I’ve posted before about the work of the Behavioural Insights Team (previously known as the Government nudge unit) and their work on designing and implementing changes to frameworks and procedures in the public and private spheres that result in greater positive gains.
Behavourial Science is a field with significant overlap in supporting CEIAG work. How young people make decisions at important transition points, why they aspire to certain routes, how people make and then stick with plans to enact change in their circumstances are all questions which mesh with Careers work both at the strategic, Government message level enacted via the Careers & Enterprise Company and at the much smaller, individual careers guidance sessions with clients level.
Two of the team members are the latest to publish a book about their work. How “Think Small: The Surprisingly Simple Ways to Reach Big Goals” differs is that is takes the lessons from the big strategic projects the Insights Team have worked on and shows how the behavioural science theories then can be applied by individuals to their own circumstances.
As a read, I found the tone of book accessible but very convinced by the infallibility of behavioural economics as a science. They may have good reason to with the recent award of the Nobel Prize to Richard Thaler, but the absence of any mention of traditional psychological work or evolutionary science to explain behaviour and decision making is noticeable. Also obvious is the much repeated technique of involving the lives of the authors or their office colleagues to show how behavioural change techniques work for real people. While this is useful once or twice to show practical implications, by the fifth or sixth time the reader is hearing about Owain’s plan to balance his extremely well paid job with more exercise and the demands of his home life, your sympathy and interest does wane.
Spread throughout the book though are some fascinating nuggets that Careers practitioners could (and many probably already do to some extent) incorporate into practice.
For individual clients
Practitioners will know that an action plan should not merely be a wish list of future achievements but realistic steps which are time limited. This has shown to be effective for individuals across a wide range of public policy initiatives
Making a simple plan that sets out when, how and where you are going to follow through on your intentions has been shown to be effective at helping people to eat more fruit, increase public transport use, reduce discrimination, get more exercise, diet, improve academic performance, quit smoking and recycle more.
but for individuals the key seems to be linking actions to regular moments in a daily routine
you’re much more likely to follow through on the things you need to do to achieve it if you create a simple plan. And the best way of doing this is to create connections between moments in your daily routine and the actions you need to take.
and asking clients to write these action points down themsleves
The first, simple step, is to do exactly what the individuals in the re-running of the experiment did: write your commitment down.
Asking clients details of their daily routines to link commitments to is more the kind of intervention that a life coach would make rather than a careers practitioner but I could certainly see how a simple change towards the end of a guidance interview of asking the client to write their action points down themselves could drastically enhance the impact of that interview.
For longer term or returning clients, a practitioner may want to investigate more of the cycle of actions that “Think Small” proposes to spur change and adherence to that change.
- Choose the right goal
- Focus on a single goal and set a clear target and deadline
- Break your goal down into manageable steps
- Keep it simple
- Create an actionable plan
- Turn the plan into habits
- Make a commitment
- Write it down and make it public
- Appoint a commitment referee
- Put something meaningful at stake
- Use small rewards to build good habits
- Beware of backfire effects
- Ask for help
- Tap into your social networks
- Use group power
- Know where you stand in relation to your goal
- Make it timely, specific, actionable and focused on effort
- Compare your performance with others
- Practice with focus and effort
- Test and learn
- Reflect and celebrate success
Some of those steps are common sense which any educator asking for improvement from a student would implement but steps such as “Put something meaningful at stake” (the book gives the example of wearing a rivals football shirt for a day at the office) can add a level of social fun that you can easily see working in practical situations with clients.
Many practitioners will also run group sessions for learners or work with year group cohorts. The book references studies that I’ve previously posted about that showed that sending letters of encouragement to high achieving young people in Year 12, “penned” by students from similar backgrounds, increased the number of applications and acceptances to Russell Group universities. What may come as a blow to Careers practitioners though are the findings that presentations of data or talks
about the long-term benefits of attending university – are not effective. What does seem to work is pupils hearing about what it’s like to go to university from former pupils; such pupils inevitably dwelt on the lifestyle benefits as well as future career prospects.
In these instances it is the authenticity of the person delivering the message that seems to have the impact on learners rather the (ahem) more impartial or informed Careers practitioner. The lessons for practitioners is to ensure that their program of alumni engagement is collecting contact details and that a pool of ex students are ready to be approached to revisit their old haunts and deliver sessions to current learners alongside the impartial delivery. It is their stories that will help snowball your positive destination outcomes.
For us all
Careers practitioners will regularly speak to clients about the value of work and how different values appeal to different clients in finding job satisfaction and happiness at work. It seem though that a constant is there
if you rate your relationship with your boss one point higher on a ten-point scale, it is statistically equivalent to a 30 per cent pay rise
You have to find a good boss.
I would say that the book has some good lessons for CEIAG practitioners but readers should always be keeping in mind the wider literature around careers theory and social mobility. “Nudges” are clearly based upon interesting and provable behavioural science but the reasons that the State would employ such techniques (ease, low cost for return etc) are the opposite of the time intensive, personal service that CEIAG practitioners strive to offer clients.