Department of Psychology and Behavioural Science

  • Permalink Gallery

    Diversity and inclusion: it’s a numbers game, but not the one most people think

Diversity and inclusion: it’s a numbers game, but not the one most people think

If you were to ask a randomly selected member of the baby boomer generation what success looks like when it comes to diversity and inclusion, there’s a good chance you’d be told it was ‘representation’ (Smith, C.; Turner, S., 2015). In the representation paradigm the goal is simply about the head count – it is a numbers game. Each […]

The enemy within: the isolated B in BAME

Let’s face it, no one wants to talk race – for some it is inelegant or frankly improper, for others it blurs the lines of political correctness, but for most of us it’s just outright uncomfortable! Yet whatever group we identify with, race is something we cannot circumvent nor ignore. It surreptitiously pervades every aspect of our existence.

With all […]

  • Permalink Gallery

    Not all data is created equal: the promise and peril of algorithms for inclusion at work

Not all data is created equal: the promise and peril of algorithms for inclusion at work

In 2016, Microsoft unveiled its first AI chatbot, Tay, developed to interact and converse with users in real-time on Twitter and engage Millennials. Tay was released with a basic grasp of language based on a dataset of anonymised public data and some pre-written material, with the intention to subsequently learn from interactions with users.

On March 23, Tay took its […]

  • Permalink Gallery

    The cyclical relationship between innovation and inclusion in the workplace

The cyclical relationship between innovation and inclusion in the workplace

Workplaces are constantly evolving in the modern-day world. As such, business leaders must be readily adaptable in responding to new situations and problems as they occur. This continual advancement can cause a shift in the focus of an organisation’s business goals. Two areas that have seen recent prolonged interest within organisations are: innovation, and diversity and inclusion (D&I).

Innovation has […]

  • Permalink Gallery

    Managing the business challenges of COVID-19: the voice of leading academics

Managing the business challenges of COVID-19: the voice of leading academics

Leading academics in economics, management, and behavioural science, and leaders in major London businesses took part in a roundtable discussion in which they shared insights and ideas on how businesses can meet and adapt to the profound challenges presented by the COVID-19 pandemic. The event, hosted jointly by LSE and the Confederation of Business Industry (CBI), took place on […]

  • Permalink Gallery

    Moving from cheap talk to action: the case of diversity and inclusion

Moving from cheap talk to action: the case of diversity and inclusion

It is easy to talk about caring about diversity and inclusion. In fact, it would be hard to find a professional worker these days who would declare that they did not in public. It is also far too easy to write policies that are not enforced and make promises for change that go unfulfilled. This makes it all the […]

  • Permalink Gallery

    On being human: how behavioural science can help virtual working

On being human: how behavioural science can help virtual working

In 1816, Mary Shelley spent the summer in Geneva in the company of her family, Lord Byron and his physician John Polidori. The weather was dreadful due to the eruption of Mount Tamboro in Indonesia, and the group spent much of their time locked inside to escape the incessant rain. The group had stirring discussions on science and the […]

  • Permalink Gallery

    Cinco lecciones de ciencias del comportamiento para las reuniones virtuales de equipo

Cinco lecciones de ciencias del comportamiento para las reuniones virtuales de equipo

Con el inicio de COVID-19, muchas empresas han hecho la transición de espacios de trabajo físicos a virtuales, con tiempo el limitado para planearla o si él. Después de que las organizaciones hayan atravesado el obstáculo inicial de cambiar a su fuerza de trabajo a un formato virtual, se encontrarán en la búsqueda de una definición de negocio como tal. […]

  • Permalink Gallery

    Five behavioural science lessons for managing virtual team meetings

Five behavioural science lessons for managing virtual team meetings

With the onset of Covid-19, many firms have made the transition from physical workspaces to virtual ones, with limited or no planning time. After organisations get beyond the initial hurdle of shifting their workforce to a virtual format, they will be searching for a new definition of business as usual. During that time, it is important to bear in […]

Inclusión virtual durante el cierre sanitario por Covid-19

En marzo de 2020, como parte de la respuesta a COVID-19, empresas en el reino unido hicieron la transición de espacios de trabajos físicos a virtuales, con el tiempo limitado para la planeación o sin él. Un patrón similar ocurrió alrededor del mundo con diferentes fechas de inicio. Hoy en día, la mayoría de organizaciones han avanzado más allá […]

