Regular handwashing with soap is believed to have substantial impacts on child health in the developing world. Most handwashing campaigns have failed, however, to establish and maintain a regular practice of handwashing. Motivated by scholarship that suggests handwashing is habitual, we design, implement, and analyze a randomized field experiment aimed to test the main predictions of the rational addiction model. To reliably measure handwashing, we develop and produce a novel soap dispenser, within which a time-stamped sensor is embedded. We randomize distribution of these soap dispensers as well as provision of monitoring (feedback reports) or monitoring and incentives for daily handwashing. Relative to a control arm in which households receive no dispenser, we find that all treatments generate substantial improvements in child health as measured by child weight and height. Our key test of rational addiction is implemented by informing a subset of households about a future boost in monitoring or incentives. We find that (1) both monitoring and incentives increase handwashing relative to receiving only a dispenser, (2) these effects persist after monitoring or incentives are removed, and (3) the anticipation of monitoring increases handwashing rates significantly, implying that individuals internalize the habitual nature of handwashing and accumulate habit stock accordingly. Our results are consistent with the key predictions of the rational addiction model, expanding its relevance to settings beyond what are usually considered “addictive” behaviors.

In January 2018, Husk Power had just raised $20 million to scale operations for a second time. From 2007 through 2013, Husk built 80 biomass waste (primarily rice husk from rice mills) plants that provided electricity to 250,000 villagers and shop owners spread across 350 villages in India and Africa.
By 2015, Husk underwent a major pivot. Rather than a rural electrification vision aimed at providing power to rural households through biomass gasification alone, Sinha envisioned plants organized around village commercial customers that used biomass gasification, solar energy and battery power in tandem, allowing for power generation nearly 24-7. To bring this vision to reality Sinha ceased operations of nearly all of the existing plant locations and began the conversion to new locations built around the “new” hybrid plant. Thus in 2015, Husk was operating a mere 10 power plants and serving roughly 2000 customers, down from the 80 plants and roughly 250,000 customers they had prior to this shift. After downsizing and reorganizing operations, was Husk Power once again ready to scale?