Jon Jachimowicz is an Assistant Professor of Business Administration in the Organizational Behavior Unit at Harvard Business School, where he teaches the Leadership and Organizational Behavior course (LEAD) in the Required Curriculum.
Professor Jachimowicz's research focuses on two topics. First, he studies employees' passion for their work, highlighting that passion is an attribute that varies over time. As a result, employees can pursue their passion, fall out of passion, and learn how to maintain their passion. In addition, his research highlights that passion manifests in observable behaviors which are readily perceived by others who react to those who express passion. Second, he studies economic inequality, exploring how disparities in income are perceived, and how they influence individuals' emotions and behaviors. He particularly focuses on how those at the bottom of the income distribution can be supported to attain more favorable long-term outcomes. In exploring both topics, Professor Jachimowicz takes an interdisciplinary approach, leveraging theory from social psychology, behavioral economics, sociology, and organizational behavior, and conducts field experiments in collaboration with companies, local government, and NGOs.
Professor Jachimowicz received a Ph.D. in Management from Columbia Business School, an M.Phil. in Innovation, Strategy, and Organization from the University of Cambridge, and an M.A. in Psychology and Management from the University of St Andrews. His work has been published in the Proceedings of the National Academy of Sciences, Nature Human Behaviour, and Organizational Behavior and Human Decision Processes.
When people make decisions with a pre-selected choice option—a “default”—they are more likely to select that option. Because defaults are easy to implement, they constitute one of the most widely employed tools in the choice architecture toolbox. However, to decide when defaults should be used instead of other choice architecture tools, policy makers must know how effective defaults are and when and why their effectiveness varies. To answer these questions, we conduct a literature search and meta-analysis of the 58 default studies (pooled n = 73,675) that fit our criteria. While our analysis reveals a considerable influence of defaults (d = 0.68, 95% confidence interval = 0.53–0.83), we also discover substantial variation: the majority of default studies find positive effects, but several do not find a significant effect, and two even demonstrate negative effects. To explain this variability, we draw on existing theoretical frameworks to examine the drivers of disparity in effectiveness. Our analysis reveals two factors that partially account for the variability in defaults’ effectiveness. First, we find that defaults in consumer domains are more effective and in environmental domains are less effective. Second, we find that defaults are more effective when they operate through endorsement (defaults that are seen as conveying what the choice architect thinks the decision-maker should do) or endowment (defaults that are seen as reflecting the status quo). We end with a discussion of possible directions for a future research program on defaults, including potential additional moderators and implications for policy makers interested in the implementation and evaluation of defaults.
Jon M. Jachimowicz, Joe J. Gladstone, Dan Berry, Charlotte L. Kirkdale, Tracey Thornley and Adam D. Galinsky
Poor compliance of prescription medication is an ongoing public health crisis. Nearly half of patients do not take their medication as prescribed, harming their own health while also increasing public health care costs. Despite these detrimental consequences, prior research has struggled to establish cost-effective and scalable interventions to improve adherence rates. We suggest that one reason for the limited success of prior interventions is that they make the personal health costs of non-adherence insufficiently prominent, while a higher saliency of these costs may motivate patients to adhere more. In the current research, we test whether an intervention that makes the personal health costs of non-compliance more salient for patients will increase their medication adherence. To do so, we conducted a randomized controlled trial with 16,191 patients across 278 UK pharmacies over a 9-month time period and manipulated the perceived consequences of medication non-adherence. We find that patients who received a treatment highlighting the personal health costs of non-compliance were significantly more likely to adhere to their medication than three comparison groups (odds ratio = 1.84, 95% confidence interval = 1.37–2.47). Shifting patients’ focus to the personal health costs of non-compliance may thus offer a potentially cost-effective and scalable approach to improving medication adherence.
Jon M. Jachimowicz, Christopher To, Shira Agasi, Stéphane Côté and Adam D. Galinsky
Prior research attributes the positive effects of passion on professional success to intrapersonal characteristics. We propose that interpersonal processes are also critical because observers confer status on and support those who express passion. These interpersonal benefits of expressing passion are, however, contingent on several factors related to the expresser, perceiver, and context. Six studies, including entrepreneurial pitches from Dragons’ Den and two preregistered experiments, establish three key findings. First, observers conferred status onto and increased their support for individuals who express passion; importantly, expressing passion affected how admired—but not how accepted—someone was. Second, these effects were weaker when passion was expressed in an inappropriate manner/context and when observers disagreed with the target of expresser’s passion. Third, in competitive contexts, expressing passion became threatening and decreased the support individuals received from others. These results demonstrate that passion’s effects travel, in part, through the gravitational pull exerted by expressing passion.
