Nudge work, neurodiversity & collaboration: for the new workplace

Nudge work in a workplace setting is the use of subtle, indirect interventions to influence employees' behaviors and decision-making in a positive way, but without restricting their freedom of choice. It is based on the concept of nudge theory, popularized by Richard Thaler and Cass Sunstein, which suggests that small design changes in an environment can "nudge" people toward better choices.

The rise of the “nudge”

Nudge theory is set to gain popularity in workplace settings this year. Several factors are contributing to this anticipated rise:

• Emphasis on employee well-being: Organizations are increasingly recognizing the importance of holistic employee well-being. Nudge theory offers a proactive approach by encouraging positive behaviors through subtle interventions, such as promoting regular health check-ups or encouraging participation in wellness programs.

• Adaptation to hybrid work models: The shift toward hybrid work models means innovative strategies to maintain employee engagement and productivity are essential. Nudges can play an important role by encouraging employees to utilize office spaces for collaboration, boosting 

• A focus on financial wellness: Employers are exploring nudge-based financial programs, such as "sidecar" savings schemes, where a portion of an employee's salary is automatically directed into a savings account. This approach aids in building financial resilience among employees, and can be especially appealing to younger generations looking for financial stability.

A mix of tech advancements, a heightened focus on employee well-being, and the evolution of work models are driving the increased adoption of nudge theory in workplaces. Across 2025, nudge-based interventions are expected to become integral in innovative workplace settings.

The downside: could nudge work be seen as patronizing?

Nudge work can sometimes feel patronizing, overly controlling, or even manipulative, especially if not implemented transparently or respectfully. But the effectiveness and ethical nature of nudges — as well as how they’re received — can depend on how they are designed and used.

Nudge work in the workplace is designed to gently influence behavior without imposing strict rules, but not everyone views it positively. It can sometimes feel patronizing, overly controlling, or even manipulative, especially if not implemented transparently, respectfully and with emphasis on autonomy.

Nudging can feel like soft manipulation

One of the main criticisms of workplace nudge work is that it can be a form of subtle control. While nudges don’t force employees into specific behaviors, they steer choices in a certain direction, often aligning with corporate goals rather than individual needs.

For instance, reminders to take breaks or drink water — while well-intended — can come across as infantilizing, as if employees cannot manage their own well-being. Similarly, defaulting employees into wellness programs, social activities, or savings plans might be seen as overstepping boundaries. Even if opting out is possible, some employees may feel uncomfortable pushing back, or frustrated they even have to.

The “nanny state” problem

A nanny state mentality can emerge when nudging is too frequent or intrusive. If employees feel micromanaged by their employer through a constant stream of notifications, reminders, or behavioral prompts, they may lose their sense of agency.

A case in point — if employees are continuously nudged to log off at a certain time, or attend team-building events, they may feel policed rather than supported. In extreme cases, nudging can turn into subtle coercion, where employees feel pressured to comply with what the company believes is "best" for them.

Does nudge work prioritize corporate goals over employee choice?

Not all workplace nudging is for the benefit of employees. Some nudges are designed to serve corporate interests first. Encouraging employees to check emails early in the morning, for instance, might be framed as a time-management tip, but in reality, it could promote an always-on work culture that harms work-life balance.

Similarly, some nudges around productivity, wellness, or teamwork may be more about improving company performance rather than genuinely supporting employees. If nudges are not transparent, employees may start questioning whether they are truly beneficial or just another way for management to shape behavior.

The flip side: When nudge work is helpful, not bossy

Nudging can make decision-making easier

Fans of nudge theory argue that it provides helpful structure in an environment where people are often overwhelmed with choices.

Workplace nudging is based on behavioral science principles that recognize how decision fatigue, distractions, and habits affect productivity and well-being. In this sense, instead of forcing employees to act, nudges simply make better choices easier and more accessible.

For example, automatic enrollment in a workplace savings plan significantly increases participation rates compared to asking employees to opt in manually.

The choice to opt out still exists, but employees don’t have to overcome decision inertia to start saving for the future. Similarly, reminders to step away from the screen or take breaks aren’t meant to infantilize workers but to counteract the natural tendency to overwork in a remote setting.

Nudging is better than strict rules

In many cases, the alternative to nudging is worse — strict policies that mandate behavior rather than encourage it. If an employer wants employees to take breaks but avoids nudging, they might instead enforce mandatory log-off times or tracked work hours. Compared to rigid policies, nudging provides a more flexible and non-coercive approach to shaping behavior.

