Humanizing Rules

Humanizing Rules

by Christian Hunt
Released March 2023
Publisher(s): Wiley
ISBN: 9781394177400

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Book description

Manage and mitigate the human side of risk

In Humanizing Rules: Bringing Behavioural Science to Ethics and Compliance, veteran risk adviser and trainer Christian Hunt delivers an incisive and practical discussion of how to mitigate the risk of people doing things they shouldn't or failing to do things they should. In the book, you'll explore effective strategies for achieving compliance that work with – rather than against – the grain of natural human thinking and behaviour.

The authors challenge existing presumptions about managing risk and show you practical techniques and examples you can deploy today in your own organisation. You’ll also find:

  • Strategies for preventing adverse events that go beyond simply assuming that, because someone is employed, they can be told what to do
  • Techniques for risk mitigation in environments which are difficult to codify
  • Ways to improve positive engagement on the part of employees critical to risk management

An effective and essential text in managing the human contribution to adverse and negative events, Humanizing Rules is a must-read for compliance professionals, Chief Risk Officers and other risk executives, managers, directors, and other business leaders with an interest in reducing the likelihood and impact of risk.

Table of contents

  1. COVER
  2. TITLE PAGE
  3. COPYRIGHT
  4. PREFACE
    1. What Is This Book About?
    2. What Is Human Risk?
    3. Who Is the Book For?
    4. What Does It Cover?
    5. What Doesn't It Cover?
    6. How Is It Structured?
  5. USER MANUAL
    1. How to Use This Book
    2. Terminology
  6. INTRODUCTION
    1. You Had One Job
    2. Hitting the Headlines
    3. The Business of Influencing Human Decision‐Making
    4. The Riskiest Part of Banking Isn't the Banking
    5. Human Risk 1
    6. Human Risk 2
    7. Human Reward
    8. Notes
  7. PART I: INTRODUCING BEHAVIOURAL SCIENCE
    1. CHAPTER 1: A MATTER OF PERSPECTIVE
      1. Gone Fishing
      2. The Employment Contract Fallacy
      3. Attestation
      4. Induction Training
      5. Because We Employ You, We Can Tell You What to Do
      6. Contracts Are for Disputes, Not Relationships
      7. What's In It for Me?
      8. New Perspective, New Job
      9. Notes
    2. CHAPTER 2: RIGHT TOOLS FOR THE JOB
      1. Scissors, But for Pizza
      2. The Right Tools for the Job
    3. CHAPTER 3: THE TRADITIONAL TOOLKIT
      1. What We've Always Done
      2. Back to Childhood
      3. Orders
      4. Rules & Principles
      5. Bribery & Punishment
      6. The Marketing Approach
      7. Blunt Instruments
      8. Escalation Risk
      9. The Behavioural Toolkit
      10. Notes
    4. CHAPTER 4: WHAT IS THE JOB?
      1. There Are Rules, and There Are Rules
      2. COVID Compliance
      3. Training or Box‐Ticking?
      4. Awareness
      5. Understanding
      6. Autonomy
      7. Desired Outcome
      8. Note
    5. CHAPTER 5: INTRODUCING BEHAVIOURAL SCIENCE
      1. Behavioural Science
      2. Nudge
      3. Thinking Fast and Slow
      4. Cognitive Biases and Heuristics
      5. The Human Algorithm
      6. Not at Home to Mr. Logic
      7. Common Cognitive Biases
      8. The Three Drivers
      9. Notes
    6. CHAPTER 6: BEHAVIOURAL DRIVER 1: OUR EXPERIENCE AND KNOWLEDGE
      1. Invisible Ink
      2. The Importance of Experience
      3. Evolution
      4. Confirmation Bias
      5. Agency, or the Coat Problem
      6. Repetition Suppression
      7. The Curse of Knowledge
      8. Sunk Cost Fallacy
      9. Implications for Humanizing Rules
      10. Notes
    7. CHAPTER 7: BEHAVIOURAL DRIVER 2: OTHER PEOPLE
      1. The Shed
      2. The Wisdom of the Crowd
      3. Behavioural Contagion
      4. They Must Know Something I Don't
      5. Social Proof
      6. Blind Carbon Copy
      7. Messengers
      8. Implications for Humanizing Rules
      9. Notes
    8. CHAPTER 8: BEHAVIOURAL DRIVER 3: CONTEXT
      1. Is It a Television, or Is It a Bike?
      2. Context Matters
      3. Passenger Experience
      4. What You See Is All There Is
      5. Framing
      6. Sometimes the Survey Is the Advert
      7. Anchoring
      8. Scarcity
      9. The Video Is the Training
      10. Implications for Humanizing Rules
      11. Notes
  8. PART II: HUMANS
    1. CHAPTER 9: INTRODUCING HUMANS
      1. Why We Need a Framework
      2. What Is a Behavioural Intervention?
      3. Dress Code
      4. HUMANS Overview
      5. Affordances
      6. What the HUMANS Framework Is Not
      7. Notes
    2. CHAPTER 10: H IS FOR HELPFUL
      1. Der Grüne Pfeil
      2. H Is for Helpful
      3. What Is Helpful?
      4. Timing Is Everything
      5. Key Questions
      6. Note
    3. CHAPTER 11: U IS FOR UNDERSTAND
      1. Save the Surprise
      2. U Is for Understood
      3. The Curse of Dunning and Kruger
      4. Key Questions
    4. CHAPTER 12: M IS FOR MANAGEABLE
