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World Development Report 2015 - Mind, Society, and Behavior-logo

World Development Report 2015 - Mind, Society, and Behavior

The World Bank

This report argues that development policies based on new insights into how people actually think and make decisions will help governments and civil society more readily tackle such challenges as increasing productivity, breaking the cycle of poverty from one generation to the next, and acting on climate change. Drawing from a wealth of research that suggests ways of diagnosing and solving the psychological and social constraints to development, the World Development Report identifies new policy tools that complement standard economic instruments. To inspire a fresh look at how development work is done, this report outlines three principles of human decision making: thinking automatically, thinking socially, and thinking with mental models. Much of human thinking is automatic and depends on whatever comes to mind most effortlessly. People are deeply social and are influenced by social networks and norms. Finally, most people do not invent new concepts; rather they use mental models drawn from their societies and shared histories to interpret their experiences. Because the factors affecting decisions are local and contextual, it is hard to predict in advance which aspects of program design and implementation will drive the choices people will make. Interventions therefore need to take account of the insights found in this report and be designed through a ‘learning by doing’ approach. This report applies the three principles to multiple areas, including early childhood development, productivity, household finance, health and health care, climate change and more.

This report argues that development policies based on new insights into how people actually think and make decisions will help governments and civil society more readily tackle such challenges as increasing productivity, breaking the cycle of poverty from one generation to the next, and acting on climate change. Drawing from a wealth of research that suggests ways of diagnosing and solving the psychological and social constraints to development, the World Development Report identifies new policy tools that complement standard economic instruments. To inspire a fresh look at how development work is done, this report outlines three principles of human decision making: thinking automatically, thinking socially, and thinking with mental models. Much of human thinking is automatic and depends on whatever comes to mind most effortlessly. People are deeply social and are influenced by social networks and norms. Finally, most people do not invent new concepts; rather they use mental models drawn from their societies and shared histories to interpret their experiences. Because the factors affecting decisions are local and contextual, it is hard to predict in advance which aspects of program design and implementation will drive the choices people will make. Interventions therefore need to take account of the insights found in this report and be designed through a ‘learning by doing’ approach. This report applies the three principles to multiple areas, including early childhood development, productivity, household finance, health and health care, climate change and more.
More Information

Description:

This report argues that development policies based on new insights into how people actually think and make decisions will help governments and civil society more readily tackle such challenges as increasing productivity, breaking the cycle of poverty from one generation to the next, and acting on climate change. Drawing from a wealth of research that suggests ways of diagnosing and solving the psychological and social constraints to development, the World Development Report identifies new policy tools that complement standard economic instruments. To inspire a fresh look at how development work is done, this report outlines three principles of human decision making: thinking automatically, thinking socially, and thinking with mental models. Much of human thinking is automatic and depends on whatever comes to mind most effortlessly. People are deeply social and are influenced by social networks and norms. Finally, most people do not invent new concepts; rather they use mental models drawn from their societies and shared histories to interpret their experiences. Because the factors affecting decisions are local and contextual, it is hard to predict in advance which aspects of program design and implementation will drive the choices people will make. Interventions therefore need to take account of the insights found in this report and be designed through a ‘learning by doing’ approach. This report applies the three principles to multiple areas, including early childhood development, productivity, household finance, health and health care, climate change and more.

Language:

English

Narrators:

Derek Perkins, Helen Clapp, Jaime Andrade, Lisa Hamm-Greenawalt, Michael Pearl

Length:

12h 30m


Chapters

Chapter 1
Chapter 1

06:42


Chapter 2
Chapter 2

01:09:53


Chapter 3
Chapter 3

01:07:03


Chapter 4
Chapter 4

01:10:00


Chapter 5
Chapter 5

49:04


Chapter 6
Chapter 6

53:53


Chapter 7
Chapter 7

46:22


Chapter 8
Chapter 8

56:34


Chapter 9
Chapter 9

01:03:07


Chapter 10
Chapter 10

45:49


Chapter 11
Chapter 11

01:06:57


Chapter 12
Chapter 12

52:12


Chapter 13
Chapter 13

25:59


Chapter 14
Chapter 14

13:04


Chapter 15
Chapter 15

12:40


Chapter 16
Chapter 16

06:46


Chapter 17
Chapter 17

05:59


Chapter 18
Chapter 18

05:24


Chapter 19
Chapter 19

10:27


Chapter 20
Chapter 20

04:06


Chapter 21
Chapter 21

05:28


Chapter 22
Chapter 22

02:04


Chapter 23
Chapter 23

02:48


Chapter 24
Chapter 24

01:36


Chapter 25
Chapter 25

03:56


Chapter 26
Chapter 26

02:38