For example, rather than forcing people into scheduled breaks, an employer could use a gentle "Would you like a 5-minute break?" prompt that employees can accept or ignore. This preserves autonomy.

Customization makes nudging more effective

One of the biggest factors that determine whether a nudge is helpful or frustrating is customization. Not all employees have the same work rhythms — some might prefer uninterrupted focus periods, while others need structured reminders. The best workplace nudges are transparent, optional, and adaptable to different work styles.

For example, instead of rigid reminders, employees should be able to adjust nudges to their needs — like choosing when they receive productivity prompts or turning off unnecessary alerts. When nudges are customizable rather than mandatory, they feel more like supportive tools rather than company-imposed controls.

It’s all about balance

So, is nudge work a helpful tool or a controlling force? The answer lies in how it is implemented. Bad nudge work feels patronizing, one-size-fits-all, and intrusive. Good nudge work is subtle, customizable, and genuinely beneficial. The goal should always be to empower employees with better choices, not to dictate their behavior.

When done right, nudging doesn’t replace personal responsibility — it simply provides an extra layer of support in a world where distractions, stress, and decision fatigue can make self-regulation difficult. The best workplace nudges give employees more awareness and better choices, while still allowing them to decide for themselves.

Examples of nudge work in the workplace

1. Encouraging healthy habits:

   • Placing healthy snacks at eye level in the office kitchen while keeping junk food in less accessible areas.

   • Providing water bottles at desks to encourage hydration.

2. Boosting productivity and focus:

   • Using digital reminders or gamification to encourage time management.

   • Designing open office layouts that balance collaboration and quiet focus areas.

3. Enhancing employee well-being:

   • Sending friendly email reminders to take breaks or stretch.

   • Using behavioral prompts to encourage the use of wellness programs.

4. Sustainability and energy efficiency:

   • Setting printers to default to double-sided printing to reduce paper waste.

   • Using motion-sensor lights in meeting rooms to save energy.

5. Promoting compliance and safety:

   • Using default enrollment for retirement plans with an opt-out option rather than requiring employees to opt in.

   • Placing safety signs at key locations in a factory or warehouse.

Friendly, not authoritative: key characteristics of good nudge work

• Subtle: Nudges guide behavior rather than impose rules.

• Easy to opt out of: Employees retain full control over their choices.

• Data-driven: Many nudges are designed based on behavioral insights and workplace analytics.

• Positive impact: The goal is to enhance well-being, productivity, or ethical behavior.

Nudge work is an innovative tool for organizations that want to improve workplace culture, efficiency, and employee satisfaction in a non-intrusive way. 

How does nudge work play out in a remote setting?

In a remote workplace, nudge work can be implemented across online platforms to help employees stay productive, engaged, and balanced while working from home. Since remote workers operate in a more autonomous environment, digital nudges serve as gentle reminders and structured interventions to encourage positive behaviors without feeling overbearing.

Encouraging productivity and focus

• Time blocking reminders: Tools like Google Calendar or Microsoft Outlook can send nudges to remind employees to take deep work sessions or focus on priority tasks.

• “Do not disturb” mode suggestions: Apps like Slack can remind users to set their status to “do not disturb” during focused work hours.

• Pomodoro timers and break prompts: Apps like Forest or Toggl help employees stay focused while reminding them to take short breaks.

Improving well-being & work-life balance

• Break and movement nudges: Some types of Slack bots can remind employees to take breaks, stretch, or go for a short walk.

• End-of-day wind down prompts: Employers can send gentle reminders to log off at a reasonable hour to prevent burnout.

• Wellness check-ins: Automated surveys or casual check-ins via Teams or Slack to ask employees about their stress levels and well-being.

Enhancing communication & collaboration

• Meeting-free day nudges: Regular nudges to encourage employees to keep a certain day of the week meeting-free to focus on deep work.

• Response time guidance: Tools can suggest appropriate response times to reduce pressure for instant replies, preventing unnecessary stress.

• Daily or weekly team updates: Other digital tools, or asynchronous video updates (e.g. Loom) can nudge teams to share updates without excessive meetings.

Promoting learning and development

• Microlearning nudges: Platforms like LinkedIn Learning can send personalized reminders to complete skill-building courses.

• Knowledge sharing nudges: Slack channels for knowledge sharing can prompt employees to share insights or best practices.

• Goal-setting reminders: Periodic nudges to check progress on professional development goals.

Supporting cybersecurity and compliance

• Password change nudges: Regular reminders to update passwords or enable two-factor authentication.

