Let’s Fly Fair: A behavioural science approach to gender bias in aviation

When you picture an aviation hangar, you might think of turbine engines, flight paths, and safety checks. What’s harder to see, but just as important, is the culture that keeps a team connected and performing. And what’s almost invisible is the significant gender bias that exists – with women comprising only 4% of the workforce in some roles.

In 2024, four Australian aviation organisations joined a national experiment to build a more inclusive culture. Funded by a national Women in Aviation Initiative, the project asked this question: How might we understand and shift gender bias through a behavioural science lens?

Methodological approach

The project applied a behavioural design framework grounded in COM-B and the Theoretical Domains Framework (TDF) to isolate and influence key determinants of gender biased behaviour.

Over 60 stakeholder interviews and sector-wide data from the Workplace Gender Equality Agency informed six psychographic profiles representing common aviation experiences for both men and women.

From 17 candidate behaviours, five target behaviours were prioritised for their impact and feasibility:

1. Being aware of the gender bias and potentially issues in an aviation career

2. Speaking up and responding to negative gender comments in a socially acceptable way, when directed as self

3. Speaking up and responding to negative gender comments in a socially acceptable way, when directed at a colleague

4. How to respond when someone has shut down a negative comment I have made

5. Engaging in conversation with male and female colleagues about reducing gender bias

Each was analysed through COM-B to identify its Capability, Opportunity, and

Motivation, then translated into design levers within the TDF domains (e.g., beliefs about consequences, social norms, environmental context).

From frameworks to field trial

10 behavioural nudges were designed and implemented across a 4-week quasi-experimental trial. A before-and-after survey design was used to collect quantitative data and a comparative case study analysis was used for qualitative data.

All interventions were designed to be part of a broader cohesive nudge campaign, with the slogan “Let’s Fly Fair” and associated logo. This logo and slogan was placed on all interventions so that they could be recognised to be part of the same initiative, even if an individual only interacted with a few interventions.

The nudges were:

1. Toolkit for Women – practical tips for responding to bias and negative comments

2. Speak Up Posters – five ways to respond constructively to discriminatory comments

3. Speak Up Brochure – phrases and strategies to build confidence

4. Unconscious Bias Posters – juxtaposing stereotypes to prompt reflection and dialogue

5. Toolbox Brief – short discussion guides for managers on gender equity and psychosocial safety

6. Commitment Poster – visible organisational pledge to fairness

7. Social Objects – everyday items carrying inclusivity messages to spark conversation

8. Aviation Card Game – a gender-twist on Rummy to reduce cognitive load and encourage play

9. Aviation Board Game – Snakes & Ladders adapted to gender equality journeys

10. Pilot Profiles – showcasing diverse role models to humanise technical expertise

Quantitative and qualitative outcomes

Overall the results show a positive increase on key measures including awareness of gender bias and self-efficacy in standing up to gender bias and negative comments for both men and women. All 5 target behaviours showed a positive shift, as measured through qualitative and quantitative measures used in this trial.

Across ~230 participants, data triangulated from surveys and debrief interviews showed shifts:

• +43% self-reported increase in inclusive behaviours

• +42% improvement in observing inclusion in others

• +17% reduction in gender-based comments

• +11% gain in confidence to challenge bias

Variability across sites (engineering vs. regional operations) highlighted the role of contextual moderators—leadership, role, and more.

Limitations and future research

The trial’s scope was intentionally limited to gather early evidence and minimise unintended consequences, meaning the research does not represent the full aviation industry. Interventions were applied selectively, which makes it difficult to isolate the impact of any single nudge or combination. Future research should involve a larger, more representative sample, include follow-up interviews, and test interventions either independently or consistently across similar organisational types—such as regional operators, large enterprises, or specific technical roles—to allow clearer comparisons.

Take-aways for applied behavioural science

The nudge trial demonstrates that simple, evidence-based interventions can shift culture quickly, at low cost, and without unintended harm.

By combining theoretical analysis (COM-B/TDF) with pragmatic delivery (light-touch, scalable nudges), the trial produced measurable change within a high-complexity industry in under a month.

This project has received two awards – Good Design Award for Social Impact 2025 and Good Design Award for Design Research 2025.

A summary report and all nudges are available for download. Link can be accessed here.