Title: Nudge Theory
Headings: What is Nudge Theory?
What is Nudge Theory?
Background - Thaler and Sunstein
Introduction
Overview and Relevance
'Nudge' At A Glance
Definitions
History and Origins
About Prospect theory..
Main Elements, Principles and Terminology
Philosophy
The Choice Architect
How People Think and Decide
Heuristics Overview
Heuristics Overview in Thaler-Sunstein 'Nudge' Theory
'Humans' and 'Econs'
Automatic vs Reflective Systems Of Thinking
Note that 'Automatic/System One' thinking is not bad or stupid. On the contrary...
Heuristics
Human Thinking and Deciding Tendencies ('heuristics' = 'nudges')
'Nudge' Heuristics In Detail
Anchoring and Adjustment (comparison and guessing)
Availability (perceived popularity/frequency/rarity, visibility, commonness)
Representativeness (stereotyping, comparison)
Optimism/over-confidence (over/under-estimation, complacency, ignoring or taking risks)
Loss aversion (holding on, resistance)
Status quo bias (inertia, resistance to change, default to inaction)
Framing (orientation, accentuation, presentation)
Temptation (greed, ego, short-term reward, inability to delay gratification)
Mindlessness (negligence, not concentrating)
Self-control strategies (habits and routines to counter weaknesses)
Following the Herd (conforming, mob instinct)
Spotlight Effect (anxiety, pressure, 'all eyes on me', fear of making mistakes)
Priming (preparing people for thinking and decisions)
Feedback (during thinking and decision-making, enabling correction and useful experience)
Other Types of 'Nudges'
Supplementary Heuristics
Supplementary Heuristics ('Nudges')
Additional 'Nudges' - Detail
Positioning - locating things, moving things, prominence
Limiting - expiry dates, limited stock, and 'forbidden fruit'
Sympathy - Ease of adoption, path of least resistance ('water flows downhill')
Accessibility - efficiency of communication, reach, penetration
Likeability - reputation, trust, credibility, honesty, integrity, ethics
Relevance - meaningful fit with audience needs, situation, self-image
Mood-changers - inspiration, passion, flair, intrigue, humour/humor
Fear - thinking driven by risk or threat
Facilitation - helping people understand and decide, according to their personal needs and thinking processes and  responses
Sensory - sounds/music, smells, touch, colour/color, temperature, humidity, etc
Smells
Sounds
Other
Nudge Theory Is For Everyone
Develop, Adapt, and Use Nudge Theory
Nudge Toolkit
Nudge Theory Toolkit
How to Use the Nudge Toolkit
Summary
Glossary of Terms
Nudge Theory and Related Concepts
See Also
Authorship/Referencing

Content: Given that so many of these  choices and influences are extremely unhelpful for people, this is a major area of opportunity for the development and use of Nudge theory, even if it were not envisaged as such by its creators. Nudge theory is very relevant to leadership , motivation , change management, and many aspects of personal/self-development. Nudge theory also draws from and connects to many other models of motivation and management, for example: the classic motivational theories of Maslow , McGregor , Herzberg
philosophical thinking, such as the psychological contract, and ethical business and management
Nudge theory seeks to minimize resistance and confrontation, which commonly arise from more forceful 'directing' and autocratic methods of 'changing' people/behaviour. Note the differences: Enforced Change
Nudge Techniques
'Forcing' methods drastic, direct, and require conscious determined effort (by the person/people being 'changed'). Nudge methods are easier for people to imagine doing, and less threatening and disruptive to actually do. 'Forcing' methods are confrontational and liable to provoke resistance. Nudge methods are indirect, tactical, and less confrontational - nudge methods may be cooperative and pleasurable. Significantly, and easily overlooked, Nudge theory can also be used to identify, explain, and modify existing heuristic effects on  people and society groupings - especially where these effects are unhelpful or damaging to people/society.