• Phishing awareness nudges: Simulated phishing exercises with feedback help employees stay vigilant.

• Data security prompts: Notifications about locking screens or using VPNs when working remotely.

How are “nudges” typically delivered?

• Email reminders (e.g. weekly tips for well-being and productivity)

• Slack/Teams bots (e.g. break reminders, task check-ins)

• Pop-up notifications (e.g. digital wellness alerts)

• Gamification elements (e.g. rewards for completing learning modules)

• Default settings adjustments (e.g. setting email signatures with working hours to discourage after-hours work)

Why nudge work can be helpful for remote teams

• Keeps employees engaged without micromanagement.

• Supports autonomy while encouraging positive habits.

• Reduces burnout and promotes well-being.

• Strengthens a remote work culture of productivity, collaboration, and learning.

Remote & Async Work —

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How to support neurodivergence in the workplace with remote and async work

Increased availability of remote work may have created more opportunities for neurodivergent workers, but opportunity and reality are not the same thing. Truly supporting neurodivergence in the workplace requires deliberate and thoughtful effort from managers and HR leaders.

Neurodiversity and nudge work: when nuance is paramount

Nudge work for neurodiverse employees in a remote setting needs to be more personalized, flexible, and considerate of different cognitive and sensory needs. With conditions like ADHD, autism, dyslexia, and anxiety disorders, digital nudges should be designed in a way that supports focus, communication, time management, and well-being without overwhelming or frustrating employees.

Modifying nudge work for neurodiversity: the essentials

1. Sensory considerations: Some employees may feel overwhelmed by excessive notifications, sounds, or bright interfaces.

2. Executive function challenges: Tasks like prioritization, time management, and organization can be more difficult.

3. Social and communication preferences: Some neurodivergent employees may prefer written over verbal communication or need extra time to process information.

4. Cognitive overload: Too many reminders, changes, or information dumps can cause stress or confusion, and become counterproductive to the point of nudge work in the first place.

Adapting nudge work for neurodiverse employees

Supporting focus a time management

• Flexible reminder options: Instead of rigid reminders, offer adjustable time-based or task-based nudges. Example: A Slack bot that suggests “Would you like a break reminder in 10 minutes or later?”

• Visual task management: Use Kanban boards (Trello, ClickUp, Notion) with color-coded categories to help with organization.

• Reduced notification clutter: Give employees control over how and when they receive notifications (batching notifications instead of constant pings).

• Customizable timers: Instead of standard Pomodoro timers, allow employees to set work/break cycles that suit their brain’s natural rhythm.

Encouraging well-being without being overwhelming

• Optional break reminders: Instead of forced pop-ups, offer gentle, customizable nudges like “Would you like a 5-minute movement break?”

• Sensory-friendly workspaces: Share best practices for reducing screen glare, using dark mode, and adjusting sound notifications.

• Encouraging routine but not strict schedules: For example, “some people find starting work with a short checklist helpful. Would you like to try?” Emphasizing strength-based workflows: Instead of nudging for traditional productivity, allow people to structure their work around their energy peaks.

Improving communication and collaboration

• Clear, structured communication: Use bullet points, headers, and clear expectations in messages instead of long paragraphs. Asynchronous options: Provide alternatives like Loom videos, voice memos, or written check-ins instead of frequent video calls.

• Time to process information: Instead of real-time brainstorming, allow employees to contribute to discussions later via documents or chat.

• Social interaction on their terms: Instead of nudging for virtual happy hours, offer opt-in networking channels for informal discussions.

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Reducing anxiety around deadlines and expectations

• Progress-based nudges instead of time-based: For example, instead of “submit by 5 PM,” try “you’re 80% done — need support for the last step?”

• Gentle, low-pressure reminders: Frame reminders positively: Instead of “you haven’t submitted your report,” try “would you like help finalizing your report?”

• Adjustable deadlines when possible: Offer flexibility where feasible, allowing employees to communicate if they need extra time.

Best practices for neurodiverse-friendly digital nudges

• Make nudges customizable: Allow users to turn them on/off or adjust their frequency.

• Use multiple formats: Some may prefer visual (charts), others text-based (emails), or auditory (voice notes).

• Minimize disruptions: Avoid aggressive pop-ups or forced interventions. Encourage self-advocacy: Allow employees to express what works best for them.

In summary: nudge work should assist, not overwhelm

For neurodiverse employees, the key is flexibility, choice, and personalization. Instead of forcing behaviors, nudges should act as optional support mechanisms that employees can tailor to their own needs.