Many low-income households in the US miss out on social safety net benefits because of the information, compliance, and psychological costs associated with take-up of government assistance. Yet, the empirical evidence on the impact of learning and psychological costs on take-up, and how to reduce them, is mixed. Leaning on an administrative burden framework, this paper measures the role of reducing learning costs and stigma on demand for rental assistance in two field experiments (N = 117,073) conducted in two US cities. We find that providing information about emergency rental assistance increased program application requests by 52% compared to a no-communication control group. Moreover, subtle framing changes aimed at destigmatizing rental assistance increased engagement with the communication by 36% and increased application requests by about 18% relative to an information-only group, with potentially larger effects for renters of color. In two subsequent online experiments (N = 1,258), we document that the destigmatizing framing reduces internalized stigma, without affecting perceptions of the program itself.

This paper documents the existence of a “Formality Effect” in government communications. Across three online studies and three field experiments in different policy contexts (total N = 67,632), we show that, contrary to scholar and practitioner predictions, formal government communications are more effective at influencing resident behavior than informal government communications. In exploring mechanisms, we show that formality operates as a heuristic for credibility and importance. Recipients view the source of a formal letter as more competent and trustworthy, and view the request itself as more important to take action on, despite no change in comprehension nor in perceived ease of taking action. These findings have immediate implications for government communicators and open the door for a renewed focus on how the design and presentation of information impacts behavior.

Governments increasingly use RCTs to test innovations before scale up. Yet, we know little about whether and how they incorporate the results of the experiments into policy-making. We follow up with 67 U.S. city departments which collectively ran 73 RCTs in collaboration with a national Nudge Unit. Compared to most contexts, the barriers to adoption are low. Yet, city departments adopt a nudge treatment in follow-on communication in 27% of cases. As potential determinants of adoption we consider (i) the strength of the evidence, as determined by the RCT itself, (ii) features of the organization, such as “organizational capacity” of the city and whether the city staff member working on the RCT has been retained, and (iii) the experimental design, such as whether the RCT was implemented as part of pre-existing communication. We find (i) a limited impact of strength of the evidence and (ii) some impact of city features, especially the retention of the original staff member. By far, the largest predictor of adoption is (iii) whether the communication was pre-existing, as opposed to a new communication. We consider two main interpretations of this finding: organizational inertia, in that changes to pre-existing communications are more naturally folded into year-to-year city processes, and costs, since new communications may require additional funding. We find the same pattern for electronic communications, with zero marginal costs, supporting the organizational inertia explanation. The pattern of results differs from the predictions of both experts and practitioners, who over-estimate the extent of evidence-based adoption. Our results underline the importance of considering the barriers to evidence adoption, beginning at the stage of experimental design and continuing after the RCT completion.

Public servants’ mental health can impact how, how well, and to whom services are delivered. In this article, we extend the Job Demands-Resources (JD-R) framework to consider whether employees’ perceptions of themselves, their co-workers, and beneficiaries predict higher psychological distress during the COVID-19 pandemic. Through a survey of state and local public servants (n = 3,341), we report alarming rates of psychological distress: one in three employees are burnt out and one in five are experiencing compassion fatigue. Those who view government as the place to make a difference, and those who perceive co-workers as competent, are less likely to report distress. Those who attribute poverty to systemic factors, and not to individual flaws of beneficiaries, experience higher distress. These findings suggest an urgent need to prioritize public servant mental health, and show that individual perceptions of self and others can predict variation in psychological distress, even in periods of widespread crisis.

Nudge interventions have quickly expanded from academic studies to larger implementation in so‐called Nudge Units in governments. This provides an opportunity to compare interventions in research studies, versus at scale. We assemble a unique data set of 126 RCTs covering 23 million individuals, including all trials run by two of the largest Nudge Units in the United States. We compare these trials to a sample of nudge trials in academic journals from two recent meta‐analyses. In the Academic Journals papers, the average impact of a nudge is very large—an 8.7 percentage point take‐up effect, which is a 33.4% increase over the average control. In the Nudge Units sample, the average impact is still sizable and highly statistically significant, but smaller at 1.4 percentage points, an 8.0% increase. We document three dimensions which can account for the difference between these two estimates: (i) statistical power of the trials; (ii) characteristics of the interventions, such as topic area and behavioral channel; and (iii) selective publication. A meta‐analysis model incorporating these dimensions indicates that selective publication in the Academic Journals sample, exacerbated by low statistical power, explains about 70 percent of the difference in effect sizes between the two samples. Different nudge characteristics account for most of the residual difference.

