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Encouraging vaccination is a pressing policy problem. To assess whether text-based reminders can encourage pharmacy vaccination and what kinds of messages work best, we conducted a megastudy. We randomly assigned 689,693 Walmart pharmacy patients to receive one of 22 different text reminders using a variety of different behavioral science principles to nudge flu vaccination or to a business-as-usual control condition that received no messages. We found that the reminder texts that we tested increased pharmacy vaccination rates by an average of 2.0 percentage points, or 6.8%, over a 3-mo follow-up period. The most-effective messages reminded patients that a flu shot was waiting for them and delivered reminders on multiple days. The top-performing intervention included two texts delivered 3 d apart and communicated to patients that a vaccine was “waiting for you.” Neither experts nor lay people anticipated that this would be the best-performing treatment, underscoring the value of simultaneously testing many different nudges in a highly powered megastudy

We argue that psychologists who conduct experiments with long lags between the manipulation and the outcome measure should pay more attention to behavioral processes that intervene between the manipulation and the outcome measure. Neglect of such processes, we contend, stems from psychology’s long tradition of short-lag lab experiments where there is little scope for intervening behavioral processes. Studying process in the lab invariably involves studying psychological processes, but in long-lag field experiments it is important to study causally relevant behavioral processes as well as psychological ones. To illustrate the roles that behavioral processes can play in long-lag experiments we examine field experiments motivated by three policy-relevant goals: prejudice reduction, health promotion, and educational achievement. In each of the experiments discussed we identify various behavioral pathways through which the manipulated psychological state could have produced the observed outcome. We argue that if psychologists conducting long-lag interventions posited a theory of change that linked manipulated psychological states to outcomes via behavioral pathways, the result would be richer theory and more practically useful research. Movement in this direction would also permit more opportunities for productive collaborations between psychologists and other social scientists interested in similar social problems.

This chapter provides an integrative overview of the large and growing body of research on conflict in teams. It begins with an overview of the largest body of work in this area, on the effects, moderators, and antecedents of the different types of conflict in teams. The chapter highlights work on traditional distinctions between task conflicts over the ideas and goals of task work, and relationship conflicts about personalities and interpersonal issues. It focuses on two additional types of conflict in teams: process conflicts about the logistics of task accomplishment, and status conflicts about disagreements over prestige and hierarchy within the team. The chapter systematically reviews and draws conclusions on how three key facets of the team environment, such as team composition, team conflict management style, and team atmosphere, determine when each of the different conflict types arise and whether they help or hurt team performance.