Behavioural Science in Government: The Work of Translation

Why does good behavioural science sometimes struggle to make an impact in government?

The challenge is often not the research itself, but the translation gap between researchers and policymakers. Behavioural science is usually a supporting function, meaning researchers need to understand the language, processes and constraints of the organisation they are working within.

Experiences from the SEC and FDA show that lasting impact comes from more than one-off projects. Standing capacity, long-term relationships and patience allow behavioural science to become part of how an organisation works.

Six principles stand out: build relationships, learn the domain, stay committed when projects stall, be theory-informed rather than theory-driven, share practical lessons, and ensure agencies resource follow-up research.

Ultimately, success is not just about publications. It is about public impact — including the often invisible work that makes something that should be simple actually work.

Translation matters more than theory. Institutional capacity beats episodic projects.