My Decade with Applied Behavioral Science
A realistic outlook for those interested in joining, combined with why I am more hopeful about Behavioral Science’s potential than ever
Have you noticed how the world is becoming more engaging? Everything from apps that keep you using a little too long to marketing that makes you feel a vital need to purchase something seems designed to get you to act. Even the latest city policies seem designed to get you to act; my parking ticket gave me a discount if I paid within 48 hours. That is behavioral science at work, quietly orchestrating us from the wings of businesses and government offices alike.
This field isn’t just a background player; it’s becoming a commonly referenced piece.
This field isn’t just a background player; it’s becoming a commonly referenced piece. Product teams drop terms like BJ Fogg’s B=MAP Model or the Habit Loop into everyday convo. Policymakers nod to the triumphs of outfits like the Behavioral Insights Team and Ideas42. Marketers naturally embed aspects of scarcity and loss aversion as if it were required. The commonality of all this is considerable progress, yet the field is still developing and is facing both considerable potential and significant setbacks.
My journey with behavioral science kicked off over a decade ago, long before it hit the mainstream. Back then, it was a quirky side note beside the towering legacies of Daniel Kahneman and Amos Tversky. A few companies were trying to replicate the successes of the Behavioral Insights Team in various settings, but if you were to mention Behavioral Sciences, only some thought of anything outside of therapy.
I remember my own ‘a-ha’ moment, reading Nudge as an undergrad. I was about to dive into a consulting gig armed with all the classic change theories you could think of. Yet, this book told me about minor tweaks that could lead to massive shifts. It was a game-changer. Behavioral science to change management felt like agile was to waterfall in software development — an outright revolution.
I couldn’t stop talking about it. I was all in, evangelizing to anyone who’d listen (and even those who wouldn’t). Most nodded politely but couldn’t see it as a career. They thought it was more akin to therapy than a professional pathway. Undeterred, I abandoned the consulting track and plunged into a master’s program. By the time I landed a role at Microsoft, pioneering their behavioral research, the field was just starting to ripple through the mainstream.
Behavioral science to change management felt like agile was to waterfall in software development — an outright revolution.
Now, it’s a different story. Mention behavioral science in most professional circles, and you’ll get nods of recognition — whether it’s about dieting hacks, habit formation, or even that pesky hotel booking pop-up warning you that “15 people are looking at this property right now!” It’s in the media, with celebs like Richard Thaler popping up in films like The Big Short. Yet, despite its growth and glamour, behavioral science struggles to carve out a standalone department akin to user research or data science.
Since my master’s, I’ve held various roles with a “behavioral” title. If I had stayed put, my team’s focus might have shifted from pure behavioral science to product analytics. The other role? Axed in layoffs, wiping out the company’s commitment to behavioral science overnight. In job hunts since, I’ve found it smoother to market myself as a user researcher or product developer with a niche in behavioral science. It reflects a broader trend — a field in flux, still finding its footing.
A decade in, it’s clear: behavioral science has its ups and downs, but it’s here to stay. The challenge now? Building a robust pathway that turns raw enthusiasm into structured expertise. I’m on that path, along with hundreds of others, crafting a future for this field that’s as impactful as it is intriguing. What that future looks like is still up in the air, but one thing’s for sure — it will be a fascinating journey for those who choose to participate.
Trends Over this Past Decade
Over the last decade, I’ve watched certain trends in applied behavioral science not just emerge but firmly take hold. The most striking trend? A steady surge in general awareness and understanding of behavioral techniques. A quick look at Google searches for “What is behavioral science?” illustrates this beautifully — a modest climb from 2013 to 2022, followed by a sharp uptick. This pattern mirrors my own observations of how companies have increasingly engaged with the field in recent years.
Initially, behavioral science was the playground of niche researchers and those curious about its application within organizational frameworks. However, a significant shift occurred in the past two to three years as industries awakened to the potential of enhancing nearly any product with a sprinkle of behavioral science. Today, it’s a topic of conversation across various domains, with numerous subfields exploring ways to integrate these techniques into their workflows. This blossoming interest is undoubtedly a boon for the field, yet it brings with it the risk that the voices of those with deep expertise might be lost amidst the cacophony of newcomers eager to apply their fragmentary understanding.
