The success of nearly all public- and private- sector policies hinges on the behavior of individuals, groups, and organizations. Today, such behaviors are better understood than ever, thanks to a growing body of practical behavioral science research. However, policymakers often are unaware of behavioral science findings that may help them craft and execute more effective and efficient policies. The pages of this new journal will become a meeting ground: a place where scientists and non-scientists can encounter clearly described behavioral research that can be put into action. By design, the scope of BSP is broad, with topics spanning health care, financial decisionmaking, energy and the environment, education and culture, justice and ethics, and work place practices. Contributions will be made by researchers with expertise in psychology, sociology, law, behavioral economics, organization science, decision science,and marketing. The first issue includes articles that challenge assumptions that many people have about behavioral policy interventions.
This includes the assumption that intuitions are a valid indication of policy effectiveness, the assumption that large effects require large interventions, the assumption that pre-selecting defaults is more coercive than forcingcitizens to make a choice, and the assumption that the effectiveness of behavioral ""nudges"" requires that people not be informed about them. The journal is a key offering of the Behavioral Science & Policy Association in partnership with the Brookings Institution. The mission of BSPA is to foster dialog between social scientists, policymakers, and other practitioners in order to promote the applicationof rigorous empirical behavioral science in ways that serve the public interest. BSPA does not advance a particular agenda or political perspective.