
Behavioral Economics Course
Behavioral Economics bridges the gap between how people are supposed to decide and how they actually do. This course gives you a rigorous, research-backed framework for understanding cognitive biases, social norms, and decision-making under uncertainty. Whether you work in policy, management, finance, or marketing, you'll gain tools that translate directly into smarter strategies and better outcomes.
What you will learn:
You will build a thorough understanding of behavioral economics, from its theoretical foundations to applied intervention design. The course covers heuristics and cognitive biases, prospect theory, time preferences, social norms, and nudge theory. You will learn how to design and evaluate behavioral interventions in organizational, financial, health, and public policy contexts. You will also develop skills in experimental design, behavioral data analysis, and critical appraisal of research evidence. By the end, you will be equipped to apply behavioral insights responsibly and effectively across professional settings.
How you study in practice Behavioral Economics Course
How you practise Behavioral Economics Course
For companies looking to train their team
With Dedika for Business, the course includes exercises and examples tailored to your own business and the way your company needs.
Course Content
8 Chapters • 38 LessonsDuration between 4 and 360 hours (you decide)
Chapter 1HideHide detailsSee detailsFoundations of Behavioral Economics
Foundations of Behavioral Economics
Lesson 1 • Classical vs. Behavioral Economic Models
Contrasts the rational-agent model with bounded rationality. Sets the conceptual baseline for all subsequent behavioral frameworks.
Lesson 2 • Research Methods in Behavioral Economics
Surveys experimental, field, and survey-based methods used to study behavior. Equips students to evaluate evidence quality in behavioral studies.
Lesson 3 • History and Key Pioneers
Traces the discipline from early psychology-economics intersections to Nobel-recognized research. Contextualizes why behavioral insights gained mainstream acceptance.
Lesson 4 • Core Assumptions of Human Decision-Making
Identifies the psychological premises underlying behavioral models. Provides the mental framework students apply throughout the course.
Chapter 2HideHide detailsSee detailsHeuristics and Cognitive Biases
Heuristics and Cognitive Biases
Lesson 1 • Anchoring and Adjustment Bias
Analyzes how initial reference points distort final judgments. Demonstrates anchoring effects in negotiation, pricing, and forecasting.
Lesson 2 • Overconfidence and Optimism Biases
Covers miscalibration of confidence and unrealistic optimism. Links these biases to planning failures and risk underestimation.
Lesson 3 • Confirmation Bias and Motivated Reasoning
Explores selective information processing driven by prior beliefs. Shows how motivated reasoning undermines objective analysis.
Lesson 4 • Availability and Representativeness Heuristics
Examines two foundational heuristics and the biases they generate. Connects each heuristic to documented decision errors in professional contexts.
Lesson 5 • Introduction to Heuristics
Defines heuristics as adaptive tools that sometimes misfire. Grounds students in why shortcuts exist before examining their failure modes.
Chapter 3HideHide detailsSee detailsProspect Theory and Loss Aversion
Prospect Theory and Loss Aversion
Lesson 1 • The Prospect Theory Value Function
Explains the S-shaped value function defined over gains and losses. Students interpret diminishing sensitivity and reference-point dependence.
Lesson 2 • Probability Weighting and Decision Weights
Covers the nonlinear transformation of probabilities in prospect theory. Explains overweighting of small probabilities and underweighting of large ones.
Lesson 3 • Mental Accounting and Framing Effects
Shows how people categorize outcomes into separate mental accounts. Connects framing to prospect theory predictions about choice reversals.
Lesson 4 • Loss Aversion Across Domains
Quantifies loss aversion and traces its effects across consumer, financial, and workplace contexts. Builds ability to spot loss-aversion-driven behavior.
Lesson 5 • Expected Utility Theory Limitations
Reviews classical utility theory and its empirical failures. Motivates the need for a descriptive alternative grounded in observed behavior.
Chapter 4HideHide detailsSee detailsTime Preferences and Self-Control
Time Preferences and Self-Control
Lesson 1 • Present Bias and Procrastination
Defines present bias as disproportionate weighting of immediate rewards. Links present bias to procrastination and under-saving behavior.
Lesson 2 • Intertemporal Choice in Financial Decisions
Applies time-preference models to saving, borrowing, and investment behavior. Students connect theory to real financial decision patterns.
Lesson 3 • Self-Control Strategies and Commitment Devices
Examines how individuals and institutions use precommitment to overcome present bias. Provides a toolkit of self-control mechanisms applicable in policy and product design.
