The Integration of Behavioural Science into Business
This is a case study of how behavioural science was introduced into an established business, the challenges of integrating it and the lessons learned for how to apply it. Rubinstein highlights the importance of addressing the concern that behavioural science will disrupt tried and tested ways of working, and the need to change internal mindsets. Behavioural science is not suited for all challenges and the organisation needs to be clear about where and how it adds value. If a company decides to develop a behavioural science function, it is necessary to identify a senior manager to champion the new function and find a leader with behavioural science expertise who can communicate, build and lead a team of specialists. The leader needs to make the case for why using the scientific method to understand human behaviour is more effective than existing approaches.
KeywordsInnovation Leadership Resistance to change Team building
- Herstatt, C., & Verworn, B. (2001). The “fuzzy” front end of innovation. Working Papers/Technologies-und Innovationsmanagment, No. 4, The Hamburg University of Technology. Retrieved from http://nbn-resolving.de/urn:nbn:de:gbv:830-opus-1637
- Kahneman, D. (2012). Thinking, fast and slow. London: Penguin.Google Scholar
- Koen, P. A., Bertels, H. M. J., & Kleinschmidt, E. (2014). Managing the front end of innovation—Part 1: Results from a three-year study. Research-Technology Management, 57(2), 34–43.Google Scholar
- Lewis, M. (2017). The undoing project: A friendship that changed the world (6th ed.). London: Penguin.Google Scholar
- Val-Jauregi, E., & Justel, D. (2007). Use of tools, methods and techniques during the fuzzy front end of innovation and their impact on innovation performance: A survey based exploratory study of companies in the Basque Country. Presented at the International Conference on Engineering Design, ICED’07, Cite Des Science et De L’Industrie, Paris, France.Google Scholar