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Our latest Freakonomics Radio episode is called “Big Returns from Thinking Small.” (You can subscribe to the podcast at iTunes or elsewhere, get the RSS feed, or.

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Our latest Freakonomics Radio episode is called “How to Get More Grit in Your Life.” (You can subscribe to the podcast at iTunes or elsewhere, get the RSS feed. Binge watching is America’s new favorite pastime. I mean, what could be better than plopping on the couch to watch a TV show from start to finish in the course of a. BibMe Free Bibliography & Citation Maker - MLA, APA, Chicago, Harvard. Watch Freakonomics online. Get Unlimited Access to Hulu’s Library; Choose Limited or No Commercials.

Big Returns from Thinking Small(Photo Credit: cocoparisienne) Our latest Freakonomics Radio episode is called “Big Returns from Thinking Small.” (You can subscribe to the podcast at i. Tunes or elsewhere , get the RSS feed, or listen via the media player above.)By day, two leaders of Britain’s famous Nudge Unit use behavioral tricks to make better government policy. By night, they repurpose those tricks to improve their personal lives. They want to help you do the same. Below is a transcript of the episode, modified for your reading pleasure. For more information on the people and ideas in the episode, see the links at the bottom of this post. And you’ll find credits for the music in the episode noted within the transcript.*      *      * Owain SERVICE: Actually, one area in my failure to apply these very same principles was when I was learning to drive.

MUSIC: Dorian Charnis, “Snap Jazz”]Allow me to introduce … Owain Service. SERVICE: I’m the managing director of the Behavioral Insights Team and one of the co- authors of Think Small. Think Small is a new book — details to come later. And the Behavioral Insights Team is a quasi- governmental unit in Britain more casually known as the Nudge Unit — again, details later. For now, let’s stick to Service learning to drive.

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SERVICE: I learned to drive in the traditional way. I had an instructor who knew the basics and then I took the driving test and I failed. So I lined up another test.

I did a bit of practicing in between and then failed  again. I actually couldn’t tell you how many times I failed to pass my driving test. I almost blanked it out of my memory, but probably seven or eight times before I eventually passed.

Stephen DUBNER: Wow. SERVICE: Impressive, eh? DUBNER: Yeah, yeah. SERVICE: And what I should have done, and would have done if I’d have read our book before, was to step back and break down the process of passing a test into a series of different steps.

I think one of the things that we often do when we fail at something is to just go gung- ho into trying again. But one of the things that the literature shows — and I know that you’ve explored on this podcast — is that actually you should break down that process and then to focus on the things which need most attention and most work. MUSIC: Jack Wyles, “Thank U Ornette”](Photo Credit: Mike. Bird)That is, rather than focusing on the big goal — learning to drive — you should, in essence, think small. SERVICE: And that’s exactly what I didn’t do and was behind the fact that I ended up taking that test many times. DUBNER: That’s a very useful story, especially now I know that if you ever offer me a lift I should probably turn it down because, even though you ultimately passed, plainly you have no natural skill for driving. Today on Freakonomics Radio: Owain Service and his co- author Rory Gallagher, a fellow Nudge- ist, get small on a variety of topics.

SERVICE: I wanted to buy what I considered to be a very frivolous gift for myself. Rory GALLAGHER: I wasn’t morbidly obese but I was definitely packing a few pounds. SERVICE: “Nine out of 1. GALLAGHER: And then when I got home, I found out that the board didn’t actually fit in the lift in my apartment. SERVICE: What could possibly go wrong? And they go big, too — as in government big: GALLAGHER: One of the dirty secrets of government is actually that we don’t know whether what we’re doing works a lot of the time. We’ve just met Owain Service.

DUBNER: Owain Service is a nice aptonym for someone in public service. Do you think your name played a role in your destiny? SERVICE: It’s a good question from one of the authors of Freakonomics. It’s something I thought about a lot, and I’ve tended to be at the end of many people’s amusing jokes and anecdotes. But the reality is that you can get the word “service” into so many different contexts. I could have been pre- ordained to take a number of different routes, the National Health Service or Her Majesty’s Secret Service.

The list is a long one. But ultimately public service is where I found my place.

Service is managing director of the Behavioral Insights Team, based in London. As for his co- author, Rory Gallagher … GALLAGHER: I head up the Behavioral Insights Team’s operations in the Asia- Pacific and I’m based in Sydney. The team’s mission is to design policy interventions based on a scientific understanding of human behavior. Recently, for instance, hoping to fight antimicrobial resistance, they tried to persuade some prescription- happy doctors to go easy on the antibiotics. GALLAGHER: We had a very simple intervention, which was to write to those doctors who were prescribing the highest amounts of antibiotics and just let them know that they were in that top cohort, and things that they could do to avoid over- prescription.

It was primarily about feedback, about where they sat compared to their peers, but also a set of specific actions that they then could take. DUBNER: And how effective was it? GALLAGHER: It was very effective. Over the six- month period of the trial, GPs [general practitioners] who received that specific letter prescribed an estimated 7.

Gallagher and Service — behavioral- science investigators by day — became behavioral- science practitioners by night; at home, with their families, trying to work out their own issues. They became their own guinea pigs, distilling the insights from big government policies into a self- help manual called Think Small. Stella Days Full Movie. SERVICE: This is all about taking a long- term goal and then breaking it down into a series of manageable steps. GALLAGHER: And unless you get those details right, being very clear about what it is you’re trying to achieve, by when and how, you actually won’t get over those initial hurdles.

Gallagher and Service both came from academic backgrounds … GALLAGHER: I did a Ph. D. in the social sciences, which led to behavior change and health promotion in Southeast Asia. SERVICE: I studied subjects called “social and political sciences” at Cambridge.

At the time, there wasn’t really anything like it in the in U. K. GALLAGHER: I got a bit frustrated that I probably wouldn’t be able to have the social impact that I wanted. SERVICE: It blended them together in a relatively unique way. And strangely enough, David Halpern taught social psych on that program too. That’s where we originally met.

David HALPERN: I used to teach psychology at Cambridge. And that is David Halpern. HALPERN: I was lifetime- tenured, in fact, at Cambridge. SERVICE: What ultimately happened was that David had been pursuing an academic career but then became a bit frustrated in terms of the policy applications of academia.

Halpern didn’t want to be just another academic writing papers that stayed in academia. He wanted to see smart behavioral research applied to actual policy. HALPERN: You might think, “Well, why wouldn’t it be that?

A more realistic model of human behavior should surely be at the heart of thinking about policy in government.” Traditionally, that hasn’t been true. In 2. 00. 1, Halpern left Cambridge.

SERVICE: He then joined a unit that was set up in central government called the Prime Minister’s Strategy Unit. Owain Service again. SERVICE: Which worked on long- term strategic thinking for the U.

K. government. I often describe it as a bit of an in- house think tank or management consultancy for government. And that’s where I found my first role in public service. Rory Gallagher also joined the Strategy Unit. Its remit wasn’t specifically geared towards behavioral science, but David Halpern began pushing his cause.

Rather than trying to legislate pro- social behaviors — like saving for retirement or eating healthier — he argued that finding a way to nudge people toward these behaviors would be less punitive and more cost- effective. This idea, popular in academia, was quite new to government. Halpern left the Strategy Unit in 2.

Now there was a new prime minister, David Cameron.