Applying the Laws of Behavior Change to Staff Development
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Atomic Habits by James Clear is one of my favorite books. His approach to habit formation is simple and effective. Every time I read or hear something from this book, I am reminded of what an incredible resource it is, so today, I want to share a few ways we can apply the laws of behavior change to staff development.
The Four Laws of Behavior Change
James Clear outlines these four laws of behavior change:
Make it obvious.
Make it attractive.
Make it easy.
Make it satisfying.
Make It Obvious
Clear recommends setting intentions toward the new behavior and habit stacking when possible.
Example: After I do X [existing behavior], I will do Y [the behavior change].
Can we apply this to staff development? Absolutely!
Try asking staff to create a habit stacking statement that represents a new behavior they want or need to implement.
Example: After I receive a new assignment, I will review the project team to ensure diversity of thought [new behavior].
Also, think about how you can make things obvious in the moment at work. Maybe you can create a project team assembly checklist outlining some areas diversity of thought can be improved.
Make It Attractive
Clear recommends temptation building so you get the dopamine rush when you successfully implement the new behavior.
Example: Once I do Y [the behavior change], I will do Z [something I really enjoy doing].
Can this one be applied to staff development? Yes!
Try asking staff to create a temptation stacking statement that combines a new behavior they want or need to change with an existing one they enjoy doing.
Additionally, think about how you can build in that dopamine rush. Maybe you can order lunch for the kickoff meeting once the new project team is assembled with diversity of thought in mind.
Make It Easy
Because we tend to gravitate towards the path of least resistance, Clear recommends the "Two-Minute Rule" where you break down the new behavior into small, bite-sized chunks.
Most adult learning professionals have been advocating for this for a while now. How can you break down a larger concept into bite-size information? The same applies to behavior change.
Make It Satisfying
When we are successful with our new behavior, we are more likely to feel satisfied and continue to implement it - eventually creating a new habit.
Consider how you can track progress and celebrate success.
Final Thoughts
Clear does a great job outlining the laws of behavior change, and we have so many ways we can apply these laws in the staff development world.
One thing I'd add is to consider the existing systems in place that may make it less obvious, not so easy, not so attractive, and less satisfying to change. For example, will assembling a team require more time? What are the implications if the project lead takes an extra couple of days to assemble the team? Will they be celebrated for being thoughtful? Punished for being behind schedule? These existing systems can create unintended barriers to behavior change.