Versione in italiano

What is TAC

TAC is the Italian acronym for ‘Team per l’analisi dei comportamenti’ and represents the Italy Behavioral Insights Team-IBIT: a research and consulting group for Public Administrations that aims to use insights from cognitive and behavioral sciences to improve the well-being and job performance of PA employees.

This initiative follows the footsteps of similar teams established in other countries in Europe and around the world, starting with the establishment of the Behavioural Insights Team (BIT) by the UK Government in 2010, followed by initiatives such as the Social and Behavioral Sciences Team (SBST) under former US President Obama and the Behavioural Economics (BETA) Team of the Australian Government. However, TAC distinguishes itself by making the tools of cognitive and behavioral sciences available not only to public policies but to the entire administrative machinery. This makes TAC an innovation both in the context of the Italian Public Administration and as an internal promoter of Behavioral Public Administration (PBA), one of the first in the world.

Currently, there are over 300 teams working on Behavioral Insights in 63 countries. You can check the updated map on the OECD website here.

 

Behavioral Public Administration and Government: transparency, efficiency, and work well-being in Public Administrations

The intersection between the study of public administration and behavioral sciences has led to the emergence of the discipline of Behavioral Public Administration (BPA): the analysis of public administration at the micro-level of individual behavior and attitudes of those involved, based on knowledge of the cognitive processes underlying the behavior of individuals and groups.

The focus is directed towards policy-makers and the individual and collective decision-making processes within public administrations. Some of the topics covered include leadership behavior and group dynamics, defensive bureaucracy and innovative drive, performance and job satisfaction, transparency and simplification, motivation and sense of belonging, public service towards citizens, tendency for errors and judgment biases, culture of error, and critical thinking.

 

General aims of TAC

In summary, the task of the TAC is to develop behavioral “audits” of the public administration and propose concrete solutions to improve individual and organizational performance.

Its objectives include:

  • Enhancing the effectiveness of individual and collective decision-making by providing useful strategies to overcome biases and distortions in decision-making processes.
  • Improving job satisfaction among public employees.
  • Promoting identification with the institutional values of the organization.
  • Increasing attitudes toward critical and innovative thinking.
  • Combating resistance to change and defensive decision-making.
  • Promoting the adoption of psychological safety practices.
  • Improving relations between public administration and citizens.

 

About Us

Established in 2020 by the Department of Public Function, TAC is led by Prof. Riccardo Viale, serving as the scientific coordinator. Under his supervision, a dedicated team of experts from various scientific fields collaborates in the planning, implementation, and evaluation of behavioral interventions within Public Administrations.

 

Staff

  • Riccardo Viale (Scientific Head),
  • Silvia Felletti, Davide Pietroni, Flavio Urbini, Veronica Cucchiarini (Team experts),
  • Gianfranco Becatti (UQPR Member)

 

For further information:

Prime Minister Office

Department for public administration

Quality of Performance and Reforms Bureau (UQPR)

Email: tac.italia@governo.it

Tel: +39 06 6899 7584

 

TAC’s first initiative supporting the Italian Public Administration

Project: “Citizen and User Participation in the Organizational Performance Measurement Process and Enhancement of Individual Performance as a Human Resource Management Tool” - Line 2: “Experimentation of Innovative Models and Tools for Behavioral Motivation to Enhance Individual Performance”

Duration: 3 years (2020-2023)

Status: Completed

Participating Public Administrations: Agenzia delle Entrate, Agenzia Spaziale Italiana, ENEA, ICE, INAPP.

This one of a kind experimentation, within five pilot administrations, was conducted with the methodological support of TAC. The experimenting administrations actively collaborated to implement “organizational nudges”, i.e. interventions, aimed at slightly and positively influencing employees’ decisions and behaviors. The main initiative of TAC focused particularly on the performance and well-being of public employees, through the improvement of Organizational Citizenship Behaviors (OCB).

OCB refers to voluntary behaviors by employees that go beyond assigned formal tasks and significantly contribute to the well-being and performance of the organization. Each nudge was specifically chosen and adapted for each administration. The overall evaluation of the intervention results revealed a positive effect on OCB.

These results highlight the power and effectiveness of using behavioral sciences in public administration and suggest further opportunities to improve the efficiency and effectiveness of public organizations.

 

The impact of the experiment beyond the numbers: the floor to the protagonists

The following is a summary of testimonies from representatives of some of the administrations involved in the experiment. On various occasions, both in events reserved for administrations and those open to the public, these reflections have demonstrated the practical implications of the project even after its completion.

ENEA: The experimentation has brought greater awareness of the needs of the staff, especially the need for recognition from the organization. The distinction between “research-oriented staff” and “support staff” has been addressed, leading to a better mutual perception and cooperation. The adoption of nudges has strengthened the connection with the external environment and provided team-building opportunities.

Agenzia delle Entrate: Attention was focused on the relationship between colleagues, especially in the perspective of post-pandemic challenges. The Agency also emphasized the importance of recognizing work and aligning personal values with organizational values. One of the initiatives that emerged after this experience with TAC was the creation of a group called “Gentil-Verso”, focused on kindness in communication and interactions.

Agenzia Spaziale Italiana: The initiative with TAC has led to the creation of a handbook for meetings and projects such as “Space to Knowledge Management in ASI”. Today, this project has become a real process and is gaining a significant following, especially among newcomers who are very happy to participate.

Would you like to know more about the project and its results? Follow this LINK

Find HERE the seminar “Organizational Nudging to Improve Public Administration Performance”.

References:

  1. Argentero, P., Cortese, C. G., & Ferretti, M. S. (2008). An evaluation of organizational citizenship behavior: Psychometric characteristics of the Italian version of Podsakoff et al.’s scale. TPM–Testing, Psichometrics, Methodology in Applied Psychology, 15(2), 61-75
  2. Grimmelikhuijsen, S., Jilke, S., Olsen, A. L., & Tummers, L. (2017). Behavioral public administration: Combining insights from public administration and psychology. Public Administration Review, 77(1), 45-56
  3. Behavioural government. Using behavioural science to improve how governments make decisions. The Behavioural Insights Team
  4. Viale, R. (2018). Oltre il Nudge. Libertà di scelta, benessere e felicità. Il Mulino