Lesson 4 • Exponential vs. Hyperbolic Discounting
Contrasts time-consistent exponential discounting with hyperbolic discounting. Establishes why hyperbolic discounting predicts observed preference reversals.
Chapter 5HideHide detailsSee detailsSocial Preferences and Norms
Social Preferences and Norms
Lesson 1 • Social Norms and Conformity
Distinguishes descriptive from injunctive norms and their influence on behavior. Shows how norm salience can be leveraged to shift behavior at scale.
Lesson 2 • Identity, Group Membership, and Choice
Explores how social identity shapes preferences and constrains choices. Applies identity economics to workplace motivation and consumer behavior.
Lesson 3 • Cooperation, Competition, and Public Goods
Analyzes free-rider problems and conditions that sustain cooperation. Equips students to design incentive structures that promote collective action.
Lesson 4 • Fairness and Inequity Aversion
Introduces models where agents dislike unequal outcomes even when advantageous. Grounds fairness preferences in experimental ultimatum and dictator game evidence.
Lesson 5 • Reciprocity and Trust
Covers positive and negative reciprocity as drivers of cooperation and punishment. Connects trust game results to workplace and contractual relationships.
Chapter 6HideHide detailsSee detailsNudge Theory and Choice Architecture
Nudge Theory and Choice Architecture
Lesson 1 • Evaluating Nudge Effectiveness
Provides criteria and methods for assessing whether nudges achieve intended outcomes. Covers effect size benchmarks, unintended consequences, and scalability.
Lesson 2 • Principles of Choice Architecture
Defines choice architecture and its core levers: defaults, framing, and salience. Establishes the ethical and practical rationale for libertarian paternalism.
Lesson 3 • Salience, Simplification, and Feedback
Shows how making information prominent and simple increases its behavioral impact. Connects feedback loops to sustained behavior change.
Lesson 4 • Social Proof and Normative Messaging
Applies social norm research to communication design. Students craft normative messages that shift behavior through peer comparison.
Lesson 5 • Default Rules and Opt-In vs. Opt-Out
Demonstrates the outsized influence of default settings on enrollment and compliance. Applies default design to health, finance, and organizational contexts.
Chapter 7HideHide detailsSee detailsBehavioral Insights in Organizations
Behavioral Insights in Organizations
Lesson 1 • Motivation Beyond Monetary Incentives
Examines intrinsic motivation, purpose, and recognition as complements to pay. Challenges the assumption that financial incentives always dominate.
Lesson 2 • Incentive Design and Behavioral Responses
Analyzes how incentive structures interact with cognitive biases and social preferences. Students identify design flaws that produce unintended behavioral outcomes.
Lesson 3 • Decision Quality and Debiasing in Teams
Covers group decision-making failures and structured techniques to improve judgment. Equips managers to build debiasing practices into team processes.
Lesson 4 • Behavioral Barriers to Organizational Change
Identifies cognitive and social obstacles that slow adoption of new processes. Provides behavioral strategies to overcome resistance and inertia.
Lesson 5 • Behavioral Ethics and Organizational Culture
Explores how situational factors and norms drive ethical lapses beyond individual character. Students design cultural safeguards against behavioral ethics failures.
Chapter 8HideHide detailsSee detailsBehavioral Public Policy and Program Design
Behavioral Public Policy and Program Design
Lesson 1 • Testing and Iterating Policy Interventions
Covers experimental and quasi-experimental methods for evaluating behavioral programs. Emphasizes iterative refinement based on evidence.
Lesson 2 • Ethics and Governance of Behavioral Policy
Examines transparency, consent, and accountability requirements for behavioral interventions. Prepares students to navigate ethical scrutiny in public and private sectors.
Lesson 3 • Scaling and Sustaining Behavioral Programs
Addresses challenges of moving from pilot to population-level implementation. Covers habituation, adaptation, and long-term behavior maintenance.
Lesson 4 • Behavioral Diagnosis of Policy Problems
Introduces a structured process for identifying behavioral barriers underlying policy failures. Connects diagnosis to targeted intervention selection.
Lesson 5 • Designing Behaviorally Informed Programs
Applies choice architecture, norms, and commitment tools to program design. Students translate behavioral diagnoses into concrete intervention components.
Your valid completion certificate
This course is for you:
Policy analysts: wanting to understand why citizens ignore rational incentives.
HR managers: seeking to redesign workplace systems around real human behavior.
Marketing professionals: curious about the psychology driving consumer purchase decisions.
Public health practitioners: aiming to build programs that change stubborn health habits.
Finance professionals: looking to explain investor behavior that defies traditional models.
Entrepreneurs: eager to design products that align with how customers actually choose.
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