Employee Experience and High-Performance Culture
Blog: Is Behaviour Change Even Possible?
The science says ‘yes, but’…
Can we really change human behaviour over the long term, or do we tend to backslide in our change efforts? The answer, paradoxically, is ‘both’.
What the research says
Historically, much of the research around behaviour change has been experimental – that is, designed to establish a causal relationship between variables. These studies can provide a snapshot of the effectiveness of an intervention, but their findings have often been limited by a lack of follow-up with experimental subjects or a lack of replication. Also, many studies have been lab-based – run by psychology professors with students as research subjects – and thus not representative of the population, limiting their generalisability.
However, over the past decade, a shift toward more sophisticated research designs has demonstrated that some behavioural change techniques really do have staying power, months or even years after the intervention.
That said, research also shows that the proportion of a population that sustains its behaviour change may be modest, and that change requires constant vigilance. Change is a chronic problem, not a temporary one. As economist and behavioural change expert Katy Milkman explains, “achieving transformative behaviour change is more like treating a chronic disease than curing a rash. You can’t just put ointment on and expect it to clear up forever.”
What HR can take from it
Why might HR want to prompt behaviour change? There are many reasons why behaviour change can be a helpful tool in the HR toolkit: whether you’re trying to motivate employees, adapting to new business circumstances, or creating a more inclusive workplace.
The crucial piece of advice from Milkman is that those trying to change behaviour need to consistently rely on the techniques they have learned. You cannot follow them for a month – or even a year – and then drop them.
Some CRF member organisations have previously reported that they are finding it challenging to transfer behavioural expectations into practice. CRF research consistently demonstrates that adult learning comes through doing. We try a new behaviour, observe the results, then refine our behaviour. Over time, changed ways of behaving can change how we think. Therefore, rather than just focusing on winning hearts and minds, a more effective approach to behaviour change is to clearly articulate expectations about what people should do, use practical tools to help them do it, and allow them to practise in a safe environment until the new behaviours become automatic.
Some practical suggestions
Want to try it? Successful behavioural change efforts have two components – structural and practical.
‘Structural interventions’ refers to the thinking and planning that underlies change efforts. When thinking structurally about change, you’ll need to ask some important questions. The first is, do you have the right team with the right capabilities collaborating to diagnose and solve this particular behavioural change problem? Moreover, are you following a structured change methodology, such as Kotter’s 8-Step Change Model? Both the right team and a structured process are key to successful change efforts.
Next, you’ll want to ask: have we identified the underlying assumptions people have about how they think they need to behave, in order to more effectively target our behaviour change efforts? You’ll also need to think about the emotional journey people go on during change, to ensure that people feel psychologically safe and equipped to change.
Finally, you’ll want to make sure you plan for behaviour change at multiple layers of interaction – for individuals, their teams, and the whole organisation.
‘Practical interventions’ refers to the specific strategies and tools, validated by social scientific research, that can change behaviour over the short or long term.
Practical interventions include covert and overt techniques to change behaviour and are usually habit-based, designed to address individuals and/or their context. It’s worth remembering that practical interventions are most effective when the strategy is matched to the barrier – for example, if procrastination is getting in the way of desired behaviours, a commitment device may be your best solution.
Want to learn more about how to manage change effectively, avoid the problems that hamper most change efforts, and apply practical tools and frameworks? Enrol now on CRF Learning’s On Demand Change Management course below:
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