Diligence Duty

Small decisions, big impact!
In finance, every click, every review, every checkbox matters. With Duty Diligence, we target precisely...

  1. banking

  2. finance

  3. Peer Review

  4. Research

  5. Review process

  6. Science

TruePrice

Our data-based information nudge creates transparency in the ordering process with the help of an internal dashboard of a comparison...

  1. Offer

  2. Price decision

  3. Procurement

  4. White-collar crime

Fake or fact

Our nudge is a digital tool - embedded in social media platforms or browser extensions. It allows users to report...

  1. Digital platforms

  2. Fact check

  3. Fake News

  4. Media competence

  5. Politics

  6. Social media

Integrity in Every Entry

Our nudge takes a stand against the silent tolerance of billing fraud in the healthcare sector. We rely on a...

  1. Billing fraud

  2. Healthcare

  3. Incorrect treatment

  4. pharmaceutical industry

CultureSTRONG

Our Nudge is an annual plaque awarded to cultural institutions for their active commitment to combating the abuse of power....

  1. Abuse of power

  2. badge

  3. Creative industry

  4. Cultural sector

  5. Digital platforms

  6. Social media

Together against hate

Part 1 – Pop-up in the comment section:
Notice above the comment section: “Help to stop hate! – 6...

  1. Digital platforms

  2. Hate comments

  3. Online hate

  4. Social media

The Laughing Gas Nudge

The Laughing Gas Nudge is designed to reduce society’s passive acceptance and toleration of launching gas use among adolescents and...

  1. Abuse

  2. Consumption

  3. Health

  4. Healthcare

  5. Intoxicant

  6. Laughing gas

  7. pharmaceutical industry

blue mirror

We are pleased to present our idea “blue mirror”, an interactive app that aims to encourage participants to regularly self-reflect...

  1. Group cohesion

  2. Military forces

  3. Police

  4. Racism

  5. Security forces

  6. Sexism

Too much of a good thing

Our Nudge starts exactly where overtime has become the tacit normality. The aim is to critically question the widespread tolerance...

  1. Manager

  2. occupational health and saftey

  3. Overtime

  4. Work culture

Burnout costs - nudging protects

Information nudge for burnout prevention in companies through regular calendar impulses for managers. A short, gentle reminder in Outlook is...

  1. Burnout

  2. Mental load

  3. occupational health and safety

  4. Work load

  5. Work place

No playing with time

Our hourglass nudge effectively highlights the relevance of time-wasting in football to support compliance with the new regulation coming into...

  1. doping

  2. Referee

  3. Soccer

  4. Sport

  5. Time game

Better Reviews. Better Science

Our nudge is a three-part system of incentives and reminders designed to subtly encourage peer reviewers to adopt more careful...

  1. Peer Review

  2. Research

  3. Science

Comrade Code

Our nudge aims to raise awareness about the fine line between traditional camaraderie and borderline rituals (hazing) within the military....

  1. Bullying

  2. Comradeship

  3. Hazing

  4. Military

  5. safety forces

GenderGuard

Our nudge is a "gender bias check" with supervisor notification. This means: An AI-based tool automatically checks every new job...

  1. Gender Bias

  2. Gender discrimination

  3. Job advertisement

  4. Managers

  5. occupational health safety

Break-Buddy

Our Nudge is an Outlook add-in that provides managers with an automatic feedback report on their team's break culture. The...

  1. Break culture

  2. Development

  3. occupational health and safety

  4. Recreation

  5. Work life

blue mirror

blue mirror

We are pleased to present our idea “blue mirror”, an interactive app that aims to encourage participants to regularly self-reflect on everyday work situations. With the help of short, anonymous reflection questions developed by us at regular intervals, observed misconduct at the workplace is initially to be better recorded and perceived, so that the awareness and competence of each individual to act is strengthened. By reflecting on their own behavior, users should ultimately be encouraged to think about possible misconduct without pressure or reproach and help to encourage an open exchange with colleagues in order to promote an organizational culture with optimal psychological safety.

What does the topic mean?

Despite the intensive efforts to prevent and avoid misconduct in recent years, both media articles and scientific studies indicate that misconduct within police units – particularly in the form of sexist or racist remarks – can still be observed. Strong group cohesion and the resulting esprit de corps ensure that misconduct is not openly addressed in the respective units out of loyalty or fear of stigmatization, a phenomenon known as the “code of silence”. In the long term, this not only jeopardizes a healthy organizational culture, but also impairs the public’s trust in the police.

Goal of the nudge

Our aim with “blue mirror” is first of all to reflect on one’s own behaviour in certain situations in order to ultimately create an awareness that helps to better recognize potential misconduct. The aim is also to reduce the barrier to openly communicating misconduct with colleagues. The regular reflection and open exchange of information, which is detached from the actual situation, is intended to promote an organizational culture that strengthens values such as openness, trust, willingness to learn and a sense of responsibility. By no means do we want to abolish or weaken the existing group cohesion, but rather minimize the negative side effects such as the “code of silence” in order to ultimately further promote the organizational culture and democratic resilience.

    Needs analysis

    • Extensive media and scientific documentation
      numerous field reports, articles and studies repeatedly document systematic misconduct such as racist or sexist statements within the police, which goes beyond individual cases.
    • Toleration of misconduct
      Despite known incidents, these are often ignored, downplayed or not reported within the units for fear of sanctions and ostracism. Expert interviews show that many police officers find it very difficult to address or report misconduct by colleagues and that there is a lack of a constructive error culture.
    • Internal desire for low-threshold solutions
      Many police officers express the need for new, everyday opportunities for reflection and dealing with mistakes, for example through behavioral psychology approaches.

    Cause analysis

    • Impulsiveness

      Impulsive officers tend to give greater weight to the immediate, short-term benefits of the code of silence (e.g. conflict avoidance, affiliation) and ignore the long-term negative consequences for the team climate or their own integrity.

    • Present Bias

      People tend to favor immediate rewards over longer-term benefits. In the context of the police, this means that the short-term good feeling of avoiding trouble or exclusion outweighs the long-term goal of creating a better working environment.

    • Fatalistic attitude towards police impact

      If police officers have the impression that good work is rarely recognized and that change is unlikely anyway, the motivation to engage against misconduct is limited. “Why get involved if it's not going to help anyway?”.

    • Code of Silence

      Informal code of silence in the police, supported by strong group cohesion and esprit de corps, which leads to misconduct not being reported out of loyalty and fear of ostracism.

Target Group

We have applied our approach to the field of policing, but we would like to suggest here that it can be applied to any organizational unit with a potential tendency towards strong group cohesion.

Added value of the nudge

  • Timely processing of stressful events.

  • Lowering the inhibition threshold for discussing misconduct

  • Strengthening key skills such as self-reflection and error communication

  • Promoting psychological safety within the organizational culture

CONTACT US

Simon Budde

simon.budde2@stud.hshl.de

Phi Nam Nguyen

filip.roters@stud.hshl.de

Cedric Wehrenberg

cedric.wehrenberg@stud.hshl.de

Filip Roters

phi-nam.nguyen@stud.hshl.de