  • Permalink Gallery

    Covid-19: overcoming obstacles to virtual inclusion for City of London workers

Covid-19: overcoming obstacles to virtual inclusion for City of London workers

In March 2020, as part of the COVID-19 response, firms in the UK made the transition from physical workspaces to virtual ones, with limited or no planning time. A similar pattern happened across the globe with different start dates. Today, most organisations have moved beyond the initial hurdle of shifting their workforce to a virtual format, and are now […]

  • Permalink Gallery

    Long read: Cultural evolution, Covid-19, and preparing for what’s next

Long read: Cultural evolution, Covid-19, and preparing for what’s next

In 2015, in the wake of the West African Ebola epidemic, Bill Gates issued a warning (summarised in a TED Talk): Of the killers that could claim 10 million or more lives, the most likely was an epidemic. After any event, it is easy to point to those who predicted it, ignoring all those who predicted other possible futures or […]

  • Permalink Gallery

    The neglected fact of diversity research: religious identity in the workplace

The neglected fact of diversity research: religious identity in the workplace

Some years ago, we started to wonder when (or when not), how and why (or why not) employees are expressing their religious identity at work.

This interest was driven by some highly visible cases were employees’ religious beliefs were in conflict with work. For example, two Catholic midwives sought to avoid supervising abortion procedures, a case that reached the UK […]

Happy employees and their impact on firm performance

A growing number of companies claim to place a high priority on the wellbeing of their workers – and there is a fast-growing industry of firms selling products related to employee wellbeing. But does investing in employee wellbeing actually lead to higher productivity and are there any tangible benefits to the business bottom line? Experimental evidence such as Oswald […]

  • Permalink Gallery

    It takes a village: career choices are influenced by society more than by upbringing

It takes a village: career choices are influenced by society more than by upbringing

My recent research (joint with Warn Lekfuangfu) considers the extent to which societal shifts have been responsible for an increased tendency for women to sort into traditional male roles over time, versus individual level childhood factors (for example, socioeconomic status, parental time inputs, peer effects). In other words, we are interested in the extent that childhood factors, which vary within […]

  • Permalink Gallery

    What power does to you – the psychological consequences of power

What power does to you – the psychological consequences of power

We often blame the behaviours of those who have power and abuse it on the individual and his or her personality. That is, we make what psychologists call a dispositional attribution. But there is more to individual and personality differences when it comes to understanding the behaviour of those in power. In fact, what is often occulted are the […]

  • Permalink Gallery

    The invisible entrepreneur: from unemployment to unstable self-employment

The invisible entrepreneur: from unemployment to unstable self-employment

Since the 2008 financial crisis, entrepreneurship has become the preferred public solution to combat unemployment. Public discourses in many EU countries, including the UK, portray entrepreneurship as socially desirable and feasible. However, this ‘solution’ makes the unemployed responsible for creating their own jobs by asking them to stoically transition between unemployment and self-employment with little or no institutional support.

Thus, the […]

  • Permalink Gallery

    Design brands adjust their retail strategy to consumers’ personalities

Design brands adjust their retail strategy to consumers’ personalities

The luxury market is one of the most rapidly expanding industries around the world. Despite the financial crisis in 2008, the market for personal luxury goods has grown three times in size over the last 20 years. The industry has undergone, over the last decade, two major changes that have reshuffled the luxury landscape.

First, there has been an evolution […]

Apps like Tinder commodify the intangible

“One of the most basic processes in higher brains is the ability to carry out perceptual categorization – to ‘make sense’ of the world,” stated neuroscientist Gerald Edelman, in his neuroscientific analysis of consciousness. So what happens when the world becomes too noisy to make sense of?

As part of a small-scale MSc research project, I investigated young adults’ conceptualisations […]

  • Permalink Gallery

    Developing a tool to understand corporate culture from the outside

Developing a tool to understand corporate culture from the outside

Since May 2016, we have led an academic research project to develop a new approach to measuring corporate culture. This research has produced the Unobtrusive Corporate Culture Analysis Tool (UCCAT).

UCCAT is a theoretically based and scientifically tested methodology for analysing and benchmarking corporate culture. Uniquely, rather than gathering employee interviews and questionnaires to assess culture, UCCAT analyses publicly available […]