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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Too much of a good thing

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 of overtime in everyday working life and to bring about lasting change. Through a digital and analogue intervention, we sensitise managers and the working environment to the often overlooked burden of overtime. In an appealing and effective way, we visualise when ‘a little more’ becomes too much in order to create momentum for a healthier and more balanced work culture.

What does the topic mean?

In many companies, overtime has become an integral part of the work culture. For employees, a permanent workload can have serious consequences, from depression and burnout to an increased risk of accidents. This is not only a risk for employees, but also for the organisations themselves, for example through a loss of quality or the resulting medical costs. Particularly problematic: managers tolerate or actively exemplify overtime, often unconsciously or under the impression of false assumptions.

Goal of the nudge

The aim is to break down the unconscious condoning and glorification of overtime by managers and to create a new awareness of responsible behaviour. Regular information and targeted reflection impulses should help to question ingrained patterns and promote sustainable changes in management behaviour. Newly established routines can thus facilitate a healthier and more mindful work culture. After all, good leadership is evident precisely where disproportionate overtime is recognised and avoided and employees are effectively protected.

    Needs analysis

    • Too many people work overtime
      Around half of all German Employees regularly work overtime, and many even work extra hours at evenings or weekends
    • Tolerance or even tacitly encouraged?
      Overtime is often tolerated or silently encouraged by managers
    • Overtime equals commitment
      High significance for employee health, productivity and company performance

    Cause analysis

    • Optimism Bias

      Managers tend to overestimate the resilience of their teams. They see their employees as more efficient and resilient than is the case in reality and therefore underestimate the negative consequences of overtime.

    • Conformity Bias

      If the entire team is still working, there is often a reluctance to be the first to go home. The respective employees stay in the office longer for fear of appearing less committed, even if there is no good reason to do so.

    • Authority Bias

      Managers act as role models, their overtime sets an implicit expectation or appears exemplary, which prompts employees to stay longer as well.

    • Bandwagon Bias

      Overtime is considered ‘normal’ because it is common in many departments. The behaviour of the majority becomes the tacit norm. Those who want to be part of it join in.

Target Group

With our nudge, we are specifically addressing people who work in office jobs. We primarily address managers, as their behaviour is a key role model for their employees. However, we also want to involve individual employees, as they live the team culture on a day-to-day basis and therefore play a decisive role in shaping it.

Added value of the nudge

  • Cultural change

    Promoting a healthy, respectful and supportive working environment.

  • Prevention

    Recognising and avoiding burnout and other health risks at an early stage.

  • Quality

    Better work results through less stress and more focus.

  • Relief

    Effectively support HR departments through smarter management behaviour.

  • Commitment

    A clear sign of active care and modern leadership.

CONTACT US

Saskia Tresor Ippo

saskia.ippo@stud.hshl.de

Elena Bischur

elena.bischur@stud.hshl.de

Jessica Lieber

jessica.lieber@stud.hshl.de