Changing behaviour at work requires a deep understanding of the existing behavioural patterns and their underlying drivers. Sustainable change happens when interventions target these fundamental drivers—not just the symptoms. Without understanding what truly drives the current (un)desired behaviour, interventions are unlikely to address the root cause and thus will not yield meaningful or lasting effects. For example, if a team is struggling with collaboration, simply instructing them to work together more often will not solve the problem unless the underlying barriers—such as lack of trust, unclear roles, or conflicting incentives—are addressed.

To create lasting change, it is essential to align every part of the organisation. Employees are often overwhelmed by conflicting priorities, KPIs, and messages. When different parts of the organization send mixed signals, it becomes nearly impossible for employees to understand what is truly expected of them. Alignment means that leadership, processes, values, and incentives all point in the same direction and reinforce the desired behaviors. When employees receive consistent messages from all angles, they are far more likely to adopt and sustain new behaviors.

Another key aspect of changing behaviour is the need for time and repetition. Deeply-rooted behavioural change is not something that happens overnight. Just as it takes time to learn a new skill or form a new habit, it takes time for employees to internalise new ways of working. Repeated exposure to new information, whether through training sessions, workshops, or changes in day-to-day processes, will help employees gradually adapt and feel more comfortable with the changes. It is a continuous journey, not a one-time event, and it requires ongoing reinforcement to prevent people from slipping back into old habits. Following intervention plans, consistent measurement can help adjust where necessary.

Ultimately, changing behaviour at work is about creating an environment that supports and encourages the desired behaviors while systematically removing the barriers to change. This means addressing both the formal structures—such as policies, incentives, and processes—and the informal elements—like social norms, team dynamics, and collective beliefs. When all these elements work together, they create a context that supports the desired change effectively.

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