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Repeated Evaluation Can Make Better Policy: The Case of Summer Youth Employment Programs

Virtual Lecture | May 22, 2:00 PM Eastern, via Zoom

Researchers often pursue ideas because they are novel and innovative. Breaking new ground is clearly important, and being "first" can help a paper get published. But the drive to be new can also push researchers away from the kinds of iterative research questions that help decision-makers implement effective policy (and towards surprising results that can be hard to replicate). This talk will tell the story of a policy-research partnership that started with a new and surprising finding—that summer jobs programs don't actually help future youth employment, but do reduce violence—then kept iterating to explore how, why, and for whom. The result highlights what can come from repeated evaluation: an evidence base that is more convincing, illuminating, and practical than any single study can be.

Re-Engineering Health Decision-Making Environments: Event Registration

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Re-Engineering Health Decision-Making Environments: Event Program

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Re-Engineering Health Decision-Making Environments

On June 2, 2025, the Social Science Research Council will convene leaders of pioneering research labs from across the country who are working in partnership with health providers to re-engineer provider and patient decision-making environments to improve health outcomes. Researchers will share emerging findings as well as high-value opportunities for decision-making interventions to improve patient health. The symposium will provide a roadmap for health research funders to help guide new investments in health decision-making research. Registration is open now.

A Cognitive View of Policing: Leveraging Behavioral Science to Improve Officer Training

About the Lecture What if the key to police reform isn't changing policies or removing "bad actors," but understanding how good officers make decisions under pressure? Professor Dube argues that prevailing approaches to police reform overlook a fundamental reality: officers must make decisions under intense stress and time pressure—cognitive conditions that lead even well-intentioned officers to rely on mental shortcuts and default assumptions. Drawing on insights from behavioral economics, Professor Dube designed a new training approach that addresses these cognitive realities. Through a sustained partnership with the Chicago Police Department, she tested whether changing how officers think could transform how …

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