The spike in interest around late 2021 and early 2022 could be attributed to a less encouraging reason — the replication crisis that shook the foundations of applied behavioral science. The controversy surrounding the celebrated professor Dan Ariely and allegations of fraudulent data brought a wave of attention to the field, though not all of it welcome. This moment in the spotlight drew people’s focus to how research might be influencing their lives, not always under the best circumstances. While this doesn’t spell doom for the field, it certainly highlights the need to clarify misconceptions and establish trust with those newly acquainted with behavioral science.
As we move forward, the task remains to channel this burgeoning interest into meaningful and well-founded applications that can withstand the rigors of both scientific scrutiny and practical utility.
These trends, both uplifting and challenging, map the complex landscape we navigate today. They underscore the growing relevance of behavioral science in various sectors, even as we grapple with the critical need for integrity and clarity in our research. As we move forward, the task remains to channel this burgeoning interest into meaningful and well-founded applications that can withstand the rigors of both scientific scrutiny and practical utility. This is not just about riding a wave — it’s about steering it wisely to ensure the field continues to thrive and expand responsibly.
Behavioral Interventions Work, but Personalization is Needed
The buzz around behavioral science isn’t just noise — it’s backed by a slew of successes. Think about those classic nudges, like tweaking organ donation defaults to align with people’s actual desires or boosting 401(k) savings through automatic increases tied to salary bumps. These examples aren’t just anecdotes; they’re clear demonstrations of how minor changes can trigger major impacts. And if you’re looking for more evidence, a quick flip through this publication or a scroll on the Behavioral Scientist will flood you with case studies of interventions that have effectively steered behaviors in beneficial directions.
Yet, for every headline-grabbing success, there’s a tale of a high-profile flop, often resulting from the intervention’s inability to replicate or scale effectively. There was even chatter at one point that “nudge is dead!” — a premature eulogy that overlooks a fundamental truth we’ve seen repeatedly across the social sciences: Humans are intricate beings. Our behaviors are too varied and personalized for broad-brush strokes.
To drive behavioral change effectively at scale, personalization isn’t just helpful; it’s essential.
This is where Katy Milkman and her colleagues’ work shines. Their mega studies, which pitch numerous nudges against each other, don’t just unearth the most effective general strategies; they reveal how these approaches resonate differently across various demographics. This is a lesson well understood by data science teams in tech: Different strokes for different folks. To drive behavioral change effectively at scale, personalization isn’t just helpful; it’s essential.
I’ve delved into this topic extensively, and it’s clear that the trend towards personalization isn’t just a phase — it’s the future. The days of one-size-fits-all solutions are waning. Thanks to advancements in Generative AI, the cost of creating targeted, nuanced content is plummeting, paving the way for interventions that can be fine-tuned to the individual level. We’re stepping into an era of hyper-personalized nudges. But, let’s not forget, the effectiveness of these finely tuned strategies will still rely heavily on robust scientific underpinnings — a scenario that bodes well for the demand for behavioral scientists’ expertise moving forward. This isn’t just a shift; it’s a significant leap towards more thoughtful, personalized interventions that could redefine the landscape of behavioral science.
The Role of Behavioral Scientist
When I teamed up with a group of consultants to attempt building a Behavioral Science practice at Deloitte, the idea of calling ourselves Behavioral Scientists seemed a distant dream. As I progressed through my Master’s program, that title became a hopeful emblem for me and my peers, a marker of our aspirations. Post-graduation, as I stepped into the role of Behavioral Researcher, the job market seemed to embrace the term, with ‘Behavioral’ increasingly appearing in job titles. However, by the time I was laid off in 2021, such roles had dwindled dramatically, becoming rare gems in the professional landscape.
My career trajectory mirrors the rise and tempering of enthusiasm for the title of Behavioral Scientist. Initially, the 2010s buzzed with predictions that Behavioral Science might become the new “data scientist” — the hot job of the early decade across various industries. The field seemed poised to explode, drawing in curious minds from every conceivable background, expanding rapidly from a tight-knit group to a diverse and sprawling community.
At one peak, it appeared Behavioral Science could solidify into a department as integral as user research or data science. Yet, reflecting back, this might have been more a symptom of an era flush with zero-interest funding — companies were unusually willing to bet long-term. This surge in interest was exciting, yet it underscored a pivotal shift needed in our field: more effective communication about the practical benefits of applied behavioral science.
