When creating solutions to complex problems, we often fail to consider what behavior changes will need to be undertaken by key stakeholders (customers, employees, students, etc.) to achieve sustainable success. As Tim Brown and Roger Kelly argued in their September 2015 Harvard Business Review article, design principles can also be employed to help people "engage with and adopt innovative new ideas and experiences." But, like most things, this is easier said than done. This course will explore how to leverage principles from the worlds of design thinking, behavioral economics, and decision science to "nudge" people to make different choices and adopt new products, services, and programs.
