Governments are increasingly using behavioural insights to design, enhance and reassess their policies and services. Applying these insights means governments adopting a more realistic view of human behaviour than they have in the past – and achieving better outcomes as a result.
However, elected and unelected government officials are themselves influenced by the same heuristics and biases that they try to address in others. This report explores how this happens – and how these biases can be addressed or mitigated. To do this, we focus on three core activities of policymaking: noticing, deliberating and executing.