Psychology and behavioral economics

Many discussions of improving engagement involve either complex philosophical/behavioral explanations or potentially disruptive (and therefore frightening and hard to do) widespread change. There is actually a pretty simple way to make significant change happen.

As soon as any project or issue is identified, and regularly thereafter, ask AND ANSWER the following four questions:

Joseph Campbell studied and wrote about myths, rituals and ceremonies, and the roles played by these early precursors of theater in the human experience. One of his enduring insights about the function of rituals in a society is informative to the role of structure in an organization.

How often do we think about what goes into solving a problem or making a decision? There are always at least half a dozen separate opportunities to take a wrong turn, so it pays to review the components of problem solving and decision making. In many ways, the medical model works well.

Collaborative activity is a tremendous asset for a business or community and a wonderful thing to experience. Unfortunately, it becomes exponentially more challenging - and less common - as the number of participants rises above one.  Too many managers and C-level administrators settle for some lesser form of group activity, often proudly boasting of their collegial and collaborative approach, hoping no one will notice.

Let’s review the characteristics of four kinds of group behavior, arranged along a spectrum ranging from simple compliance to  collegial collaboration.

It’s a common complaint: “Where is everybody? We built a great new tool and nobody is using it. I don’t understand. It’s important for our organization that everybody participates. How can I make them join in?” 

It’s obvious, of course, and nothing more than basic behavioral psychology: if you reward a behavior, you will get more of it.