“For compliance professionals, these tools can be used as an amplifier. They can help us to make existing controls, policies and processes work as intended, by aligning them with human behaviour rather than fighting against it.”
For a long time, compliance has been built on a simple assumption: if we make the rules clear enough, the controls strong enough, and the penalties serious enough, people will comply.
Anyone working in compliance knows that assumption doesn’t really hold up in practice.
Most compliance failures don’t happen because people don’t know the rules. They happen because people are busy, under pressure, navigating competing priorities, and making dozens of small decisions every day. In that environment, behaviour is shaped less by policy documents and more by habit, context, social norms and the path of least resistance.
This is where behavioural science becomes genuinely valuable for compliance professionals.
From “more rules” to better design
Traditional compliance responses to incidents often look like this: more training, more guidance, more controls.
Behavioural science helps explain why that approach frequently underperforms. Information alone rarely changes behaviour. Fear-based messaging can lead to disengagement or workarounds. And adding extra steps to already complex processes can inadvertently make non-compliance more likely, not less.
A behavioural lens shifts the question from “How do we enforce this better?” to “How can we make this as easy as possible to comply with?”
That change in framing is powerful. It allows compliance teams to identify where systems, processes or incentives are nudging people in the wrong direction – often unintentionally – and to redesign those environments so compliant behaviour becomes the easier, more natural option.
From “more rules” to better design
Traditional compliance responses to incidents often look like this: more training, more guidance, more controls.
Behavioural science helps explain why that approach frequently underperforms. Information alone rarely changes behaviour. Fear-based messaging can lead to disengagement or workarounds. And adding extra steps to already complex processes can inadvertently make non-compliance more likely, not less.
A behavioural lens shifts the question from “How do we enforce this better?” to “How can we make this as easy as possible to comply with?”
That change in framing is powerful. It allows compliance teams to identify where systems, processes or incentives are nudging people in the wrong direction – often unintentionally – and to redesign those environments so compliant behaviour becomes the easier, more natural option.
Designing compliance into everyday work
Many compliance risks arise not from deliberate misconduct, but from friction. Extra approvals. Unclear instructions or ownership. Systems that prioritise speed over accuracy. Processes that assume people have more time and cognitive capacity than they actually do.
Behavioural science gives compliance professionals practical tools to:
- identify friction points in processes
- reduce unnecessary effort where possible
- use defaults and prompts more intelligently
- and align systems with how people really work.
This doesn’t mean weakening controls. It means embedding compliance into everyday workflows rather than adding additional and sometimes disconnected tasks to everyone’s to do list.
The result is often quieter, less visible – but far more effective – risk reduction.
Designing compliance into everyday work
Many compliance risks arise not from deliberate misconduct, but from friction. Extra approvals. Unclear instructions or ownership. Systems that prioritise speed over accuracy. Processes that assume people have more time and cognitive capacity than they actually do.
Behavioural science gives compliance professionals practical tools to:
- identify friction points in processes
- reduce unnecessary effort where possible
- use defaults and prompts more intelligently
- and align systems with how people really work.
This doesn’t mean weakening controls. It means embedding compliance into everyday workflows rather than adding additional and sometimes disconnected tasks to everyone’s to do list.
The result is often quieter, less visible – but far more effective – risk reduction.
Improving compliance communication
Another area where behavioural science adds immediate value is compliance communication.
We know from decades of evidence that attention is scarce, risk is often discounted, and people rely heavily on cues from peers and authority figures. Yet many compliance messages are still written as if people will carefully read, absorb and act on long policy updates.
A behavioural approach helps teams think differently about:
- framing (what feels relevant now?)
- timing (when is someone most receptive?)
- messengers (who will people listen to?)
- and social norms (what do people believe “everyone else” is doing?).
This doesn’t mean manipulation. It means communicating in ways that are more likely to be noticed, understood and acted on — which is surely the goal of compliance in the first place.
Improving compliance communication
Another area where behavioural science adds immediate value is compliance communication.
We know from decades of evidence that attention is scarce, risk is often discounted, and people rely heavily on cues from peers and authority figures. Yet many compliance messages are still written as if people will carefully read, absorb and act on long policy updates.
A behavioural approach helps teams think differently about:
- framing (what feels relevant now?)
