Only people can change their behaviour, but we can address barriers, build capability and motivate people to act.
From birth, we influence others: from family and friends, to colleagues and communities.
It's how positive change happens - or not.
If you ask someone what their strategy is to change customer, employee or community behaviour, they will usually answer with a tactic, and that is usually communication. Be persuasive!
Communication is always central to behaviour change, but it is not a strategy and, in isolation of other tactics, is unlikely to succeed over the medium to long term.
"It is much easier to 'act your way into new thinking' than to 'think your way into new actions’.” - Jon Katzenbach
To change behaviour, strategy should be based on research evidence, proven theory and practice, and intended behaviours linked to strategic goals.
The behaviour change strategy will exist in a broader strategic architecture. It will compete for recognition and support – not just at launch but over time as the objective of sustained, ideal behaviour is achieved. It may align or integrate with other theory, models or practice: for example, innovation, culture, marketing, or business modelling.
People need to be aware of, and have equitable access to, information relating to the strategy, but this doesn’t mean change will occur.
Behaviour is transmitted via social norming, incentivised by positive experiences, disrupted by interventions, and guided by adjustments to common practices or journeys.
It usually builds not shifts as alternative actions, content and nudges are presented at the most salient points in time.
Ultimately, the right people need to subconsciously or consciously make a guided decision, and immediately feel the benefit of the change the decision represents. Then repeat, and repeat.
We need to prioritise 'science over opinion', ensuring decision-making and strategic approaches are informed by behavioural insights.
And, we need strategy to be developed through a design process that addresses behaviour if we are to be successful in activation - it is behaviour that 'fills' the strategy/implementation gap.
The second Behaviour PlaySpace is Understand Behaviour and it has four elements.
Define and nurture the fundamental human attributes that make your skills and talents creative, productive and remarkable. Focus on who you are and what you can do. Download the playbook and get ready to receive a range of tools and resources as the community of practice grows and thrives.
Ellis Jones acknowledges the Indigenous people of Australia as the traditional custodians of the country on which we live and work. We value your traditions, customs and culture, and pay our respects to Elders past, present and emerging. We walk with you.
