In 2015, during a public debate on behavioural science in Lucerne, I was accused of supporting tactics befitting an unsavoury authoritarian regime. At the time, knowing how well-intentioned my colleagues were, I thought this was, quite frankly, nuts.
I remain a supporter of the use of behavioural science in public policy, and of the Behavioural Insights Team, more commonly known as the Nudge Unit. However, witnessing how the UK and other governments have responded to the pandemic, I can now appreciate the vulnerabilities of well-intentioned, democratic regimes, and the potential for behavioural science to be used inappropriately.
I was a co-founder and leading figure within the Nudge Unit. Since its inception, in 2010, the unit has been a success story for the Government. When I joined we were a team of seven within what was called the Prime Minister’s Strategy Unit. In 2014, we were able to “spin out” of government. We became an independent, profit-making social purpose company, a third owned by the Cabinet Office. We could sell our services to the whole of the UK public sector and any other government or organisation seeking to improve people’s lives.
