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Uri Gneezy      

Professor of Economics and Strategy and the Epstein/Atkinson Chair in Behavioral Economics

Uri’s early work on when and why incentives can backfire has become the cornerstone in a compelling line of research that explores when traditional economic theories fail to explain real human behavior. He is the co-author of the Washington Post bestseller, "The Why Axis." His work has been covered by the New York Times, the Wall Street Journal, and has been featured in the bestselling books "Freakonomics," "Predictably Irrational," and "Drive." Known for putting behavioral economics to work in the real world, Uri’s research focuses on helping organizations use behavioral economics to optimize incentive schemes. He is the Epstein/Atkinson Endowed Chair in Behavioral Economics and Professor of Economics & Strategy at the Rady School of Management, University of California, San Diego and a visiting professor at the University of Amsterdam Center for Research in Experimental Economics and Political Decision Making (CREED).

Speech Topics

Managing Incentives— teaching managers to use the right incentives to maximize productivity and creativity.

Sometimes it’s cheaper to use a compliment then cash and as managers we are never taught how to optimize the incentives we have at our disposal.

Structuring Reward Programs That Work: Customer Promotions and Loyalty Programs

In some cases, small changes to the incentive structure can have a dramatic impact, positive or negative, on customer engagement and loyalty. In this talk, Uri illustrates how to identify and avoid waste in commonly used incentive programs. Then, drawing on insights from previous research in behavioral economics and psychology and providing examples from his recent work, he shows how small differences in the structure of incentives programs can greatly impact effectiveness.

Providing a framework of six simple principles that can help organizations evaluate and improve incentive schemes, Uri teaches participants to apply these principles to customer reward & loyalty programs.

Optimizing Employee Incentives

The assumption that all incentives are created equal can lead managers to overestimate the return on employee incentive programs and fail to recognize valuable cost savings. Research in the field of psychology and behavioral economics has shown how small changes to incentive structure can have a dramatic impact on the organization’s goals. Too often, companies put incentives in place without an accurate measure of the effect they have on behavior.

Uri Gneezy’s research explores when and why incentives work (or don’t work) to motivate behavior. In this talk, Uri discusses how incentives should be structured to maximize employee productivity and will help managers evaluate and improve employee incentive schemes.

Putting Behavioral Economics to Work

Businesses are increasingly applying insights from behavioral economics in a wide range of areas including product pricing, marketing strategies, incentives and shaping consumer behavior. However, many companies currently lack the knowledge necessary to take advantage of behavioral economics. Understanding the psychological principles affecting the choices and behavior of customers, employees, and other stakeholders can give organizations a competitive advantage. In this talk, employees will learn (1) how insights from behavioral economics can be incorporated into business strategy, (2) how to pinpoint the most important behavioral considerations impacting an organization’s goals, and (3) how to use small-scale business experiments to accurately measure the effectiveness of behavioral interventions.


Economists Spurn Conventional Wisdom to Boost Fundraising ...

gneezy and list. Photo of John List by Lloyd De Grane. John List and Uri Gneezy say charities should run their own experiments instead of following rules of ...

7 Magic Words for Getting the Best Price | Spark with Nora Young ...

Looking for the best prices possible? According to behavioral economist Uri Gneezy, using 7 special words can make all the difference.

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