Are we making education support systems too complicated?

Report: Are we making learner support systems too complicated?

ideas42 CEO Bridgette Gray: "Sometimes the most powerful interventions aren’t about adding more – they’re about removing barriers"
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It’s a widely-held belief that many students need more comprehensive support systems to help them succeed and graduate from their educational programs. A new white paper argues that instead of doing more, we should simply be making things a lot easier for learners

That analysis comes from by ideas42, a nonprofit that applies behavioral science to social problems. Its new white paper is a review of two decades of research on behavioral science interventions – or nudges as they call them – in education to determine which interventions have been most effective.

The authors suggest that educators, policymakers, and others involved in educational programs can build better programs by reducing the cognitive burden on students and their families. “We find that the most effective nudges aren’t those that add new tools or messages – they simplify processes, reduce unnecessary steps, and make it easier for people to follow through on their goals.”

“Too often what holds students back isn’t a lack of ability or motivation – it’s the complexity of the education system,” says the white paper’s co-author Ben Castleman, associate professor at the University of Virginia.

“Our ‘subtract and reduce’ framework offers a new lens for educational design that can help institutions achieve better outcomes with only modest resource expenditures. It’s about reducing the burden we impose on students and families to achieve strong outcomes,” he adds.

Here are some of the conclusions from Subtracting for Success, A Review of Nudges to Improve Educational Outcomes in the United States:

  • Subtraction works. Nudges that streamline tasks and remove cognitive burdens – like pre-filled financial aid applications or simplified school choice guides – consistently outperform more complex approaches.
  • Beware of “additivity bias.” Many well-intentioned nudges introduce new tools or activities without reducing effort. These often fail to deliver impact because they increase the demands on already overloaded students and families.
  • It’s not about doing more – it’s about making things easier. Even additive programs, such as coaching or texting campaigns, can be effective when they meaningfully reduce decision complexity and cognitive load.

“In the current economic climate, educational institutions need solutions that are both effective and efficient,” says Bridgette Gray, CEO of ideas42.

“Our analysis demonstrates that sometimes the most powerful interventions aren’t about adding more – they’re about removing barriers that prevent students from accessing resources that already exist. These behavioral approaches can significantly improve outcomes without requiring substantial new investments.”

You can read Subtracting for Success, A Review of Nudges to Improve Educational Outcomes in the United States here.

Dana Beth Ardi

Executive Committee

Dana Beth Ardi, PhD, Executive Committee, is a thought leader and expert in the fields of executive search, talent management, organizational design, assessment, leadership and coaching. As an innovator in the human capital movement, Ardi creates enhanced value in companies by matching the most sought after talent with the best opportunities. Ardi coaches boards and investors on the art and science of building high caliber management teams. She provides them with the necessary skills to seek out and attract top-level management, to design the ideal organizational architectures and to deploy people against strategy. Ardi unearths the way a business works and the most effective way for people to work in them.

Ardi is an experienced business executive and senior consultant who leverages business organizational transformation through talent strategies. She uses her knowledge and experience to develop talent strategies to enhance revenue and profit contributions. She has a deep expertise in change management and organizational effectiveness and has designed and built high performance cultures. Ardi has significant experience in mergers, acquisitions, divestitures, IPO’s and turnarounds.

Ardi is an expert on the multi-generational workforce. She understands the four intersecting generations of workers coming together in contemporary companies, each with their own mindsets, leadership and communications styles, values and motivations. Ardi is sought after to assist companies manage and thrive by bringing the generations together. Her book, Fall of the Alphas: How Beta Leaders Win Through Connection, Collaboration and Influence, will be published by St. Martin’s Press. The book reflects Ardi’s deep expertise in understanding organizations and our changing society. It focuses on building a winning culture, how companies must grow and evolve, and how talent influences and shapes communities of work. This is what she has coined “Corporate Anthropology.” It is a playbook on how modern companies must meet challenges – culturally, globally, digitally, across genders and generations.

Ardi is currently the Managing Director and Founder of Corporate Anthropology Advisors, LLC, a consulting company that provides human capital advisory and innovative solutions to companies building value through people. Corporate Anthropology works with organizations, their cultures, the way they grow and develop, and the people who are responsible for forming their communities of work.

Prior to her position at Corporate Anthropology Advisors, Ardi served as a Partner/Managing Director at the private equity firms CCMP Capital and JPMorgan Partners. She was a partner at Flatiron Partners, a venture capital firm working with early state companies where she pioneered the human capital role within an investment portfolio.

Ardi holds a BS from the State University of New York at Buffalo as well as a Masters degree and PhD from Boston College. She started her career as professor at the Graduate Center at Fordham University in New York.