This is illustrated by a series of experiments by Cornell researcher Brian Wansink and his colleagues. Wansink’s team gave
158 moviegoers either medium or large tubs of free popcorn.
Some of the people were given fresh popcorn, others stale popcorn that was described as “terrible.” Perhaps not surprisingly,
the researchers found that those who were given large tubs of
fresh popcorn ate 45 percent more popcorn than those given
medium tubs. More surprising, however: People who were given
large tubs of the “terrible” stale popcorn ate 34 percent more
The Dividends of Wellness
A CASE STUDy
After leArning through biometric screenings in 2009 that more than 73 percent of its total
workforce was overweight or obese and that 51
percent of its employees stationed at field sites had
metabolic syndrome (a combination of medical
disorders that, when occurring together, increase
the risk of developing cardiovascular disease and
diabetes), a Southwest-based u. S. oil and gas company
adopted a targeted approach to employee wellness.
more than 92 percent of the company’s workers actively participate in the company program.
from 2009 to 2011, despite adding 250 employees,
the company has realized a 4 percent reduction in
health care cost trend (accounting for dependent
audits and annual plan change modifications). And
employees have shown statistical improvement
in many critical health risk categories, including:
■ ■ Year-over-year improvement in 10 out of 10 clinical risk factors;
■ ■ A 6 percent year-over-year reduction in the
number of health risks per employee;
■ ■ A 7 percent year-over-year reduction in the
number of employees with more than three risk
factors;
■ ■ A 6 percent overall reduction in employees with
metabolic syndrome.
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than those given medium stale tubs. Even if the food is terrible,
the larger consumption norms implied by container size dramatically affect people’s eating decisions. It is not rational, but it is
predictable—and avoidable.
If “irrational” is the bad news, “predictable” is the good news
in that it can raise the possibility that our irrationalities can be
managed in strategic, data-driven ways. In his recent book The
Power of Habit, Charles Duhigg writes that we now understand
the mechanics of why habits emerge and how we can re-engineer
them in ways that benefit us. We can establish cues that promote
exercise and healthier eating; we can change our routines to rid
ourselves of unwanted habits; and we can set up rewards that
reinforce positive habits.
Related to the theme of changing habits as well as the power
of social influences, the Harvard physician and new yorker staff
writer Atul Gawande has written eloquently about the power of
well-chosen health coaches to prompt chronic disease patients to
better manage their conditions and stay on their treatments. It is
interesting to contemplate the application of predictive analytics
to match health coaches, support groups, and wellness programs
to employees, students, and patients.
Cornell researchers Wansink and David Just already have
explored strategies for promoting healthier eating in the school
lunchroom using the tools of psychology and behavioral economics. Examples include keeping the lid closed on the freezer
containing ice cream; putting fruit rather than snack foods near
the cash register, where impulse purchases are likely to happen;
and moving the salad bar to the center of the room, where it
is less easily avoided. One can imagine employers investigating
analogous behavioral strategies to promote healthier workforces.
While the causes of obesity are complex, there is growing
evidence that understanding the mechanics of human decisions
and habits can lead to fruitful strategies to promote healthier
eating and lifestyles.
The Tipping point
We are at a tipping point for the health of our nation’s workforce, and the direction in which we are currently heading is
a frightening one. The challenge is to prioritize the issue and
employ demonstrated methods and business practices to change
course. The solutions are out there. But it very likely will take
vision, leadership, and personal and professional commitment
to achieve long-term change. One thing is clear: Continuing to
ignore the problem is no longer an option.