The boom brought visibility but also highlighted the field’s nascent infrastructure for cultivating expertise. While a few master’s programs and boot camps sprang up, they couldn’t possibly meet the burgeoning demand. Many enthusiasts were left to forge their own paths into the field, some successfully applying rigorous science, others unfortunately veering towards pseudoscience without a solid academic foundation. This muddied the waters of what constitutes credible behavioral science, leaving companies often needing to lean on expensive consultants to build in-house expertise.
Today, the field is populated by a small elite with deep experience, supported by fresh graduates from leading programs, and a larger group dabbling in behavioral science without much formal training. This disparity contributes to companies’ hesitancy to invest in behavioral science roles — they’re unsure of what they really need and if it’s attainable.
In response, I advocate viewing behavioral science more as a “minor” than a “major” — a supplementary skill rather than the sole focus. We’re seeing the rise of behavioral designers: professionals trained in traditional design who enhance their craft with a nuanced understanding of human behavior. This integration creates superior products and more impactful user experiences.
For every dedicated individual striving to earn the title of Behavioral Scientist, many more could benefit from integrating behavioral insights into their primary careers. This approach not only secures more stable career paths but also broadens the impact of behavioral science. My vision involves a few critical architects of behavioral science within organizations, surrounded by teams that incorporate fundamental behavioral insights into their work. This model leverages a core of expertise to inform and elevate a broad range of professional practices, ensuring that the transformative potential of behavioral science is fully realized across industries.
Behavioral Science Products
The past decade has brought us a tale of two outcomes for companies steeped in behavioral science. Let’s start with the poster child for success: OPower. This company harnessed the power of social norms to encourage better energy use, sending homeowners simple notifications on how their consumption stacked up against the neighborhood. This strategy not only celebrated the energy-efficient but also nudged the rest towards greener habits. OPower’s approach was so effective that Oracle snapped it up for a cool $532 million back in 2016.
But the journey hasn’t been rosy for all. Take Humu, a software-as-a-service company designed to foster organizational change. Despite high-profile backing and leadership, Humu struggled and was eventually sold off quietly in 2023 after its founders left. Lemonade, another firm endorsed by top scientists, also experienced a brief heyday as a market favorite before it tumbled alongside many tech peers.
What’s the key to success or failure here? It boils down to whether outcomes can be readily measured. Sectors like finance, health, and consumer goods, where the effects of interventions are easily quantifiable, provide fertile ground for behavioral techniques. Curious about which companies are serious about behavioral science? Look up the ones with chief behavioral officers — that’ll give you a clue.
However, many firms find it tough to integrate behavior-focused metrics alongside their product usage stats, often defaulting to the simpler, more traditional measures of success. This hesitancy can stifle the development of truly innovative behavioral science-infused products. To combat this, I’m penning a book on how I’ve managed to implement these principles across various industries. But until this mindset becomes more widespread, many will stick to what they know: usage and usability as their benchmarks.
I envision a future where behavioral science isn’t just a tool for crafting standalone products but is an integral part of the product development life cycle.
I’m optimistic, though, that we’re on the cusp of a shift. I envision a future where behavioral science isn’t just a tool for crafting standalone products but is an integral part of the product development life cycle. This evolution will likely be driven by the rise of ‘behavioral science minors’ — professionals in development, design, and sales who bring behavioral savvy to their primary roles. As more consulting firms in this space move beyond one-off projects to foster deeper cultural shifts in the companies they assist, we’ll see this integrative approach take hold, transforming how products are conceptualized, developed, and sold. It’s a future where behavioral science is baked into the DNA of product creation, enriching the landscape of innovation.
Academic and Applied Divide
When I helped kickstart the organization that would evolve into the Applied Behavioral Science Association, the gap between academia and real-world application was vast. Academics were ensconced in theory while practitioners hustled in the trenches of organizational behavior. Bridging these worlds, I collaborated with many sharp minds, marrying rigorous academic methods with the nimble, pragmatic approach needed in business. Although not without its debates, this cross-pollination taught us to appreciate and respect our differing viewpoints.
Over the past five years, this divide has noticeably narrowed. Academics are now embracing large-scale nudge studies reminiscent of those in corporate settings, and corporate behavioral scientists are championing the cause of rigorous, methodical experimentation. This convergence has facilitated smoother collaborations between scholars and businesses, enhancing the quality of science executed in both realms. Today, it’s not unusual to find consulting firms teeming with PhDs who toggle between consulting and lecturing, or startups like Noom and BetterUp that leverage rigorous academic studies to validate their products’ effectiveness.
