Bite-size: Nudges are cheap, easy to implement, and effective at shifting behavior at scale. But they’re not a silver bullet. They work because they slip into the fast, intuitive ways we process information, guiding decisions without requiring deep thought or effort. But, for sustainable behavior change, especially for complex challenges, nudges must be part of a broader strategy.
Full-size:
A nudge is a small change in how choices are presented that predictably influences behavior—without restricting freedom or significantly altering financial incentives. Nudges work because they tap into the mental shortcuts—biases—that shape our everyday decisions. Instead of forcing action through mandates or penalties, nudges subtly reshape the environment to steer behavior while preserving autonomy.
Think:
A hotel encouraging guests to reuse towels by highlighting that “most guests who stayed in this room reused their towels,” rather than simply asking politely. (Goldstein & Cialdini, 2008)
Small shifts. Big behavioral impact.
The Behavioral Science Behind Nudges
The idea of nudging is rooted in behavioral economics—the field that combines psychology and economics to explain how real people, not theoretical “rational actors,” make decisions.
In the mid-20th century, Herbert Simon introduced the idea of bounded rationality: the recognition that people don’t make perfect choices because we operate with limited information, time, and cognitive energy.
Later, Daniel Kahneman’s work in Thinking, Fast and Slow popularized the idea that we have two modes of thinking: Fast (System 1) and slow (System 2). Nudges target System 1—our autopilot brain. They work because they slip into the fast, intuitive ways we process information, guiding decisions without requiring deep thought or effort.
How Apple’s Nudge
Apple’s Shot on iPhone campaign didn’t rely on traditional persuasion. Instead, it nudged consumer perception by normalizing the idea that stunning, professional-quality photography could be achieved by anyone with an iPhone.
By filling public spaces with real photos from real users, Apple:
Lowered the perceived skill barrier (“If they can do it, I can too”)
Created social proof (“Everyone is capturing incredible moments with iPhone”)
Leveraged the availability heuristic (making iPhone photography top-of-mind through sheer exposure)
Rather than arguing why their camera was technically superior, Apple subtly reframed expectations—and nudged consumers into seeing iPhones as not just phones, but creative tools they could master easily.
How Apple Sustains the Behavior Change
Apple doesn’t stop after the initial nudge.
Once consumers start seeing the iPhone as a professional-grade camera, Apple reinforces this perception through repetition, product evolution, and community validation.
Repetition: Each new iPhone launch highlights improved camera features first. Apple doesn’t need to “sell” the idea anymore—it just reminds people that the camera keeps getting better. The narrative becomes self-perpetuating.
Product Evolution: Camera upgrades are no longer technical specs. They’re emotional promises—better memories, more beautiful moments, more social currency. Apple continues to meet (and raise) the new expectation it created.
Community Validation: By encouraging users to share #ShotOniPhone photos across social media, Apple builds ongoing social proof. The community itself sustains the norm Apple nudged into existence.
In behavioral science terms, Apple shifts the perception through social proof, strengthens it through availability and salience, and reinforces it over time through continuous environmental cues.
The Long-Term Advantage
By embedding the belief that “the iPhone is all you need for world-class photography,” Apple doesn’t just sell one phone, it builds:
Brand loyalty: Switching to another phone feels like giving up creativity or quality.
Pricing power: Consumers are willing to pay premium prices because they believe they’re getting both technology and cultural cachet.
Defensive moat: Competitors can match specs, but it’s much harder to undo an entrenched consumer belief once it’s anchored.
The original nudge changes behavior in the short term. The reinforcement strategy makes the new behavior—and perception—stick for the long haul.