Jon M. Jachimowicz, Oliver P. Hauser, Julia D. O'Brien, Erin Sherman and Adam D. Galinsky
Sustaining large-scale public goods requires individuals to make environmentally friendly decisions today to benefit future generations. Recent research suggests that second-order normative beliefs are more powerful predictors of behaviour than first-order personal beliefs. We explored the role that second-order normative beliefs—the belief that community members think that saving energy helps the environment—play in curbing energy use. We first analysed a data set of 211 independent, randomized controlled trials conducted in 27 US states by Opower, a company that uses comparative information about energy consumption to reduce household energy usage (pooled N = 16,198,595). Building off the finding that the energy savings varied between 0.81% and 2.55% across states, we matched this energy use data with a survey that we conducted of over 2,000 individuals in those same states on their first-order personal and second-order normative beliefs. We found that second-order normative beliefs predicted energy savings but first-order personal beliefs did not. A subsequent pre-registered experiment provides causal evidence for the role of second-order normative beliefs in predicting energy conservation above first-order personal beliefs. Our results suggest that second-order normative beliefs play a critical role in promoting energy conservation and have important implications for policymakers concerned with curbing the detrimental consequences of climate change.
Jon M. Jachimowicz, Andreas Wihler, Erica R. Bailey and Adam D. Galinsky
Prior studies linking grit—defined as perseverance and passion for long-term goals—to performance are beset by contradictory evidence. As a result, commentators have increasingly declared that grit has limited effects. We propose that this inconsistent evidence has occurred because prior research has emphasized perseverance and ignored, both theoretically and empirically, the critical role of passion, which we define as a strong feeling toward a personally important value/preference that motivates intentions and behaviors to express that value/preference. We suggest that combining the grit scale—which only captures perseverance—with a measure that assesses whether individuals attain desired levels of passion will predict performance. We first metaanalyzed 127 studies (n = 45,485) that used the grit scale and assessed performance, and found that effect sizes are larger in studies where participants were more passionate for the performance domain. Second, in a survey of employees matched to supervisor-rated job performance (n = 422), we found that the combination of perseverance, measured through the grit scale, and passion attainment, measured through a new scale, predicted higher performance. A final study measured perseverance and passion attainment in a sample of students (n = 248) and linked these to their grade-point average (GPA), finding that the combination of perseverance and passion attainment predicted higher GPAs in part through increased immersion. The present results help resolve the mixed evidence of grit’s relationship with performance by highlighting the important role that passion plays in predicting performance. By adequately measuring both perseverance and passion, the present research uncovers grit’s true predictive power.
Jon M. Jachimowicz, Salah Chafik, Sabeth Munrat, Jaideep C. Prabhu and Elke U. Weber
Why do the poor make shortsighted choices in decisions that involve delayed payoffs? Foregoing immediate rewards for larger, later rewards requires that decision makers (i) believe future payoffs will occur and (ii) are not forced to take the immediate reward out of financial need. Low-income individuals may be both less likely to believe future payoffs will occur and less able to forego immediate rewards due to higher financial need; they may thus appear to discount the future more heavily. We propose that trust in one’s community—which, unlike generalized trust, we find does not covary with levels of income—can partially offset the effects of low income on myopic decisions. Specifically, we hypothesize that low-income individuals with higher community trust make less myopic intertemporal decisions because they believe their community will buffer, or cushion, against their financial need. In archival data and laboratory studies, we find that higher levels of community trust among low-income individuals lead to less myopic decisions. We also test our predictions with a 2-y community trust intervention in rural Bangladesh involving 121 union councils (the smallest rural administrative and local government unit) and find that residents in treated union councils show higher levels of community trust and make less myopic intertemporal choices than residents in control union councils. We discuss the implications of these results for the design of domestic and global policy interventions to help the poor make decisions that could alleviate poverty.
We’re often told to follow our passion. But research shows that many of us don’t know how to do so. How do we fix this? Research on passion suggests that we need to understand three key things: (1) passion is not something one finds, but rather, it is something to be developed; (2) it is challenging to pursue your passion, especially as it wanes over time; and (3) passion can also lead us astray, and it is therefore important to recognize its limits.