However, this blend of academic and applied efforts comes at a price. As more businesses engage with academic institutions, there’s an increased risk of obfuscation and potential suppression of negative outcomes. Several high-profile incidents have cast shadows over the achievements of the past decade, questioning the integrity of collaborative efforts. The fusion of academic and applied realms, while productive, also opens doors to questionable practices.
Despite these challenges, I remain hopeful about the potential of these collaborations. My vision for the future includes a balanced approach where academics can pursue pure research that advances the field without the constant pressure to commercialize findings. Ideally, this research will continue to inform and elevate applied practices, ensuring that both sectors can thrive without compromising the integrity and pioneering spirit of behavioral science.
A Pipeline for the Next Decade
As we look to the future of behavioral science over the next decade, I see three critical areas where we need to focus our efforts: expanding the supply of behavioral science skills, increasing demand for these skills across all industries, and cultivating more thought leaders to tackle the challenges I’ve outlined.
From my repeated efforts to get the Applied Behavioral Science Association off the ground, I’ve come to understand that the most pressing need in our field is a robust pipeline. This system would guide those intrigued by behavioral science — helping them decide whether to dive in fully or integrate these skills into another career path — and provide the necessary educational framework. This pipeline would transcend the limitations of current advanced degrees and boot camps, finally scaling the development of behavioral science capabilities to meet growing demand.
When I mention a “pipeline,” you might wonder what I’m really talking about. Consider how one typically becomes a behavioral scientist today; you’ll likely hear many personal stories. Now, think about the career paths for accountants or lawyers — careers with clearly defined routes from education to certification. We need a similar structure in behavioral science. Universities and related organizations should create programs that guide students through the necessary training, culminating in certification and readying them to enter the field fully equipped.
While I’ll save the nitty-gritty of building such a pipeline for another discussion, imagine it including accessible certification, cost-effective educational programs, and a wealth of case studies and resources that outline what working in behavioral science really entails. It should provide a clear path from initial interest to professional integration.
Establishing this pipeline will not only increase the supply of trained professionals but also boost demand for these skills. Currently, organizations interested in behavioral science can choose from a myriad of consultants, each promoting their unique approach. This fragmentation makes it tough for companies to understand what they really need. A standardized pipeline would clarify the capabilities of an applied behavioral scientist, helping organizations shape their strategies around solid expectations.
The final ingredient for success is a new generation of thought leaders. Over the past decade, we’ve seen brilliant minds emerge, applying behavioral science to finance, health, and tech. These pioneers must continue their work, but we also need fresh voices — early career professionals like I was, brimming with innovative ideas and eager to share them.
Turning applied behavioral science from a burgeoning field into a well-established discipline requires this developmental pipeline. I’ve attempted to contribute to this effort with some success, as have others. Moving forward, I remain committed to refining and advancing this initiative, eager to see the diverse and transformative approaches the next wave of behavioral scientists will bring to the table.
Concluding Reflection
I vividly recall the moment I told my parents and friends about my decision to leave a secure consulting job to pursue a master’s in this exciting, uncharted field called behavioral science. Most advised against it, cautioning me of the risks. Looking back, I’m so glad I followed my gut — it’s been a whirlwind decade filled with incredible opportunities and eye-opening experiences. Yet, whenever someone asks how they can emulate my path, I find myself hesitating. The landscape has shifted since I first stepped into the field during its rapid ascent; the same opportunities that were available to me in that nascent stage might not be as accessible now.
The field of behavioral science is undoubtedly in a state of evolution, wrestling with its identity and the scope of its application within organizations. With advancements in artificial intelligence and increasing capabilities for personalization, the potential for behavioral science to make a significant impact has never been greater. However, we’re still searching for a cohesive narrative and a unified approach that can clearly articulate and guide this potential.
Despite these challenges, I’m optimistic. The passion and enthusiasm among those in the field are palpable. The Applied Behavioral Science Association, despite its fluctuating membership as we experiment with its direction, continues to attract those eager to shape the future of this discipline. If you share this vision or have thoughts on how we can collectively advance our field, I would love to connect and discuss further. Feel free to reach out on LinkedIn — let’s keep the conversation going and build on the exciting possibilities that lie ahead.
Connor Joyce is a behavioral science evangelist in writing, speaking, and community building. If you are interested in connecting with him, reach out on LinkedIn!
