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The Behavioral Professional Improving Decision Making And Performance In The Public Sector Using Behavioral Science As An Additional Tool To Understand And Tackle Complex Policy Challenges(1st Edition)
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World Bank Group
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ISBN: 979-8840322246
Book publisher: Independently published
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The Behavioral Professional Improving Decision Making And Performance In The Public Sector Using Behavioral Science As An Additional Tool To Understand And Tackle Complex Policy Challenges 1st Edition Summary: 01. The behavioralprofessional in practice. Looking at the mirror.02. Connecting the dots. The three contexts of behavioral professionals.03. From behavioralinsights to solutions.0.4 An unfinished agenda. Moving towards the behavioral professional.ReferencesAnnex 1: The three contexts of behavioral professionals in detailAnnex 2 Common behavioral pitfalls among policy professionals Over the past decade, governments, multilateral organizations and think tanks have been increasingly using behavioral science as an additional tool to understand and tackle complex policy challenges in several sectors. Yet despite this increase in the use of behavioral science for policy design, little attention has been given so far to those individuals responsible for designing and implementing public policies and programs: policy professionals. Civil servants, like every human being, and against their best intentions, experience biases in information processing and are influenced by their mindsets as well as institutional and group contexts in multiple ways. This affects their decision-making, performance and, consequently, program design, implementation, and public services delivery. With the public sector responsible for 16 percent of total global employment, 30 percent of wage employment, and 38 percent of formal sector wage employment, the stakes could not be higher.1 There are myriad ways in which high level decision makers all the way down to frontline staff (social welfare workers, teachers, nurses, doctors, etc.) can affect access, quality and/or effectiveness of service delivery to beneficiaries. For example, recent work by the Mind, Behavior, and Development Unit (eMBeD) and the World Bank Health, Nutrition, and Population Global Practice in a large-scale national study in the Philippines revealed differences in beliefs among frontline health and nutrition workers regarding the root causes of stunting. It showed that those who agreed with views of child stunting being due to genetic and racial factors (vs. nutrition and prenatal care) were less likely to work in facilities that provided better maternal and child nutrition services. Similarly, looking at the current challenges around the COVID-19 vaccine roll-out, health workers’ own mindsets and beliefs on vaccine efficacy and safety are likely to affect their motivation as well as communication to beneficiaries. This is particularly critical for vaccine take-up given recent findings from vaccine hesitancy surveys that suggest that individuals see health sector workers as the most credible and trustworthy source of information on vaccine safety and efficacy. This note aims to achieve three objectives. First, it highlights recent examples building on work done by the eMBeD team and the World Bank at large on how behavioral bottlenecks can hinder key development goals, from ensuring inclusive and equitable education for all (SDG4) to ensuring good health and well-being (SDG3), among others. Second, the note proposes a behavioral framework highlighting the individual, group and institutional contexts that affect policy professionals. Finally, it showcases the relevance of the behavioral approach to a broad range of areas – including public service design, corruption and accountability, service design, access and delivery, civil servants’ performance – by pinpointing common bottlenecks faced, and potential solutions to overcome them.
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