An important part of every manager's job is changing people's behavior: improving someone’s performance, helping them better manage relationships with colleagues, or sometimes even stopping them doing something. Yet, despite the fact that changing people's behavior is such a fundamental skill for managers, there is little in the way of systematic support for them to go about it.
This book changes that, revealing simple but powerful techniques for changing behavior that experts from a range of disciplines have been using for years. Drawing upon proven methods from psychology, psychotherapy, and behavioural economics, it presents a comprehensive toolkit that managers can use to improve the performance of staff and address some of the most common challenges they face.
With a new foreword and three new chapters, this revised edition expands on the original by showing how organisations and leaders have used the techniques presented in it, how these methods have become even more relevant in the post-pandemic world, and how it has been applied the broader challenge of workplace culture change. Finally, supplementary videos add detail to this new content, with examples and explanations presented by the authors.
Videos via app: download the SN More Media app for free, scan a link with play button and access videos directly on your smartphone or tablet.
Author(s): Nik Kinley, Shlomo Ben-Hur
Edition: 2
Publisher: Palgrave Macmillan
Year: 2023
Language: English
Pages: 275
City: London
Preface
Acknowledgments
Contents
About the Authors
List of Figures
List of Video Figures
1: How to Help Change Happen
What Managers Think
What Is Missing
The Power of Context
Context Is Internal, Too
What You Need to Do
What Is in this Book
References
2: Four Ways to Think about Change
Behaviorism
Cognitive Psychology
Systemic Psychotherapy
Behavioral Economics
Turning Approaches into Action
References
3: Intrinsic Motivation: The Science of Commitment
Why Intrinsic Motivation Is Important
A Recipe for Intrinsic Motivation
Autonomy
Autonomy Technique #1: Involve People
Autonomy Technique #2: Get the Tone Right
Autonomy Technique #3: Offer Choice
Mastery
Mastery Technique #1: Reinforce people’s Sense of Competence
Mastery Technique #2: Position Change as Challenge
Connection
Connection Technique #1: Establish why
Connection Technique #2: Make It Personal
Connection Technique #3: Get Practical
Using the Recipe
Different People, Different Tastes
Culture
Role
Age
Gender
Two Models for Profiling People
Model #1: Career Concept Model
Model #2: Promotion and Prevention
Just One Side of the Story
Key Questions to Ask Yourself
Further Resources
References
4: Extrinsic Motivation: Using Reward and Punishment
Should You Use Rewards?
Criticism #1: Money Does Not Motivate
Criticism #2: Rewards Kill Intrinsic Motivation
Criticism #3: External Motivators Can Have Negative Side Effects
Criticism #4: Rewards and Punishments Do Not Last
How to Use Rewards
When to Extrinsically Motivate People
When to Reward Rule #1: Support Intrinsic Motivation
When to Reward Rule #2: Get the Timing Right
When to Reward Rule #3: Offer Frequent, Unexpected Rewards
When to Reward Rule #4: Praise and Give Prizes in Public, Reward and Punish in Private
Who to Extrinsically Motivate, and How
Who to Reward Rule #1: Consider Culture
Who to Reward Rule #2: Remember the Impact of Personality
Who to Reward Rule #3: Adjust Approach to Match People’s Level of Experience
What to Extrinsically Motivate People With
What to Reward Rule #1: Praise First, Money Last
What to Reward Rule #2: Punishments Should Be Rare, Collaborative, and Predictable
What to Reward Rule #3: Align Solutions to the Situation
What to Reward Rule #4: Be Fair and Consistent
Bringing Intrinsic and Extrinsic Together to Change Behavior
Beyond Motivation
Key Questions to Ask Yourself
Further Resources
References
5: Ability
Three Elements of Ability
Identifying Capability Issues
Identifying Technique #1: Rating Scale Questions
Identifying Technique #2: The Miracle Question
Resolving Capability Issues
Resolving Technique #1: Making Change Easier
Resolving Technique #2: Uncovering Blockers
Moving Beyond Ability
Key Questions to Ask Yourself
Further Resources
References
6: Psychological Capital: Believing You Can Succeed
Why Psychological Capital Is Critical
Believing You Can Succeed
Self-Confidence
Self-Confidence Technique #1: Guided Mastery
Self-Confidence Technique #2: Modeling
Self-Confidence Technique #3: Persuasion
Self-Confidence Technique #4: Physiological States
Improving Self-Confidence: An Example
Optimism
Optimism Technique #1: Managing Cognitive Distortions
Optimism Technique #2: Reinforcing True Self-Concept
Only Half the Story
Key Questions to Ask Yourself
Further Resources
References
7: Psychological Capital: Willpower and Resilience
True Grit
Willpower
Willpower Technique #1: Care About People
