Decades of research show that the majority of improvement initiatives fail to meet performance expectations. We believe this performance expectation disconnect occurs because:
- Lack of leadership involvement and ongoing, effective engagement
- Specific desired behavior changes are not adequately identified and prioritized
Typically, we see organizations speaking about behavior in a generalized manner. They use “behavioral” clichés and general behavioral statements and do not define specific, pinpointed leader and performer desired behaviors. Behavioral Science (Behavior is defined as “what I say or do”) complements Change Management’s focus on people’s thoughts, feelings, and attitudes.
It is Behavioral Science that has the most immediate impact on behavior change adoption and sustainability. It has been demonstrated that an integrated approach (Behavioral Science and Change Management) improves user change acceptance and yields more sustainable results, especially in white-collar, technical, service, and professional environments.
This presentation takes a practitioner’s viewpoint focusing on Behavioral Science key concepts and selected tools applicable to both the participants’ personal leadership behaviors as well as their change initiative project management roles and responsibilities.