Christian Hunt

Behavioural Science is a diverse and exciting field with many career paths to explore, from shaping policy in government units to applying research in corporate settings and advancing knowledge in academia. This series features insights from professionals and academics, highlighting both the opportunities in the field and their journeys to their roles. Today, we hear from Christian Hunt.

Christian Hunt is the founder of Human Risk, a consultancy specialising in deploying Behavioural Science in Risk, Compliance, Conduct, and Culture. He was previously the Head of Behavioural Science, a role created specifically for him, at UBS. Before UBS, Christian was COO of the UK Prudential Regulation Authority. He hosts the Human Risk podcast and writes extensively about Behavioural Science and risk at www.human-risk.com and on Twitter @humanriskltd.

How does your work help others, and what motivated you to pursue this path?

I'll talk a little bit about what I try to do. And I say try because I think it's important in behavioural science to recognise that what we're doing is an experiment. We are trying to influence human decision making. That is me trying to influence the decision making of my clients and the people I work with, but also helping them to influence other people's decision making.

What I'm trying to do is help organisations mitigate human risk. I define human risk as the risk of people doing things they shouldn't or not doing things they should. This encompasses everything from people committing fraud to making mistakes because they're tired.

I look at the gamut of outcomes of human decision making within organisations and work with governments from a societal perspective, but organisations are the main thrust of my business. I'm helping people manage the risks posed by the humans they employ and possibly their customers and other stakeholders they interact with.

When things go wrong, there is always a human component involved, either causing the problem or making it worse by their reaction or inaction. Human risk is a very broad definition because I want to cover all of those things. The challenge is that human beings can do incredible things, but they can also be appalling. Defining human risk broadly allows me to say that human risk is the largest risk facing all organisations because there's always that human component.

Can you explain your approach to behavioural science and how it helps organisations mitigate human risk?

What I try to do is design systems and processes that get the best out of people while mitigating the worst. In the 21st century, we hire people to do things machines can't, like tasks that involve human attributes such as nuance, judgment, and emotional intelligence. To get the best out of people, we need to design environments that promote these attributes and restrict the negative aspects.

This manifests within organisations through compliance programs, ethics programs, health and safety protocols, and more. The reason organisations need help with this is that traditionally, the logic used is what I refer to as the employment contract fallacy—the idea that we employ you so we can tell you what to do. Legally correct, but a fallacy in practice because just because something's written in a contract doesn't mean people will automatically do it.

Organisations sometimes find it hard to codify things. For example, telling people to be ethical in a contract does not necessarily result in ethical behaviour. We need to start incentivising people to do things the right way and recognise the realities of their world. Employment contract logic often fails to recognise these realities. So, I help organisations think behaviourally about solving their problems, focusing on how people are likely to behave rather than how we would like them to behave.

What are some experiences that shaped your path and brought you to where you are today?

I had a very unique set of circumstances that got me to where I am today. It started with a natural curiosity about the world and why people behave the way they do. After a career in banking and accounting, I became a regulator by accident after the 2008 banking crisis. In 2011, I was brought into the regulator, which became part of the Bank of England as part of a reorganisation to respond to the crisis, tasked with bringing a different perspective.

One of my responsibilities as a regulator was dealing with rogue traders, like the one at UBS who almost took the firm down. This experience made me realise the impact one individual could have within a large organisation. I later became COO at the regulator, saw how things worked internally, and eventually moved to UBS, the firm that had sparked my thinking about human risk.

At UBS, I was responsible for compliance and operational risk, implementing regulations in a part of the firm that hadn't had major issues before. This experience made me realise the importance of understanding people and influencing their behaviour to ensure compliance and minimise risk. That's when I turned to behavioural science as a solution.

Can you share a particularly meaningful project that illustrates your points?

A lot of what I do is helping organisations meet their objectives by making their environments more efficient and compliant. For example, I worked on a project where I trained compliance, health, and safety officers to be better at communicating their messages. The most rewarding part of my work is the light bulb moments—when people suddenly understand what I'm talking about and get excited about it. These moments are like when a good teacher inspires their students, and you may never see the full impact of that inspiration. For me, the joy comes from knowing I've sparked something in someone, even if I don't see the end result.

The projects I'm proudest of are those where we've made significant improvements that might not be immediately visible but make a big difference over time. For example, when we streamline processes within an organisation, making things run smoother without people necessarily noticing the changes. It's like removing friction from a system—it might save each person just a few minutes, but when scaled across the organisation, the impact is substantial.

Additionally, my work often involves preventing bad things from happening, which is hard to measure. For instance, working with chemical weapons inspectors to ensure they follow strict protocols to prevent international incidents. While it's difficult to prove a negative outcome, knowing that these measures contribute to global safety is incredibly rewarding.

It's a really fascinating field. For someone looking to get into behavioural science and make a difference, what advice would you give them?

There is no substitute for curiosity. Being curious drives you to ask questions, seek answers, and explore new areas. Even if you're in a job you don't love, start asking questions. This will lead you to recognise problems and opportunities for improvement.

In terms of career path, you don't have to follow a traditional route. Behavioural science can be applied in many areas—compliance, health and safety, human resources, marketing, and more. You can start in one field and bring a behavioural perspective to it. The key is to develop a skill set that allows you to understand and influence human behaviour.

It's also important to remember that the world isn't black and white. You might work for a company with some ethical challenges but find ways to make positive changes from within. Balancing idealism with pragmatism is crucial. Understand the complexities and trade-offs involved in real-world decision-making.

What are some challenges you've faced in applying behavioural science in organisations?

One challenge is that many approaches rely on the presumption that people will automatically comply with policies and procedures. This is often not the case. People are driven by various factors, and we need to understand these to influence their behaviour effectively.

Another challenge is translating academic behavioural science into practical solutions. Many ideal behavioural interventions are not feasible in real-world settings due to constraints like time, resources, or organisational culture. We need to find ways to implement these ideas practically and effectively.

Additionally, getting buy-in from stakeholders can be difficult. People might be resistant to change or feel threatened by new approaches. It's important to communicate the benefits clearly and involve them in the process to ensure their support.

How do you ensure that your interventions are effective and sustainable?

It's about running experiments, testing ideas, and iterating based on feedback. Behavioural science is inherently experimental. We try different approaches, see what works, and refine our methods. It's important to work collaboratively with organisations, involving them in the process and making sure they understand the rationale behind the interventions.

Sustainability comes from designing systems that are easy to maintain and adapt. We aim to create solutions that integrate seamlessly into the existing workflows and culture of the organisation. This way, the interventions are more likely to be adopted and sustained over the long term.

If there’s one piece of advice you could give to your younger self or people in their early careers today, what would it be?

Follow your curiosity and be open to learning. The world is complex, and there are no simple solutions. Be willing to explore different perspectives, ask questions, and challenge assumptions. This mindset will not only make your work more fulfilling but also more impactful.

Remember, it's not just about having the right answers; it's about asking the right questions and being open to where those questions might lead you.

Thank you so much, Christian, for sharing your insights with us today