
Behavioral Economics Course
Behavioural 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 behavioural 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 behavioural interventions in organisational, financial, health, and public policy contexts. You will also develop skills in experimental design, behavioural data analysis, and critical appraisal of research evidence. By the end, you will be equipped to apply behavioural insights responsibly and effectively across professional settings.
How you study in practice Behavioral Economics Course
How you practise Behavioral Economics Course
For businesses looking to train their team
With Dedika for businesses, 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 Behavioural Economics
Foundations of Behavioural Economics
Lesson 1 • Classical vs. Behavioural Economic Models
Contrasts the rational-agent model with bounded rationality. Sets the conceptual baseline for all subsequent behavioural frameworks.
Lesson 2 • Research Methods in Behavioural Economics
Surveys experimental, field, and survey-based methods used to study behaviour. Equips students to evaluate evidence quality in behavioural studies.
Lesson 3 • History and Key Pioneers
Traces the discipline from early psychology-economics intersections to Nobel-recognised research. Contextualises why behavioural insights gained mainstream acceptance.
Lesson 4 • Core Assumptions of Human Decision-Making
Identifies the psychological premises underlying behavioural 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
Analyses 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 categorise 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 behaviour.
Lesson 5 • Expected Utility Theory Limitations
Reviews classical utility theory and its empirical failures. Motivates the need for a descriptive alternative grounded in observed behaviour.
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 behaviour.
Lesson 2 • Intertemporal Choice in Financial Decisions
Applies time-preference models to saving, borrowing, and investment behaviour. 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 behaviour. Shows how norm salience can be leveraged to shift behaviour 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 behaviour.
Lesson 3 • Cooperation, Competition, and Public Goods
Analyses 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 behavioural impact. Connects feedback loops to sustained behaviour change.
Lesson 4 • Social Proof and Normative Messaging
Applies social norm research to communication design. Students craft normative messages that shift behaviour through peer comparison.
Lesson 5 • Default Rules and Opt-In vs. Opt-Out
Demonstrates the outsized influence of default settings on enrolment and compliance. Applies default design to health, finance, and organisational contexts.
Chapter 7HideHide detailsSee detailsBehavioural Insights in Organisations
Behavioural Insights in Organisations
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 Behavioural Responses
Analyses how incentive structures interact with cognitive biases and social preferences. Students identify design flaws that produce unintended behavioural 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 • Behavioural Barriers to Organisational Change
Identifies cognitive and social obstacles that slow adoption of new processes. Provides behavioural strategies to overcome resistance and inertia.
Lesson 5 • Behavioural Ethics and Organisational Culture
Explores how situational factors and norms drive ethical lapses beyond individual character. Students design cultural safeguards against behavioural ethics failures.
Chapter 8HideHide detailsSee detailsBehavioural Public Policy and Programme Design
Behavioural Public Policy and Programme Design
Lesson 1 • Testing and Iterating Policy Interventions
Covers experimental and quasi-experimental methods for evaluating behavioural programmes. Emphasises iterative refinement based on evidence.
Lesson 2 • Ethics and Governance of Behavioural Policy
Examines transparency, consent, and accountability requirements for behavioural interventions. Prepares students to navigate ethical scrutiny in public and private sectors.
Lesson 3 • Scaling and Sustaining Behavioural Programmes
Addresses challenges of moving from pilot to population-level implementation. Covers habituation, adaptation, and long-term behaviour maintenance.
Lesson 4 • Behavioural Diagnosis of Policy Problems
Introduces a structured process for identifying behavioural barriers underlying policy failures. Connects diagnosis to targeted intervention selection.
Lesson 5 • Designing Behaviourally Informed Programmes
Applies choice architecture, norms, and commitment tools to programme design. Students translate behavioural 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 behaviour.
Marketing professionals: curious about the psychology driving consumer purchase decisions.
Public health practitioners: aiming to build programmes that change stubborn health habits.
Finance professionals: looking to explain investor behaviour that defies traditional models.
Entrepreneurs: eager to design products that align with how customers actually choose.
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