      1. See Something, Say Something
      2. M Is for Manageable
      3. When a Fine Is a Fee
      4. Key Questions
      5. Note
    5. CHAPTER 13: A IS FOR ACCEPTABLE
      1. Rebalancing the Marketplace
      2. A Is for Acceptable
      3. Is It Fair?
      4. How Do We Know Something Is Fair?
      5. Key Questions
      6. Notes
    6. CHAPTER 14: N IS FOR NORMAL
      1. You Don't Need a Label
      2. N Is for Normal
      3. Key Questions
      4. Note
    7. CHAPTER 15: S IS FOR SALIENT
      1. I Thought It Would Be Bigger
      2. S Is for Salient
      3. Coffee Shop
      4. Station Announcements
      5. Weather Forecasts
      6. Key Questions
      7. Notes
    8. CHAPTER 16: HOW TO USE HUMANS
      1. Potential Actions
      2. Standing on the Shoulders
      3. Going Dutch
      4. FEAST
      5. Other Frameworks Are Available
      6. Notes
  9. PART III: THE SIX RULES
    1. CHAPTER 17: THE SIX RULES
      1. Introduction
      2. Rule One: Compliance Is an Outcome, Not a Process
      3. Rule Two: 100% Compliance Is Neither Achievable Nor Desirable
      4. Rule Three: When Putting on a Show, Make Sure You Know Your Audiences
      5. Rule Four: Design for the Willing, Not the Wilful
      6. Rule Five: If One Person Breaks a Rule, You've Got a People Problem; If Lots of People Break a Rule, You've Got a Rule Problem
      7. Rule Six: Just Because You Can Doesn't Mean You Should
    2. CHAPTER 18: RULE NUMBER ONE
      1. Beatings Will Continue Until Morale Improves
      2. Outcome
      3. compliance Is Not Compliance
      4. Look Where You Want to Go
      5. The Business of Influencing Human Decision‐Making
      6. The Human Algorithm Is Not Logical
    3. CHAPTER 19: RULE NUMBER TWO
      1. Zero Accidents
      2. Zero Tolerance
      3. People Are People
      4. The World Is Changing
      5. Hiring Humans to Be Human
      6. Recoverable vs Irrecoverable
      7. In Aggregate, Not in Isolation
      8. Back to Zero Accidents
      9. Note
    4. CHAPTER 20: RULE NUMBER THREE
      1. What's the Point of Airport Security?
      2. Welcome to the Theatre
      3. ROK Ready Theatre
      4. Deterrent Theatre
      5. Role Model Theatre
      6. Box‐Ticking Theatre
      7. Backstage Tour
      8. When the Scenery Falls
    5. CHAPTER 21: RULE NUMBER FOUR
      1. Have You Ever…?
      2. Immigration Logic
      3. How “Bad” People React
      4. “Bad” People vs “Good” People
      5. How “Good” People React
      6. Declassify Form I‐94W
      7. Notes
    6. CHAPTER 22: RULE NUMBER FIVE
      1. Ever Stuck
      2. The Bigger Picture
      3. The Power of the Collective
      4. The Wisdom of the Crowd
      5. Ergodicity
      6. Removing “Air Cover”
      7. It's the Stupid, System
    7. CHAPTER 23: RULE NUMBER SIX
      1. Jurassic Park but for Komodo Dragons
      2. Compliance Meets Ethics
      3. COM‐B: how Capability, Opportunity, Motivation drives Behaviour
      4. The Streisand Effect
      5. Notes
  10. PART IV: RADAR
    1. CHAPTER 24: INTRODUCING RADAR
      1. Where Do I Begin?
      2. Introducing RADAR
      3. Collective Not Individual
      4. What Is RADAR?
      5. Opposites Attract
      6. How to Use RADAR
      7. What Data Do You Have?
      8. The Armour Goes Where the Bullet Holes Aren't
      9. What We Have (May Be) All There Is
      10. Data Dynamics
      11. Notes
    2. CHAPTER 25: R IS FOR REBELLIOUS
      1. Introduction
      2. Rumsfeldian Analysis
      3. Crime Data
      4. Unknowns
      5. My Word Is My Bond
      6. WYSIATI Again
      7. Practical Application: Radar Inc.
    3. CHAPTER 26: A IS FOR ADAPTIVE
      1. Introduction
      2. Cognitive Dissonance
      3. Rationale
      4. Identifying “Adaptive” Behaviour
      5. Know Your Limits
      6. Near Misses
      7. I've Been Voluntold
      8. Notes
    4. CHAPTER 27: D IS FOR DISSENTING
      1. Introduction
      2. Rationale
      3. Identifying Dissenting Behaviour
      4. Surveys
      5. Ask Disruptively
      6. Feedback Matters
      7. Actions Speak Louder Than Words
      8. Notes
    5. CHAPTER 28: A IS ALSO FOR ANALYTICAL
      1. Introduction
      2. Rationale
      3. Genuine Interest
      4. Fence Testing
      5. FAQ Logic
      6. Expected or Unexpected?
      7. The Hypothetical Actual
      8. Identifying “Analytical” Behaviour
      9. Good News or Bad News?
      10. Teaching Rule‐Breaking
      11. Practical Application: Radar Inc.
      12. Notes
    6. CHAPTER 29: R IS ALSO FOR REMARKABLE
      1. Introduction
      2. Rationale
      3. Two Unspoken Truths
      4. What Is Realistic?
      5. Expectation Management
    7. CHAPTER 30: CONCLUSION
      1. Lessons from a Sexologist
      2. Compliance in the Wild
      3. The Solution
      4. And, Finally
      5. Notes
  11. ACKNOWLEDGEMENTS
  12. ABOUT THE AUTHOR
  13. INDEX
  14. END USER LICENSE AGREEMENT

Product information

  • Title: Humanizing Rules
  • Author(s): Christian Hunt
  • Release date: March 2023
  • Publisher(s): Wiley
  • ISBN: 9781394177400