Willpower Technique #2: Practice
Willpower Technique #3: Stop Renegade Attention
Willpower Technique #4: Self-Talk
Willpower Technique #5: Mindfulness
Resilience
Resilience Technique #1: Promote a Growth Mindset
Resilience Technique #2: Cultivate Self-Compassion
Resilience Technique #3: Plan for Problems
From Inner Context to External Environment
Key Questions to Ask Yourself
Further Resources
References
8: How to Build, Break, and Change Habits
The Anatomy of Habits
The Two Basic Components of Habits
A Third Component: Reinforcers
How to Build a Habit
Step 1: Identify a Behavior
Behavior Technique #1: Be Specific
Behavior Technique #2: Think Small
Behavior Technique#3: As Few Behaviors as Possible
Step 2: Find a Cue
Step 3: Think About a Reinforcer
Reinforcer Technique #1: Make Reinforcers Immediate
Reinforcer Technique #2: Make Reinforcers Meaningful
Reinforcer Technique #3: Remember the Premack Principle
Step 4: Promote Repetition
Repetition Technique #1: Provide Information About Habits
Repetition Technique #2: Give Point of Prompts
Repetition Technique #3: Remember Why
Repetition Technique #4: Make Public Commitments
Repetition Technique #5: Monitor Progress
Repetition Technique #6: Create Implementation Intentions
How to Break a Habit
Option 1: Remove the Reinforcer
Option 2: Avoid the Cue
Option 3: Ignore the Cue
How to Change a Habit
Step 1: Understand the Habit
Step 2: Select a Substitute Behavior
Step 3: Make the Substitution at Every Opportunity
Habits: A Structure for Change
Key Questions to Ask Yourself
Further Resources
References
9: Gamification
Why All the Headlines and Hype?
Does It Work?
How Gamification Works
Three Rules for Using Gamification
Rule 1: Only Use Gamification if People Want to
Rule 2: Set Good Goals
Rule 3: Gamify What Matters to People
Which Methods to Use
Tracking Progress
Tracking Technique #1: Points Systems
Tracking Technique #2: Progress Bars
Marking Achievements
Marking Technique #1: Tangible Markers
Marking Technique #2: Symbolic Markers
Challenge and Competition
Challenge Technique #1: Targets and Tasks
Challenge Technique #2: Comparison Points
Social Connection
Social Connection Technique #1: Publicly Share Achievements
Social Connection Technique #2: Connect People for Support
Social Connection Technique #3: Group Quest
Narrative
Using Gamification
Key Questions to Ask Yourself
Further Resources
References
10: Nudging
What Is Nudging?
Choice Architecture
Five Types of Nudges
Providing Information
Information Technique #1: Costs and Benefits
Information Technique #2: Framing
Priming
Priming Technique #1: Priming Commitment
Priming Technique #2: Priming Openness
Priming Technique #3: Priming Confidence
Social Influence
Influence Technique #1: Using Social Norms
Influence Technique #2: Peer Pressure
Decision Economics
Decision Technique #1: Make New, Desired Behaviors Less Costly
Decision Technique #2: Make Old, Undesired Behaviors More Costly
Decision Technique #3: Increase the Benefits of New, Desired Behaviors
Loss Avoidance
Loss Avoidance Technique #1: Spot Bonuses
Loss Avoidance Technique #2: Preemptive Praise
Loss Avoidance Technique #3: Use Technology
Pulling It All Together
Key Questions to Ask Yourself
Further Resources
References
11: Becoming an Architect of Change
Using the MAPS Model
What You Are Creating
12: What We’ve Learnt
Lessons from the Pandemic
Three New Findings
Finding #1: Motivation Is Even More Situational Than We Previously Thought
Finding #2: Using Gamification Is Also More Complicated Than Previously Thought
Finding #3: People Are Talking More About Change Maintenance
A Common Thread
References
13: What We Do Differently
Two Pathways; Same Destination
Changing Behavior to Change Culture
Changing Behavior to Drive Performance
Trust
Clarity
Momentum
Changing People’s Context
14: Frequently Asked Questions
How Can We Help People to Identify What They Need to Change and Develop?
What’s the Best Way to Open People Up to the Idea of Change?
Are There Any Other Models of Behavior Change That You Like and Have Used?
Do People Need Be Aware of the Need to Change Before They Can Start Changing?
What Can Be Done to Improve People’s Level of Self-Awareness?
Do You Have Any Suggestions for How to Make Development Plans More Useful?
Support Writing Plans
Shorter Timeframes
How Can People Improve Strategic Thinking?
How Can We Help People Who Have Low Willpower?
How Can You Tell if Someone’s Resilience Isn’t Strong Enough to See Through a Change?
Does Resilience Training Work?
You Talk a Lot About the Power of Praise, but Isn’t There a Risk in Over-Praising?
What’s the One Thing That You Think Every HR Department Should Do to Support Behavior Change in Their Organization?
Appendix A
Key Questions to Ask Yourself
Motivation
Ability
Psychological Capital
Supporting Environment
Appendix B
MAPS Profiler Tool
Appendix C
MAPS Profiler Graph
Index
