We often know what we should do but don’t act —like understanding the importance of a healthy diet but still making poor food choices. This is the know-do gap: the gap between knowledge and action.
In digital transformation, this gap appears in many ways. For example, teaching staff may recognise the potential of digital assessment—such as improved accessibility and efficiency—but stick to traditional paper-based tests. Similarly, an organisation may understand the value of data analytics but doesn’t incorporate it into decision-making.
How do we move from knowing to doing?
One approach is nudge theory, which uses small changes in how choices are presented to influence behaviour. For instance, Wales saw a rise in organ donations by switching from an opt-in to an opt-out system.
This approach uses principles such as:
- Choice Architecture: Designing environments to make better choices easier.
- Defaults: Setting beneficial default options, like the opt-out system for organ donation.
- Simplification: Reducing complexity to lower barriers to action.
- Feedback and Reminders: Providing timely prompts to keep individuals on track.
- Social Proof: Highlighting others’ positive actions to inspire similar behaviour.
An important ethical consideration here is that nudges must be transparent and respect individual choice.
Photo by Nick Fewings on Unsplash
Nudges initiate behaviour change and, when combined with reinforcement strategies, can support lasting impact. As we explore in the Jisc Digital Leaders Programme through change management models like ‘ADKAR’, reinforcing these behaviours ensures they are embedded into everyday practice.
How can we use nudges to improve digital engagement?
Here are a few practical ways organisations can use nudges to close the know-do gap:
- Provide timely digital training reminders: Place training links prominently on the intranet homepage and send reminders to lower barriers to access.
- Celebrate success stories through case studies: Highlight achievements using relatable examples to inspire action from others.
- ‘Quick-Win’ digital checklists: Provide simple, achievable steps for digital skills that build confidence.
- Interactive workshops: Design sessions where staff can see the relevance of a session for their context and apply what they learn immediately.
- Digital champions: Staff may feel more comfortable seeking help from colleagues they know and trust. Digital champions within their department can offer guidance and ongoing support.
Part of a wider strategy
Nudge theory is no silver bullet and has its critics, but it can play a role in a broader strategy for closing the know-do gap. With thoughtful application, institutions can drive meaningful change and move from vision to implementation.
What has worked for you?
What strategies have you tried to bridge the know-do gap? What challenges have you faced in engaging staff with digital transformation? Share your insights in Jisc’s free digital leadership and culture forum to exchange ideas and refine your approach.
Further reading
Hockley, T. (2022). Do Nudges Work? Debate over the effectiveness of ‘nudge’ provides a salutary lesson on the influence of social science.
Indeed Career Guide. (2024). What is the ADKAR model and how does it work?
Seah, C. (2015). Bridging the ‘know-do’ gap in healthcare.
Witynski, M. (2024). Behavioral Economics, explained.