- timing (when is someone most receptive?)
- messengers (who will people listen to?)
- and social norms (what do people believe “everyone else” is doing?).
This doesn’t mean manipulation. It means communicating in ways that are more likely to be noticed, understood and acted on — which is surely the goal of compliance in the first place.
Understanding non-compliance without blame
One of the most valuable shifts behavioural science offers is cultural.
Instead of asking “Who failed to follow the rules?”, compliance teams can ask “What conditions made this outcome likely?” That change opens the door to better root-cause analysis, fewer repeat incidents, and more proportionate responses.
In financial services especially, where regulatory expectations are high and scrutiny is intense, this approach supports a more mature risk culture – one that focuses on prevention and learning, not just detection and sanction.
This doesn’t mean those who break the rules shouldn’t face consequences, but it may mean such incidents are less likely in the future.
Understanding non-compliance without blame
One of the most valuable shifts behavioural science offers is cultural.
Instead of asking “Who failed to follow the rules?”, compliance teams can ask “What conditions made this outcome likely?” That change opens the door to better root-cause analysis, fewer repeat incidents, and more proportionate responses.
In financial services especially, where regulatory expectations are high and scrutiny is intense, this approach supports a more mature risk culture – one that focuses on prevention and learning, not just detection and sanction.
This doesn’t mean those who break the rules shouldn’t face consequences, but it may mean such incidents are less likely in the future.
Supporting ethical culture, not just technical compliance
Many of the most damaging failures in this sector occurred in organisations that were technically compliant but culturally fragile. Behavioural science helps compliance professionals understand how group norms form, why people stay silent, and how ethical fading can occur under pressure.
Used well, the right messaging can strengthen speak-up culture, support ethical decision-making, and reinforce the behaviours organisations say they value – particularly when incentives and realities pull in the opposite direction.
Supporting ethical culture, not just technical compliance
Many of the most damaging failures in this sector occurred in organisations that were technically compliant but culturally fragile. Behavioural science helps compliance professionals understand how group norms form, why people stay silent, and how ethical fading can occur under pressure.
Used well, the right messaging can strengthen speak-up culture, support ethical decision-making, and reinforce the behaviours organisations say they value – particularly when incentives and realities pull in the opposite direction.
Not a replacement – an amplifier
I want to be clear on this point: behavioural science doesn’t replace legal expertise, regulatory frameworks or enforcement. It complements them.
For compliance professionals, these tools can be used as an amplifier. They can help us to make existing controls, policies and processes work as intended, by aligning them with human behaviour rather than fighting against it.
As regulation grows more complex and organisations operate under increasing pressure, this capability is becoming less of a “nice to have” and more of a core part of effective compliance practice.
That’s why, at the BEHAVES Academy, we’re increasingly focused on supporting governance, risk and compliance professionals to develop behavioural fluency – so they can design compliance that works in the real world.
Not a replacement – an amplifier
I want to be clear on this point: behavioural science doesn’t replace legal expertise, regulatory frameworks or enforcement. It complements them.
For compliance professionals, these tools can be used as an amplifier. They can help us to make existing controls, policies and processes work as intended, by aligning them with human behaviour rather than fighting against it.
As regulation grows more complex and organisations operate under increasing pressure, this capability is becoming less of a “nice to have” and more of a core part of effective compliance practice.
That’s why, at the BEHAVES Academy, we’re increasingly focused on supporting governance, risk and compliance professionals to develop behavioural fluency – so they can design compliance that works in the real world.
Get involved
If you’re working in governance, risk or compliance and are curious about how behavioural science could strengthen your practice, we’re currently exploring these questions in partnership with the Association of Governance, Risk & Compliance (AGRC) and Risky Women. As part of that collaboration, we’re running a short research project to understand how GRC professionals are already using behavioural insights – and where there’s appetite to go further.
If you’d like to contribute your perspective, you can take part in the research here.
Get involved
If you’re working in governance, risk or compliance and are curious about how behavioural science could strengthen your practice, we’re currently exploring these questions in partnership with the Association of Governance, Risk & Compliance (AGRC) and Risky Women. As part of that collaboration, we’re running a short research project to understand how GRC professionals are already using behavioural insights – and where there’s appetite to go further.
If you’d like to contribute your perspective, you can take part in the research here.
