Articles on behavioral design, intrinsic motivation, and the question of why people in organizations do what they do. And what changes when you understand the system.
Once a model runs your firm well, it runs every other firm just as well. What stays scarce is not competence but deviation out of taste, and why that can be learned.
Read articleEvery organization has an architecture for money, IT and law, each with its own C-role. For human behavior, which produces the outputs of all three, it has none. Why this blind spot follows a precise blueprint.
Read articleIn 2026 the loyalty industry finally named its problem in behavioral terms, but has no design method for it. Why the vocabulary reveals the real gap and what Behavioral Loyalty as a discipline actually demands.
Read articleWhy NPS and CSAT measure the wrong thing, and what Hsee and Abelson's 1991 experiment reveals about satisfaction, trajectory, and the real architecture of customer loyalty.
Read articleWhy consumer goods companies know exactly what a new customer costs, but not when they first open the product. And what that has to do with the missing Chief Behavioral Officer function.
Read articleLouis Sullivan was half right. Why the form of an environment configures behavior before conscious decisions begin, and what that means for UX, organizational design, and performance interventions.
Read articleGamification fails not despite points and badges, but because of them. Why the reflexive points-and-badge approach destroys working engagement, and what Barrett, Sapolsky, and Csikszentmihalyi reveal about it.
Read articleWhy points and rewards programs are built on a neurobiologically false model of motivation, and what genuine customer loyalty through autonomy, competence, and social relatedness actually requires.
Read articleWhy classic loyalty programs fail in the AI agent era. What the Zero Moment of Agency means and which three dimensions actually determine brand loyalty.
Read articleWhat Sapolsky, Fishbach, and Csikszentmihalyi say about points and badge systems, and why the incentive architecture of reward systems is neurobiologically built upside down.
Read articleWhy AI rollouts so often miss the human entirely, even when the tool itself is brilliant. What Psychological Debt means, how six silent dimensions prevent adoption, and what organizations can concretely do about it.
Read articleEveryone wants long-term impact. Investment still goes to what can be measured immediately. Why that is a system error, what Trajectory Design means, and what the difference between a moment and an experience actually costs.
Read articleCan we design systems that manipulate people for their own good? An exploration of behavioral design's most uncomfortable question and why the answer matters more than any elegant solution.
Read articleWhy workshops on openness and trust so often fail to change behavior. What the acoustic environment has to do with the amygdala, and why no culture program can compensate for what the room is constantly draining.
Read articleBehavioral Design is not a manipulation technique and not a nudge checklist. It is a design discipline that takes human behavior seriously. What it means, and why it is becoming increasingly relevant for organizations right now.
Read articleEngaginglab GmbH
Lambertusweg 12
97199 Ochsenfurt
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Roman Rackwitz (Managing Director)
Email: roman@engaginglab.com
Website: engaginglab.com
Roman Rackwitz (address as above)
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As of: April 2026
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Germany
Email: roman@engaginglab.com
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