Our basic conclusion is that the evaluation of nudges depends on their effects—on whether they hurt people or help them. Skeptics might argue that in some domains, it is best to avoid nudges altogether. But how can firms do that? It is not possible to avoid choice architecture, and in that sense it is not possible to avoid influencing people. We agree that in some cases, forced choosing is best. But often it is not feasible, and sometimes it is more trouble than it is worth. True, some kinds of nudges are not inevitable.
