemingly effective interventions to fail or even backfire.

行为科学和实验有可能为政策提供信息。然而，在某些评估中被认为有效的干预措施在其他评估中往往无效。评估中干预有效性的这种差异可能会破坏政策制定者对行为干预实证结果可扩展性的信任，并可能导致在特定情况下选择无效甚至适得其反的干预措施。我最近的研究试图了解为什么类似的行为干预在评估中表现出不同的功效。在本次演讲中，我将展示两个实地实验，以阐明先前研究表明的两种常用策略何时以及为何激发积极的行为改变——(1) 提供同行比较信息和 (2) 强调一个可能产生的影响——不能达到预期的结果。关键的结论是，魔鬼在于细节和背景中：干预接受者从干预的具体设计和背景中得出关于政策制定者和管理者的推论，这些推论可以影响干预的有效性。特别是，对政策制定者和管理者的负面推断可能导致看似有效的干预措施失败甚至适得其反。