Human behaviour at the heart of social impact

If we got people right, how many problems would solve themselves? Looking back on my career, which began 15 years ago at the EBRD, I see one central principle: the importance of having a deep understanding of the people behind policies, programmes and projects. Today, I try to carry forward that mission of delivering social impact in a different format. I lead a boutique venture in Poland that helps private and public institutions design solutions grounded in behavioural science and rigorous analysis of human behaviour.

I joined the Bank as an intern in the Communications Department and, like many of us, from day one, I was inspired by the EBRD’s mission of “changing lives”. I later moved to the Donor Visibility Team, where I saw first hand the impact of the EBRD’s work across countries and communities.

I travelled to places I had never imagined, experiencing the incredible hospitality of Georgia, the stillness of Wadi Rum and the remote villages of the Tajik mountains, and handpicking fresh oranges in Morocco. These experiences made me realise that development work is more than infrastructure and finance;
it is about real people.

Later, I worked in the SME Finance and Development Department, where my communications work became even more impact oriented. Our role was to help improve the uptake of advisory and financial services among businesses, entrepreneurs and local communities.

Right before the Covid-19 pandemic, I returned to Poland to start family life with my husband, and now with a very energetic and bright five-year-old daughter, Oliwia. After maternity leave, I joined UNICEF’s Refugee Response programme in Poland to lead a social and behavioural change team.

Suddenly, I was in charge of projects in 13 municipalities and 40 non-governmental stakeholders. We ran nationwide communication campaigns, trained hundreds
of people, introduced child-friendly feedback mechanisms and led the country’s first consultations with children.

We also introduced behavioural science frameworks to the public administration by establishing Poland’s first behavioural science unit (the “Nudge Unit”) under the Ministry of Health. To make sure this work did not fade after UNICEF’s mission was completed, we embedded behavioural science skills into existing functions in seven public health institutes.

After three years, the United Nations’ priorities shifted towards conflict-affected zones, while the needs in Poland remained high. Citizens, patients, children, teachers, foster parents and many other groups still needed greater uptake of public services and environments that encouraged positive change and healthy behaviours. That is why I and two colleagues decided to start BeChange Polska – the first consultancy of its type in the country.

Personally, it does feel like a continuation of my EBRD experience, but now with a slightly sharper focus on understanding what shapes people’s decisions, and how context and environment can determine whether a programme or policy succeeds.

Very often, systems are in place, services are available and people are informed, yet outcomes are still not achieved. The reason many well-designed programmes fall short of their potential is that solutions tend to be based on how we think people behave and what common sense dictates, not how they actually behave. Information and education alone are rarely enough to prompt action. Behavioural science reminds us that humans are not wired to consistently make rational decisions.

We all know that a healthy diet and regular exercise are important to achieve longevity, so why is it still so hard to stick to positive habits? Behavioural science helps explain the gap between intention and action.

With tightening budgets in the development world, closing this gap is more important than ever. Reaching target populations with ready-made solutions is no longer enough.

Behavioural science shows that involving people from the beginning of project development, co-creating solutions and testing them before implementation can make initiatives more cost effective, relevant and engaging. Areas such as gender equality, green transition and just transition could all benefit from behavioural insights, as they ultimately depend on what people decide to do.

In Poland, one well-documented public intervention used behavioural insights to encourage households to reduce electricity consumption. Energy providers sent households reports comparing their energy use with those of their neighbours. This simple social comparison encouraged many households to reduce their usage. No new policy was introduced, only better information design. I should emphasise that behavioural science is not a standalone solution, but a powerful complement to traditional policymaking. Systemic change depends heavily on behaviour and individual decisions. It requires a shift in mindset, collaboration among stakeholders and changes in social norms, especially in the context of the 2030 Agenda. These are behavioural challenges as much as they are matters of policy, economics or investment. Internally, multilateral development banks can benefit as well. Behavioural techniques can support organisational effectiveness, reduce bias in project selection, improve staff engagement and strengthen adherence to internal processes.

Many international organisations are increasingly integrating behavioural insights and evidence-based approaches into their work. This reflects a growing recognition that understanding human behaviour is essential to improving outcomes.

People often say it is difficult to leave the EBRD. For me, that was not the case. My time at the Bank felt complete in the best possible sense. I left with a strong sense of fulfilment, knowing I had made the most of the opportunities I was given, and with a quiet responsibility to apply those skills and insights elsewhere. It felt like a beginning of a broader journey, one now focused on helping institutions “be the change” by creating solutions that truly understand people and their needs.

Katarzyna Kukuła | Communications and Behavioural Design Lead at BeChange Polska
Former EBRD Principal, Donor Visibility, Communications