We are often told to pursue work we’re passionate about. But, for many people, this simply isn’t feasible. Not every job affords the possibility of doing what you love. And people care deeply about many different things—not all of which will be how they want to earn a living. A growing body of research suggests that pursuing your passion does indeed improve well-being, but that where you do it is far less critical. In fact, several studies show that people who find joy in non-professional activities see benefits in both their careers and personal lives.
Francesca Gino, Bradley Staats, Jon M. Jachimowicz, Julia J. Lee and Jochen I. Menges
Every day, millions of people around the world face long commutes to work. In the United States alone, approximately 25 million workers spend more than 90 minutes each day getting to and from their jobs. And yet few people enjoy their commutes. This distaste for commuting has serious implications for well-being. Studies have found that workers with lengthy commutes feel more anxious and less happy and satisfied with life than those with shorter ones and are more likely to get divorced. They also are less likely to find their daily activities worthwhile, are more exhausted and less productive at work, and have lower job satisfaction. But it doesn’t have to be this way. Research (including studies by the authors) suggests that small tweaks to the way you conduct your commute can improve the experience, leaving you both happier and more productive. They offer five strategies that commuters can try: Use the time to shift your mindset; prepare to be productive; find your “pocket of freedom”; share the spirit; and reduce your commute.
Jon M. Jachimowicz, Oliver P. Hauser, Julie O'Brien, Erin Sherman and Adam D. Galinsky
A significant reduction in energy consumption is needed to help meet critical temperature thresholds. New research points to a way to help consumers work toward this goal – one that doesn’t rest on changing people’s personal beliefs about climate change. Rather, it seems that believing your neighbors care about energy conservation may be a more important motivator to get you to consume less energy.
Jon M. Jachimowicz, Julia J. Lee, Bradley R. Staats, Jochen I. Menges and Francesca Gino
Across the globe, every workday people commute an average of 38 minutes each way, yet surprisingly little research has examined the implications of this daily routine for work-related outcomes. Integrating theories of boundary work, self-control, and work-family conflict, we propose that the commute to work serves as a liminal role transition between home and work roles, prompting employees to engage in boundary management strategies. Across three field studies (N = 1,736), including a four-week-long intervention study, we find that lengthy morning commutes are more aversive for employees with lower trait self-control and greater work-family conflict, leading to decreased job satisfaction and increased turnover. In addition, we find that employees who engage in a specific boundary management strategy we term role-clarifying prospection—i.e., thinking about the upcoming work role—are less likely to be negatively affected by lengthy commutes to work. Results further show that employees with higher levels of trait self-control are more likely to engage in role-clarifying prospection, and employees who experience higher levels of work-family conflict are more likely to benefit from role-clarifying prospection. Although the commute to work is typically seen as an undesirable part of the workday, our theory and results point to the benefits of using it as an opportunity to transition into one’s work role.
Kai Ruggeri, Jascha Achterberg, Jana Berkessel, Alessandra Luna-Navarro, Jon M. Jachimowicz and A.V. Whillans
Citation:
Ruggeri, Kai, Jascha Achterberg, Jana Berkessel, Alessandra Luna-Navarro, Jon M. Jachimowicz, and A.V. Whillans. "Behavioral Insights for the Workplace." Chap. 9 in Behavioral Insights for Public Policy: Concepts and Cases, edited by Kai Ruggeri. New York: Routledge, 2018.
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Kai Ruggeri, Jana Berkessel, Jascha Achterberg, Gerhard M. Prinz, Alessandra Luna-Navarro, Jon M. Jachimowicz and A.V. Whillans
Work is a major part of many lives. While individual experiences with work will differ—from how long we work to what jobs we have and to what extent we enjoy them—almost everyone is affected by employment, whether they have a job or not. Decades of research in the behavioral sciences have focused specifically on the workplace, dating back to some of the most influential studies in psychology. Given the wealth of accumulated research, there now exists a tremendous opportunity to link theory and findings to successful interventions. This chapter introduces several approaches to workplace interventions and looks at how certain tools such as commitment devices, nudges, personalized incentives, framing, and even the physical environment itself may lead to better outcomes for change from the earliest steps in finding a new job through to latter stages of career, considering not only performance in our jobs but also the health and well-being of employees, employers, and the communities they serve.
