Interview with Emily Daniels

Behavioural Science is a rapidly expanding field and everyday new research is being developed in academia, tested and implemented by practitioners in financial organisations, development agencies, government ‘nudge’ units and more. This interview is part of a series interviewing prominent people in the field. And in today's interview the answers are provided by Emily Daniels.

Emily is a behavioural scientist with a decade of experience in both academia and industry. Her focus is on consumer decision-making and financial products. She's interested in bringing the behavioural science capability to large organisations and exploring the different that this can take.

The views reflected in this article are the views of the author and do not necessarily reflect the views of the global BUPA organization or its member firms.

Who or what got you into behavioural science?

My entry into behavioural science was a journey that wasn’t entirely planned. I studied social psychology during my undergraduate and master's degrees, focusing on topics like stereotyping and empathy. While working in a research lab at Harvard Business School, I was exposed to studies on financial decision-making. This piqued my interest because money touches every aspect of human behaviour, often in ways we don’t openly acknowledge.

When CommBank advertised a position for a behavioural scientist or psychologist, I saw it as an opportunity to leave academia and apply my knowledge in a practical setting. Their focus on rigorous, impactful research made the decision easy. Over the next five years at CommBank, I concentrated on financial decision-making, but I soon wanted to broaden my scope. This led me to consulting, where I explored diverse applications of behavioural science.

Eventually, I realised my passion lay in working within large organisations that integrated behavioural science into long-term projects with a clear mission. Now, at BUPA, I work on health insurance, a field where behavioural science can drive meaningful change. The consistent thread throughout my career has been understanding human behaviour and using that knowledge to create real-world solutions.

What is the accomplishment you are proudest of as a behavioural scientist? And what would you still like to achieve?

One of my proudest accomplishments is bridging the gap between academia and industry. Early in my career, I wasn’t sure this was possible, but I’ve had the privilege of working on rigorous, collaborative research that benefits academics, businesses, and, most importantly, customers. Keeping the customer at the centre of every project has been a guiding principle for me, ensuring that the impact is both immediate and meaningful.

For example, I’ve worked on initiatives where academic theories were adapted to real-world contexts, resulting in tangible benefits for users. These experiences have solidified my belief in the importance of collaboration and interdisciplinarity. Behavioural science thrives when it’s part of a broader team, contributing its unique lens to problem-solving.

Looking ahead, I want to continue advocating for behavioural science as an essential part of interdisciplinary teams. My hope is to shift the field away from its silver bullet reputation—where interventions are seen as stand-alone fixes—toward a systems approach that acknowledges the complexity of human behaviour. Achieving this will require reframing how behavioural scientists work alongside other disciplines and demonstrating the long-term value we bring to solving complex problems.

What are the greatest challenges being faced by behavioural science, right now?

One of the biggest challenges in behavioural science is the misconception that it’s a silver bullet. Early in its development, the field was marketed as a quick fix for behaviour change, often through simple nudges or lists of biases. While these tools are valuable, this framing has undermined the depth and complexity of behavioural science, leading to lacklustre results when interventions fail to consider broader systems.

Relatedly, there’s a trust deficit. Some view behavioural science as optional or even akin to marketing gimmicks. This is exacerbated by the replication crisis and a lack of transparency about failures. Outside academia, organisations often run behavioural experiments without sharing what didn’t work, which stifles collective learning.

Another challenge is integrating behavioural science into organisations. Many teams remain siloed, with behavioural scientists brought in late in the process or only for low-level tasks. For the field to grow, we need to be part of strategic conversations from the outset, contributing to long-term solutions rather than quick fixes.

Finally, there’s the need for better systems thinking. Behavioural science doesn’t operate in isolation—it needs to collaborate with related disciplines like UX, data science, and content design. Building interdisciplinary teams and defining our unique value will be critical.

Overcoming these challenges will require reframing behavioural science as a collaborative, systemic approach, rather than a stand-alone discipline or a one-size-fits-all solution.

How do you think behavioural science will develop (in the next 10 years)?

I see behavioural science evolving in two key ways over the next decade: greater interdisciplinarity and deeper integration into organisational structures.

First, I believe behavioural science will shift further away from being seen as a stand-alone discipline and move toward being part of interdisciplinary teams. Success will depend on collaboration with content designers, user experience experts, data analysts, and others. Behavioural scientists will become essential team members, contributing a nuanced understanding of human behaviour to complex, systemic problems. However, this will also require clearer definitions of our role—balancing the need for a baseline understanding of behavioural science across teams with the necessity of having specialists for deeper insights.

Second, I anticipate behavioural science becoming more embedded in organisations.

Currently, we’re often treated as optional contributors or called in for low-hanging fruit interventions. But as organisations see the value of robust behavioural frameworks, I hope to see behavioural scientists involved in strategic decision-making from the outset.

That said, challenges remain. Competing disciplines also address human behaviour, and some organisations may feel they can achieve results without dedicated behavioural scientists. Demonstrating our unique value—through rigorous experimentation and tangible outcomes—will be crucial.

Lastly, as technology advances, I foresee behavioural science embracing more sophisticated tools for experimentation and data analysis. While this opens exciting possibilities, it also raises ethical questions about privacy and manipulation, which the field must navigate responsibly.

In the next ten years, I hope we’ll strike a balance: deeply integrated, collaborative, and committed to using behavioural science for meaningful, ethical impact.

What advice would you give to young behavioural scientists or those looking to progress into the field?

