|Cognitive defence for governments and businesses |
We use behavioural science, advanced analytics and engineering to help our society and institutions be resilient.
We were pioneers in real-world, applied behavioural science, helping to create the renowned ‘Nudge Unit’ in 10 Downing Street and building it into a successful company outside government.
We have shown the value of scientifically robust, pragmatically applied behavioural solutions, in government and business, in 40 countries across the world.
However, in an age of instant reactions and identity politics, we recognise the challenge is not simply to nudge. It is also to create enduring shifts in mindsets and culture.
Two Britains
Public servants and the wider public see a different country - and this undermines trust in government
Our recent research found consistent differences between the outlook of UK public sector workers and that of the wider public – across a range of issues – and shows that reminders of controversial public-sector decisions linked to these differences reduces trust in government.
Consistent attitudinal divergence. Public sector workers, on average, view adversary countries and hostile extremist groups more favourably than the wider public. They are also more likely to believe negatively framed disinformation about the UK. These differences persist even after controlling for differences in age, gender, ethnicity, income and education.
Variation within the public sector. Civil servants are closest to public opinion; teachers diverge more; and NHS workers diverge the most.
Controversies – such as reports of ‘two-tier justice’ – sharply erode trust in government. Simply being reminded of these incidents pushed about one in six otherwise trusting citizens below the official threshold for moderate trust in government.
