Behavioural insights for public integrity : harnessing the human factor to counter corruption.

Intro
 Foreword
 Acknowledgements
 Executive summary
 The human dimension of integrity policies
 Central findings of behavioural sciences
 Applying behavioural insights to integrity policies
 Chapter 1. Introduction
 Chapter 2. The dynamics of moral decision making
 2.1. Moral choices
 2.2. Profiting from corruption can be a temptation
 2.3. Objectivity is an illusion
 2.4. Justifications open up moral wiggle room
 2.5. Corruption often feels like a victimless crime
 2.6. Control bears a hidden cost
 2.7. Precepts for strengthening integrity in moral choices. Chapter 3. Integrity in the context of social interactions3.1. Transparency is not an end in itself
 3.2. The role of reciprocity for integrity
 3.3. Norms and identities shape integrity
 3.4. Enforcing norms
 3.5. The collective action trap
 3.6. Precepts for integrity in social interactions
 Chapter 4. Applying behavioural insights to integrity policies
 4.1. A human-centred perspective on integrity systems
 4.1.1. Commitment: Demonstrate commitment at the highest political and management levels within the public sector to enhance integrity and reduce corruption. 4.1.2. Responsibilities: Clarify institutional responsibilities across the public sector to strengthen the effectiveness of the integrity system4.1.3. Strategy: Develop a strategic approach for the public sector that is based on evidence and aimed at mitigating integrity risks
 4.1.4. Standards: Set high standards of conduct for public officials
 4.1.5. Whole of society: Promote a whole-of-society culture of integrity, in partnership with the private sector, civil society and citizens
 4.1.6. Leadership: Invest in integrity leadership to demonstrate public sector commitment to integrity. 4.1.7. Merit based: Promote a merit-based, professional public sector dedicated to public service values and good governance4.1.8. Capacity building: Provide sufficient information, training, guidance and timely advice for public officials to apply public integrity standards in the workplace
 4.1.9. Openness: Build an open organisational culture within the public sector responsive to integrity concerns
 4.1.10. Risk management: Apply a control and risk management framework to safeguard integrity in public sector organisations. 4.1.11. Enforcement: Ensure that enforcement mechanisms provide appropriate responses for all suspected violations of public integrity standards by public officials and all others involved in the violations4.1.12. Oversight: Reinforce the role of external oversight and control within the public integrity system
 4.1.13. Participation: Encourage transparency and stakeholder engagement at all stages of the political process and policy cycle to promote accountability and the public interest
 4.2. \"Nudging\" for integrity
 References.