Behavioural Science for Business Leaders

A One Day Short Course

Behavioural Science for Business Leaders is a one-day short course at LSE. The course provides the opportunity for current and aspiring business leaders to come together and learn how the tools of behavioural science can help to improve the outcomes of their firm. Led by expert faculty from the LSE, the course will provide an overview of behavioural science lessons for search and hiring, diversity and inclusion, firm culture, conduct, high stakes decision making and worker wellbeing. The course has about 30 participants, drawn from all business sectors. The size of the group is optimal for engagement with faculty and networking opportunities. 

About You

You will have relevant work experience in the public, private or third sector, including businesses, charities, government, local authorities, and international organisations. You should currently be or aspire to be a leader in your business. 

How to Apply

Currently we are not taking bookings. To register interest please contact with the subject header Behavioural Science for Business Leaders. 


Dr Grace Lordan

Dr Grace Lordan is Associate Professor in Behavioural Science at the London School of Economics. She is an economist by background, and her research is focused on understanding why some individuals succeed over others because of factors beyond their control. In this regard, she has expertise on the effects of unconscious bias, discrimination and technology changes. Grace is also interested in using the techniques of behavioural science to design interventions for firms to promote good conduct, diversity and inclusion and curb biases that creep into high stakes decision making. In this respect, Grace is focused on helping firms understand ‘what works’ at a local level so that they are certain they are rolling out interventions that have a positive NPV. Grace has advised and given talks to large investment banks and international conferences on these topics. Grace has also led projects to advise commissioners in the UK and policy makers in the EC. At LSE Grace trains executives through her teaching on two courses – Corporate Behaviour and Decision Making and Behavioural Science for Business Leaders.  

Professor Paul Dolan

Paul Dolan is Professor of Behavioural Science and Head of the Department of Psychological and Behavioural Science at the London School of Economics. His main research interests are in the measurement of happiness and in changing behaviour through changing the contexts within which people make choices. He has over 18,000 citations and is author of the Sunday Times best-selling book, ‘Happiness by Design’. Paul wrote the questions that are currently being used by the Office for National Statistics to monitor national wellbeing and is also responsible for producing the MINDSPACE report for the UK Cabinet Office, which he uses widely in consulting with public sector and corporate clients. Paul is currently working on his new book ‘The Narrative Trap’ in which he talks about how the stories we tell about how we ought to live our lives harm us. He has featured on a number of TV programmes and is committed to making behavioural science more accessible to a public audience.

Dr Tom Reader

Dr Tom Reader is an Associate Professor and the Deputy Head of Department for research in the Department of Psychological and Behavioural Science. He directs the MSc in Organisational and Social Psychology.Dr Reader’s work examines the relationship between organisational culture and risk management. His research coalesces around the following issues: can employees within an organisation accurately and reliably assess its culture for managing risk, and to what extent are unobtrusive metrics (e.g. complaints, incident data, reports) a more insightful indicator of culture? His most recent work has focussed on i) the development of a methodology for measuring safety culture in aviation and financial trading, ii) collecting and analysing service-user complaints to identify safety problems in healthcare, and iii) using ‘unobtrusive’ data to scale and evaluate corporate culture.