The paper discusses how nudging, a concept from behavioral economics and psychology, can be integrated into the different phases of the Business Process Management (BPM) lifecycle to promote more sustainable business practices.
In the identification phase, nudging can help organizations adopt a holistic process-oriented mindset and ensure sustainability considerations are included when scoping processes. In the discovery phase, nudging can mitigate issues with observation-based process discovery and prevent manipulation of event logs used for automated process mining.
During the analysis phase, nudging can be used to define sustainability-oriented goals, identify issues with the as-is process, and uncover potential use cases for integrating nudges. In the redesign phase, nudging can tackle status quo bias and encourage the consideration of sustainable process alternatives.
For the implementation phase, nudging can address fears of process participants and avoid misuse of new information systems. Finally, in the monitoring phase, nudging can provide transparent feedback, enable timely interventions, and support effective data collection and reporting.
The paper also discusses the opportunities and challenges of integrating nudging into Green BPM. Key opportunities include better sustainability of processes and the ability to design interventions for more sustainable behavior. Challenges include the variability in nudge effectiveness, difficulties in evaluating impact, the need for nudging to be part of a broader sustainability strategy, and ethical considerations around preserving individual autonomy.
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arxiv.org
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