Unlocking the psychology of arts fundraising
The intersection of behavioural science and fundraising took centre stage at a recent DecisionScience masterclass in London. As arts and culture professionals gathered to learn innovative strategies for donor engagement, the day-long session revealed how understanding human psychology could transform traditional fundraising approaches. Juliette Barber discovered firsthand how these insights could reshape donor relationships and drive greater impact in the arts sector.
The Abbey Centre in Westminster in London recently hosted an illuminating DecisionScience masterclass, bringing together arts, culture and heritage professionals at various career stages to explore innovative approaches to fundraising. Led by Bernard Ross, Director of =mc consulting and DecisionScience, and Marina Jones, Executive Director of Development and Public Affairs at English National Opera, the day offered fascinating insights into how behavioural science can transform fundraising strategies.
The discipline of DecisionScience, drawing from evolutionary psychology, behavioural economics and neuroscience, provides a framework for understanding how people make choices. As Ross explained, most decisions are made using what Nobel laureate Daniel Kahneman calls System 1 thinking—fast, subconscious and intuitive—rather than the slower, more rational System 2.
The day was carefully structured to demonstrate these principles in action. Participants began by signing a declaration of their goals for the masterclass—itself an exercise in commitment psychology. Through “Behaviour Bingo” cards featuring 35 different behavioural concepts, attendees were introduced to key ideas like Social Proof, Reciprocity and the Goldilocks Effect.
Real-world examples brought these concepts to life. Jones shared how the Royal Ballet successfully used personalised legacy appeals featuring images from their 1946 Margot Fonteyn production of Sleeping Beauty, asking potential donors
“Who is your Aurora?” This approach demonstrated how connecting with donors’ personal identities can be more effective than traditional appeals.
Other compelling examples included how New York City street fundraisers near 23rd Street received higher donations due to the subliminal influence of the number, and how simply changing language from “donate” to “become a donor” can significantly impact giving by creating a sense of identity.
The masterclass was particularly effective in its practical application, using the MINDSPACE framework (Messenger, Incentives, Norms, Defaults, Salience, Priming, Affect, Commitments, Ego) to help participants shape behavioural interventions. After each theoretical section, attendees worked in small groups to apply these principles to real-world scenarios, including a Food Bank project.
One particularly striking insight was how small changes can make significant differences. For instance, a donation box for cat food with an appealing design attracted more contributions than a plain food bank box nearby. Similarly, the power of reciprocity was demonstrated through examples of organisations giving their customers partially completed loyalty cards to encourage repeat business to complete the card.
The masterclass emphasised the importance of understanding donor psychology, illustrated by examples such as how Taylor Swift fans tend to give in multiples of 13 (her favourite number), and how the lengthy donor list at Sydney Opera House might actually discourage rather than encourage giving.
Throughout the day, Ross and Jones maintained an engaging atmosphere, balancing theoretical knowledge with practical application and peppered with real-world examples from organisations including English Heritage, Birmingham Museum, Edinburgh Zoo and English National Opera.
The session concluded with participants receiving practical tools, including Ross’s five-stage approach to developing behavioural strategies: clarifying the challenge, designing the architecture, identifying barriers, building boosters and testing ideas. Each attendee also received a copy of Ross’s book Change for Better to continue their learning journey.
As an observer, it was fascinating to see how these seemingly simple principles could potentially revolutionise fundraising approaches in the arts sector. The masterclass demonstrated that by understanding and applying DecisionScience, cultural organisations can create more effective, personalised and successful fundraising strategies. While the charity world may be “20 years behind the capital world”, as noted during the session, these tools offer a clear path forward for closing that gap.
To discover more about DecisionScience and upcoming masterclasses, visit decisionscience.org.uk
Images © =mc consulting and DecisionScience
Seven simple strategies:
Making DecisionScience work for arts fundraising
The intersection of behavioural science and fundraising can be distilled into seven key principles that arts organisations can readily implement:
- Tell a compelling story
Rather than presenting abstract statistics, focus on specific narratives that demonstrate impact. For example, highlight how a single project brought joy to a community or enabled an artist to create, allowing donors to feel a personal connection to the outcome of their support. - Harness Social Proof
Demonstrate existing support through testimonials and endorsements from respected figures. Show potential donors they’re joining a community of like-minded supporters, creating momentum through visible participation. - Leverage loss aversion
Emphasise what might be lost without support—such as a valuable community programme or artwork conservation—rather than potential gains. This taps into people’s stronger motivation to prevent losses than achieve equivalent gains. - Offer tangible and intangible rewards
Combine tangible benefits (like exclusive access to rehearsals, behind-the-scenes tours or signed prints) with personal
touches such as artist thank-you videos or handmade cards
from beneficiaries. These create lasting connections beyond the initial donation. - Create a sense of urgency
Scarcity and deadlines drive action. Use strategic deadlines and limited-time opportunities, such as matching-gift campaigns, to encourage immediate action. While long-term planning is important, immediate calls to action often prove more effective. - Keep it simple
Cognitive overload deters donations. Avoid over explaining or complicating your work. Provide clear options with specific impacts (for example, “£50 funds one month of music lessons”) and ensure donation processes are straightforward, with user-friendly design and clear language. - Acknowledge donors not just their gifts
Focus on donor identity rather than just their gifts. Acknowledge them as “someone who cares about young artists” or “a real opera lover”, creating personalised communications that reinforce their role in the arts community. Behavioural science underscores that feeling recognised and appreciated can drive repeat contributions.
Bernard Ross
