Posts Tagged with "behaviour"

#11: Negative incentives and subpar business results.

People rebel against rules to assert autonomy.Read more →

#14: The importance of behaviour change.

Behaviours are the most important and effective area to focus on if you want to produce change — for an individual, team, or organisation.Read more →

#14a: How action drives change in an individual.

Repeated actions create habits. Habits drive behaviour change. Behaviour change drives a change in belief. Hence through repeated action can a person change themselves.Read more →

#14a2: Viewing technology as a driver for behaviour change is hazardous.

Habit, not a tool or technology, is what's important for change. Yet we often consider technology adoption a goal in itself.Read more →

Reference #18: What Got You Here Won't Get You There

"Winning too much" is the most common behavioural problem Goldsmith observes in successful people. This manifests as over-competitiveness, as the desire to win even when it doesn't matter.Read more →

Reference #19: What Got You Here Won't Get You There

"Adding too much value" is a common behavioural issue among successful people. It arises from the difficulty in listening rather than providing your input.Read more →

Reference #20: What Got You Here Won't Get You There

When you say "no", "but", or "however" to people's ideas, it tells them you think they're wrong. In response to ideas or comments, aim instead for "thank you".Read more →

Reference #24: What Got You Here Won't Get You There

At higher levels of success, what separates the good from the great is interpersonal behaviour. The higher you rise within an organisation, the more your issues will be behavioural and not technical.Read more →

Reference #29: What Got You Here Won't Get You There

When attempting to change your behaviour based on feedback, follow-up is necessary for change. You will need to regularly check with your colleagues to see whether you are improving.Read more →

Reference #30: What Got You Here Won't Get You There

Attaching a financial cost to continuing a bad behaviour — or a benefit to displaying a positive one — adds a strong incentive to change.Read more →

Reference #45: An Elegant Puzzle

Push notifications, rather than dashboards, may be more effective when it comes to ensuring action is taken on changes to your goal metrics. Even small nudges like these may be enough to stir action.Read more →

Reference #108: Why Diversity Programs Fail

Organisations can use behaviour change to prompt the belief change in their employees. When an individual's beliefs and behaviours are out of sync, they have a tendency to change either their behaviour or their beliefs to correct this dissonance. This is termed "cognitive dissonance".Read more →

Reference #147: Peopleware

Managers, unlike parents, are unlikely to change their people in any meaningful way.Read more →

Reference #236: The First 90 Days

It's important to not only secure early wins but to get the right wins in the right way.Read more →

Reference #317: Thinking in Systems

Purposes are best deduced from behaviour. Behaviour, not stated goals, reveals a system's purpose.Read more →

Reference #318: Thinking in Systems

Each of the components of a system — elements, interconnections, and functions or purpose — are essential to a system, so none are more or less important to that system. Yet there exists a hierarchy of importance in driving behaviour.Read more →

Reference #323: Thinking in Systems

A key to understanding system behaviour is recognising that a stock takes time to change. Stocks respond to changes in flow gradually; the is especially for large stocks. Stocks act as delays or as buffers in a system.Read more →

Reference #511: The Five Dysfunctions of a Team

The "five dysfunctions of a team" model can be inverted to see how members of a cohesive team behave:Read more →