Government agencies around the world struggle to retain frontline workers, as high job demands and low job resources contribute to persistently high rates of employee burnout. Although four decades of research have documented the predictors and potential costs of frontline worker burnout, we have limited causal evidence on strategies that reduce it. In this article, we report on a multicity field experiment (n = 536) aimed at increasing perceived social support and affirming belonging among 911 dispatchers. We find that a 6-week intervention that prompts dispatchers to share advice anonymously and asynchronously with their peers in other cities reduces burnout by 8 points (0.4 standard deviations) and cuts resignations by more than half (3.4 percentage points) 4 months after the intervention ended. We provide supporting evidence that the intervention operates by increasing perceived social support and belonging in an online laboratory experiment (n = 497). These findings suggest that low-cost belonging affirmation techniques can reduce frontline worker burnout and help agencies retain workers, saving a mid-sized city at least $400,000 in personnel costs.

Objectives: The coronavirus disease 2019 (COVID-19) pandemic has presented extreme challenges for health care workers. This study sought to characterize challenges faced by physician mothers, compare differences in challenges by home and work characteristics, and elicit specific needs and potential solutions. Methods: We conducted a mixed-methods online survey of the Physician Moms Group (PMG) and PMG COVID19 Subgroup on Facebook from April 18th to 29th, 2020. We collected structured data on personal and professional characteristics and qualitative data on home and work concerns. We analyzed qualitative data thematically and used bivariate analyses to evaluate variation in themes by frontline status and children's ages. Results: We included 1,806 participants in analysis and identified 10 key themes. The most frequently identified need/solution was for Community and Government Support (n = 545, 47.1%). When comparing frontline and nonfrontline physicians, those on the frontline more frequently raised concerns about Personal Health and Safety (67.8% vs. 48.4%, p < 0.001), Organizational Communication and Relationships (31.8% vs. 23.8%, p < 0.001), and Family Health and Safety (27.2 vs. 16.6, p < 0.001), while nonfrontline physicians more frequently addressed Patient Care and Safety (56.4% vs. 48.2%, p < 0.001) and Financial/Job Security (33.8% vs. 46.9%, p < 0.001). Participants with an elementary school-aged child more frequently raised concerns about Parenting/Homeschooling (44.0% vs. 31.1%, p < 0.001) and Work/Life Balance (28.4 vs. 13.7, p < 0.001), and participants with a preschool-aged child more frequently addressed Access to Childcare (24.0 vs. 7.7, p < 0.001) and Spouse/Partner Relationships (15.8 vs. 9.5, p < 0.001), when compared to those without children in these age groups. Conclusions: The physician workforce is not homogenous. Health care and government leaders need to understand these diverse challenges in order to meet physicians' professional and family needs during the pandemic.

Physicians experience burnout and anxiety in the course of their work. Public health emergencies may exacerbate burnout and anxiety. Recent research from China has found that anxiety among health care workers during the COVID-19 pandemic was disproportionately experienced by women (1). Previous studies consistently demonstrate higher levels of burnout among women (2). Scholars have emphasized the importance of investigating the experiences of women and mothers (3) because work-related and childcare disruptions from the pandemic may disproportionately affect women.

Police departments struggle to recruit officers, and voluntary drop-off of candidates exacerbates this challenge. Using four years of administrative data and a field experiment conducted in the Los Angeles Police Department, the authors analyze the impact of administrative burden on the likelihood that a candidate will remain in the recruitment process. Findings show that reducing friction costs to participation and simplifying processes improve compliance, as behavioral public administration would predict. Applicants who were offered simpler, standardized processes completed more tests and were more likely to be hired. Later reductions to perceived burden led to an 8 percent increase in compliance, with a 60 percent increase in compliance within two weeks. However, removing steps that would have allowed for better understanding of eligibility kept unqualified candidates in the process for longer, reducing organizational efficiency. These results extend the field’s understanding of how administrative burden can impact the selection of talent into government.

The last decade has seen remarkable growth in the field of behavioral public administration, both in practice and in academia. In both domains, applications of behavioral science to policy problems have moved forward at breakneck speed; researchers are increasingly pursuing randomized behavioral interventions in public administration contexts, editors of peer-reviewed academic journals are showing greater interest in publishing this work, and policy makers at all levels are creating new initiatives to bring behavioral science into the public sector. However, because the expansion of the field has been so rapid, there has been relatively little time to step back and reflect on the work that has been done and to assess where the field is going in the future. It is high time for such reflection: where is the field currently on track, and where might it need course correction?

