Corruption Matters - June 2021 | Issue 57
How to guide behaviour and gain compliance
The NSW Department of Customer Service's Behavioural Insights Unit approaches compliance and corruption by observing and reacting to the way we behave. Sometimes it’s not just about the moral code we live by, but about designing systems to facilitate and trigger moral outcomes.
“We look at behaviours, and the features of systems and environments that influence these behaviours,” says Dr Nicky Quinn, Senior Behavioural Advisor, Behavioural Insights Unit. “Seemingly irrelevant details in our environment can have a profound influence on whether we comply with procedures or act with integrity.”
Research suggests, for example, that in some settings we are more likely to be dishonest if we are simply tired or feeling depleted1 or we have just been reminded that we earn less than other people around us. 2
“Given we know these behavioural factors can be just as important as the moral values of an individual, it’s important to design systems with them in mind,” adds Dr Quinn. Here are five ways recommended by the unit to help navigate the behaviour of staff for better outcomes.
1 ) Make complying with procedures easy
Procedures should be fast, clear and concise (only essential components). Instructions and questions should avoid legalese and be unambiguous.
2) Provide feedback and advertise positive compliance norms
A lack of feedback is known to reduce compliance in some settings. Even an automatic response to individuals, thanking them for their disclosure, could close this feedback loop.
3) Make individuals accountable for compliance
We are more likely to follow through with an action if we are being held individually accountable.
4) Increase the awareness of the victims of non-compliance
People are more likely to comply when they are reminded of who they might hurt if they do not comply. For recruitment processes, for example, highlight the impact on individuals who might be unfairly overlooked for a role because of a failure to carry out the correct screening process.
5) Test to optimise systems and messages
Evaluate practices in your own setting to determine if they’re working; what may have worked elsewhere might not translate in your organisation.
1 D Ariely and S Jones,The (honest) truth about dishonesty, 2012.
2 LK John et al, “Cheating more for less: Upward social comparisons motivate the poorly compensated to cheat,” Organizational Behavior and Human Decision Processes, 2014.
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