Beyond the Surface: Uncovering the Behaviours That Drive Real Change

Change only happens when people alter their behaviour and do something differently tomorrow than they did today. This principle applies across the board – whether in digital transformations, cultural shifts, or hybrid working environments. However, behaviour is complex, especially in the diverse and unique contexts that characterise most organisations. Fortunately, behavioural science offers a way to understand and influence this complexity effectively.

Why behavioural science matters

The human brain is wired to respond to change in predictable ways. Resistance, engagement, motivation, adoption and regression to old habits are all deeply rooted in psychology. Many of these predictable responses can be explained by heuristics and biases, those unconscious patterns in our thinking that skew our judgment. For instance, the planning fallacy causes us to underestimate the resources and time required for projects, while reactance leads us to resist changes that feel imposed.

However, remembering hundreds of biases isn't the solution. Instead, we need to acknowledge that biases, and many other behavioural drivers, are inherent in human decision-making and learn to work with them. This is where a behaviourally informed approach comes into play.

To better understand what we mean by behaviourally informed change management, let’s compare two fictional companies both aiming to become more collaborative inclusive, and entrepreneurial. Company A takes a recognisable general approach to change, while company B takes an approach to change that is more informed by behavioural science.

Company A’s leadership team, inspired by a recent seminar, decides to promote collaboration, inclusivity and entrepreneurship across the organisation. They roll out the initiative with company-wide meetings, emails and posters, instructing middle management to integrate these values into daily operations. However, the directives are vague, meaning that each department is left to interpret what these values mean on their own.

The results are predictable. Some employees think collaboration means more meetings, while others believe it’s about open communication. Inclusivity is interpreted as anything from hiring more diverse talent to being polite in meetings. Entrepreneurship ranges from taking risks to launching new projects without guidelines. The lack of clear direction leads to confusion and inefficiency. Employees are unsure if they’re meeting expectations, causing some to resist the changes and others to overcompensate.

In working with our clients, we found that change methods resembling company A’s tend to be more likely to fail because they are built on abstract ideals without concrete, measurable behaviours.

Taking a behaviourally informed approach to change

Company B takes a different route. Recognising that values like collaboration, inclusion and entrepreneurship can be interpreted differently by different people, they start by defining these values in actionable terms. They focus on specific behaviours that can be observed and replicated.

For instance, at company B, collaboration means actively seeking input before making decisions. Inclusivity is ensured by structuring meetings so that all voices are heard. Entrepreneurship involves regularly pitching new ideas for process improvements. These behaviours are communicated clearly and consistently across the organisation.

Each department tailors these behaviours to their specific context. In sales, collaboration might involve joint client meetings between sales and support teams. In R&D, entrepreneurship could mean running pilot projects on new ideas with a dedicated budget. By defining and reinforcing these behaviours, Company B ensures that everyone is aligned and knows exactly what is expected of them.

Anchoring change in behaviour

To truly change an organisation, you must first change behaviour – and to change behaviour, you must change the environment. This principle has been echoed across the behavioural sciences for decades. Defining desired actions is essential, but the real challenge lies in re-shaping the environment in which change needs to occur. Changing the environment has proven to be more effective than simply telling employees to act differently or providing training.

For instance, to boost collaboration, cultivate a culture of growth mindset where continuous learning and shared goals are prioritised. To foster entrepreneurship, use a Go-to-Gemba approach, one where leaders regularly visit the frontlines to understand challenges and encourage innovative solutions. For inclusivity, create psychological safety by ensuring all team members feel safe to speak up and share their ideas without fear of judgment.

As a business leader, your role is to drive change. Whether you’re leading a team, managing a department, or guiding an entire organisation, your success depends on influencing behaviour.