Every workshop and keynote I deliver excludes most of what I know. But that’s not by accident.

Because my job isn’t to turn compliance professionals into behavioural scientists; it’s to help them think differently about the challenges they already face. 

That’s something that singles out great compliance teams, too. They’re not trying to turn everyone in the business into compliance experts. They’re trying to embed just enough compliance thinking that people make better decisions when it matters.

I think practical Behavioural Science should work the same way.

So I’m not interested in playing bias bingo. I could throw around lots of technical terms — ‘let me stop you there, Miguel, that’s confirmation bias’, ‘this is a classic case of loss aversion, Julia’ — but knowing the label rarely changes anything.

What’s more useful for people is understanding the human dynamic behind the behaviour and, more importantly, inspiring them to think about alternative solutions to the problems they’re facing.

If people leave one of my workshops remembering a long list of cognitive biases, I’ve probably missed my mark.

If they leave asking better questions, designing better interventions, and seeing their compliance challenges through a more human lens, that’s enough. In fact, that’s the whole point.