For those starting in behavioural science, my first piece of advice is to understand how you learn best and what you want out of your career. The path you take—academia, consultancy, or industry—will shape the skills and experiences you need to develop.

Not everyone needs a master’s or PhD to excel in behavioural science. For some, targeted courses may be a better fit, especially if they align with your career goals. However, regardless of the route you choose, a deep understanding of behavioural science theory is essential. Flashy interventions may grab attention, but they often fall flat without a solid theoretical foundation.

Next, focus on applying theory to real-world contexts. Behavioural science is about experimentation and problem-solving, not just designing interventions. Take time to diagnose problems carefully, using both qualitative and quantitative methods to develop a comprehensive understanding of the issue. This deliberate approach will help you avoid the common pitfall of pulling generic nudges off the shelf.

Finally, embrace collaboration. Behavioural science thrives as part of a multidisciplinary team, where diverse perspectives enrich the problem-solving process. Build relationships with professionals in related fields and learn to communicate the value of your expertise clearly and effectively.

Above all, remain curious and willing to question assumptions. The field is constantly evolving, and your ability to adapt and grow will set you apart. By balancing theoretical knowledge with practical application, you’ll be well-equipped to make a meaningful impact.

With all your experience, what skills would you say are needed to be a behavioural scientist? Are there any recommendations you would make?

The most critical skill for a behavioural scientist is the ability to apply theory to real-world contexts. It’s one thing to understand academic concepts, but translating them into practical interventions requires breaking theories down into their core components and adapting them to specific environments.

Another vital skill is diagnosing problems effectively. Too often, behavioural science projects falter because the problem hasn’t been clearly defined. This involves gathering data from multiple sources, understanding the system around the issue, and collaborating with other disciplines to gain a holistic view.

Qualitative research is another undervalued skill. While randomised controlled trials (RCTs) are the gold standard, qualitative methods are essential for understanding the “why” behind behaviour. Tools like interviews, card sorting, or even collage creation can uncover motivations and mental models that quantitative methods might miss.

For aspiring behavioural scientists, I’d recommend focusing on building a strong foundation in theory and staying curious. Don’t be tempted by flashy interventions—simplicity often leads to the most effective solutions. Finally, always remain open to collaboration. Behavioural science works best as part of a multidisciplinary team, where different perspectives enrich the problem-solving process.

If you weren’t a behavioural scientist, what would you be doing?

If I hadn’t found behavioural science, I’d likely have become a psychologist, probably in academia. I’ve always been fascinated by why people behave the way they do—there’s so much about human behaviour that seems illogical, yet it’s deeply ingrained.

When choosing my career path, I assumed most questions about human behaviour already had answers. University quickly disabused me of that notion, revealing how much we still don’t know. I loved the intellectual challenge of academia and could see myself as a professor, teaching and conducting research.

However, looking back now, I realise that staying in academia might not have been the right move for me. While I enjoy theory, I also crave the practical application of knowledge. Behavioural science allows me to merge these interests, balancing academic rigour with real-world impact.

How do you apply behavioural science in your personal life?

I try to automate as many decisions as possible in my personal life, particularly around finances and habits. By removing unnecessary choices, I make it easier to stay consistent. For example, I’ve structured my kitchen to discourage unhealthy eating—out of sight, out of mind works wonders for me.

Commitment devices are another tool I use. They’re especially helpful for sticking to long-term goals, though I sometimes overanalyse my habits. One memorable example was using the COM-B model to diagnose why I hadn’t developed a consistent exercise routine. Ironically, the process became a form of procrastination, delaying the workout itself!

This experience was a humbling reminder that even as behavioural scientists, we’re not immune to the challenges of behaviour change. We study human behaviour, but we’re still human ourselves, complete with all the same biases and pitfalls.

What is your biggest frustration with the field as it stands?

My biggest frustration is the lack of transparency in organisational studies. Behavioural science teams outside academia often run experiments but don’t share their failures publicly. There’s a tendency to treat unsuccessful tests as wasted efforts, rather than opportunities for learning.

This secrecy stifles progress. For example, organisations tackling similar problems—like improving financial decision-making—might repeat the same mistakes because no one is incentivised to share what didn’t work. This not only limits collective growth but also perpetuates the “silver bullet” myth, where failures are swept under the rug.

To advance the field, we need to normalise discussing what doesn’t work and why. Only by being honest about our limitations can we refine our methods and build trust, both within the field and with the public.

Which other behavioural scientists would you love to read an interview by?

I’d recommend Eileen Chu, my first manager at Bupa. She brings a unique perspective as someone who didn’t come from academia but has incredible insights into behavioural science. Her ability to observe quietly and then deliver profound insights is remarkable.

Another great choice would be Ash Rendell, my current manager. Ash began her career as a user experience researcher and has embraced behavioural science with a fresh perspective. Her experience blending UX and behavioural science is fascinating, especially as she navigates managing a research team for the first time.

Outside my immediate circle, I’d suggest Natalie, though she’s a bit elusive when it comes to interviews! Her years in the field have given her a wealth of knowledge and unique perspectives. It would also be a refreshing change to read more interviews from women in behavioural science—a perspective that deserves more visibility.

Thank you so much for taking the time to answer my questions Emily!

As I said before, this interview is part of a larger series which can also be found here on the blog. Make sure you don't miss any of those, nor any of the upcoming interviews!

Keep your eye on Money on the Mind!