In the past decade, public sector organizations around the world have worked to simplify administrative processes as a way to improve user experience and compliance. Academic evidence on administrative burden supports this approach and there is a strong body of research showing that learning costs, compliance costs, and psychological costs help to explain why residents do not always take up programs for which they are eligible. This article considers the role of these types of costs in a different set of resident-state interactions: compliance with regulations. We present the results of three large field experiments aimed at improving resident compliance with municipal housing codes using targeted behavioral interventions. We find that contacting property owners earlier, redesigning first notices, and proactively communicating with previous violators, can significantly improve compliance by 14.7 percent, 3.3 percent, and 9.2 percent, respectively, with costs savings ranging from 6 to 15 percent of a city's annual enforcement budget. Our results counterintuitively suggest that sometimes adding steps to an administrative process can reduce the costs associated with the resident-state interaction.

For public services to be delivered more effectively, the government workforce needs to diversify. Studies have shown that when public servants more closely match the communities they serve, outcomes improve, either because the public servants themselves act differently or because beneficiaries respond to them differently. For police forces across the country, the need is particularly urgent since almost 75% of officers are white. So how do we encourage more and different people to apply for public sector jobs, and to the police in particular? One option is to learn which kinds of messaging are more likely to bring in applicants of color. In one study, recruitment messaging that emphasized challenging work or career opportunities were more successful in attracting applicants of color than messaging about serving the community.

Design Qualitative analysis of physician mothers’ free-text responses to the open question: “We want to hear your story and experience. Please share” included in questions about workplace discrimination. Three analysts iteratively formulated a structured codebook, then applied codes after inter-coder reliability scores indicated high concordance. The relationships among themes and sub-themes were organized into a conceptual model illustrated by exemplary quotes.
Participants Respondents to an anonymous, voluntary online survey about the health and wellbeing of physician mothers posted on a Facebook group, the Physician Moms Group, an online community of US physicians who identify as mothers.
Results We analyzed 947 free-text responses. Participants provide diverse and vivid descriptions of experiences of maternal discrimination. Gendered job expectations, financial inequalities (including lower pay than equally qualified colleagues and more unpaid work), limited opportunities for advancement, lack of support during the pregnancy and postpartum period, and challenging work-life balance are some of the key themes identified. In addition, participants’ quotes show several potential structural drivers of maternal discrimination and describe the downstream consequences of maternal discrimination on the physician herself, her career, family, and the healthcare system.
Conclusions These findings provide a view of maternal discrimination directly from the perspective of those who experience it. Women physicians report a range of previously uncharacterized ways in which they experience maternal discrimination. While certain aspects of these experiences are consistent with those reported by women across other professions, there are unique aspects of medical training and the medical profession that perpetuate maternal discrimination.

Retaining women in academic medicine is challenging, despite gender parity in medical training. Child-rearing and differential preferences on work-life balance may contribute to sex differences in retention in medicine.1 Retaining women during childbearing years is central to gender parity, as even short workforce interruptions can have long-term consequences—and may partially explain the gender wage gap. Our goal was to examine variations in childbearing and family leave policies at top US medical schools.

How to increase diversity in the police is an unanswered question that has received significant political and media attention. One area of intervention is the recruitment process itself. This study reports the results of a randomized controlled trial (RCT) in a police force that was experiencing a disproportionate drop in minority applicants during one particular test. Drawing on insights from the literatures on stereotype threat, belonging uncertainty and values affirmation exercises, we redesigned the wording on the email inviting applicants to participate in the test. The results show a 50 per cent increase in the probability of passing the test for minority applicants in the treatment group, with no effect on white applicants. Therefore, the intervention closed the racial gap in the pass rate without lowering the recruitment standard or changing the assessment questions.

How to increase diversity in the police is an unanswered question that has received significant political and media attention. One area of intervention is the recruitment process itself. This study reports the results of a randomized controlled trial (RCT) in a police force that was experiencing a disproportionate drop in minority applicants during one particular test. Drawing on insights from the literatures on stereotype threat, belonging uncertainty and values affirmation exercises, we redesigned the wording on the email inviting applicants to participate in the test. The results show a 50 per cent increase in the probability of passing the test for minority applicants in the treatment group, with no effect on white applicants. Therefore, the intervention closed the racial gap in the pass rate without lowering the recruitment standard or changing the assessment questions.

There is a human capital crisis looming in the public sector as fewer and fewer people show interest in government jobs. At the same time, many public sector organizations struggle with increasing the diversity of their workforce. Although many institutional forces contribute to the challenge, part of the solution is in how government recruits. This study presents the results of a field experiment aimed at attracting more and different people to apply to a police force by varying job advertisements in a postcard. The results suggest that focusing on public service motivation (PSM) messages is ineffective at attracting candidates that would not have applied anyway. Rather, messages that focus on the personal benefits of applying to the job—either emphasizing the challenge of the job or the career benefits—are three times as effective at getting individuals to apply as the control, without an observable loss in applicant quality. These messages are particularly effective for people of color and women, thereby supporting a key policy goal of the police to increase diversity of applicants.