“助推方法”对智库循证实践的启示——以英国智库伦敦中心为例

Embedding Nudging in the Research Process of Evidence-Based Think Tanks——Insights from the Center for London,a UK-Based Think Tank

[目的/意义]助推方法是促进行为决策改变的干预方式。本文旨在通过对助推方法内嵌至智库研究流程的研究,为基于循证理念开展决策咨询工作的智库提供借鉴。[方法/过程]通过对英国智库伦敦中心的研究方法和实践展开个案研究,分析将基于“确定问题–构建方案–实验证明–方案评估”四步骤的助推方法内嵌至智库研究流程中,开展循证决策咨询工作的可行性。[结果/结论]将助推方法引入智库研究,不仅能充分调用基于案头获得的背景型证据、数据型证据和专家型证据,也通过随机对照试验生成新的用户型证据,有助于形成经过验证的政策干预方案,呈现给决策者以供其循证决策。

[Purpose/significance]Nudging is an intervention technique that aims to influence behavior and decision-making by altering the choice architecture of decision environments.This paper aims to contribute to evidence-based think tanks by exploring the potential benefits of incorporating the nudging method into the research process as a means of generating validated evidence.[Method/process]To examine the integration of the nudging method,which follows a four-step process of problem identification,solution construction,testing,and evaluation,into the research workflow of think tanks to facilitate evidence-based decision-making consultation,this paper conducts a case analysis of the research methods and practices employed by the Center for London,a UK-based think tank.[Result/conclusion]The integration of nudging into the research process of think tanks enables the synthesis of various forms of evidence,including background evidence,data evidence,and expert evidence during the stages of problem identification and solution design.Additionally,by conducting randomized controlled trials,the approach also generates new evidence based on user behavior.Throughout this process,the initial policy intervention solutions are evaluated and revised to yield a verified solution that can inform evidence-based decision-making by policymakers.