Where's their head in?

Don’t look at what is in their head, but what their head is in when trying to understand the behaviour of your team

As a manager, you can’t see inside an employee’s head to understand what drives their behaviour. Yet we consistently ask “what were they thinking?”. But you can look at what their head is in (huh?) - the situation and environment that surrounds them. This context shapes actions in ways we often overlook. I introduced the Psychologist Roger Barker who called these influential settings “behaviour settings” in the last blog.

You don’t need to know how introverted/extroverted any of these people are to predict they will all speak quietly in this behaviour setting.

Instead of trying to get inside people’s heads, look around their heads. Behave like an organisational detective! Where is the employee situated? What social dynamics are at play? How do cultural rituals and artefacts prime the behavioural pump? Study the stage, not just the actors.

As this blog is all about the practical application of lesser explored theories, here are some questions to understand the four key elements of the behaviour setting to try on yourself first. Think of a current task or outcome you are working towards……………

………………got it?

Physical: These questions aim to explore how the physical and digital environment, including systems, processes, and workplace, shape the behaviour of the employees.

·       How do the different physical environments (e.g. working from home or in the office) afford or constrain your behaviours in trying to carry out your individual and teams goal?

·       In carrying out this task think about the main digital systems and tools that are required for your work. How do these constrain or invite your actions in relation to your individual and team task.

·       How do you communicate and collaborate with your colleagues and managers through physical and digital channels? What behaviours do you notice when using the tools vs face to face?

·       How do you organise and manage your physical and digital documents and files? How does the organisation of these and access to them invite or constrain your actions in relation to your individual and team tasks?

Social: These questions aim to examine how the social environment, such as the behaviour of others, the expectations of managers, the role models or pressure from colleagues, influence the behaviour of the employees. This has a strong feedback loop with cultural elements that entrench or keep in check certain behaviours. 

·       Think about the key individuals or teams that you work with on this task, what do you notice about how their behaviours affect your behaviours and are these beneficial or a hindrance to carrying out your task?

·       Is there agreement or disagreement among your colleagues and managers on how things should be done in your work setting? How does this affect your behaviour?

·       Are the expectations of others aligned with your work and your role? How do you communicate or negotiate these expectations with them?

·       Do you have access to individuals that hold expertise that you need as part of your role? How do you reach out to them or learn from them?

Temporal: These questions aim to investigate how the temporal environment, such as the different times in a programme or times of the week or year, affect the behaviour of the employees. For example how does the end of financial year impact cash in?

·       How would you describe the current place in the programme & business cycle you are in?

·       What do you notice about how the different business and programme cycles influence your behaviour and the behaviour of those around you?

·       How do different times in cycles encourage or discourage behaviours that are linked with your tasks?

·       How do monthly or programme cycle’s impact your work? Are there particular times that work seems to flow better or become harder? What might these times be and why?

Cultural: These questions aim to assess how the cultural environment, such as the rituals, heroes (who are your work buildings or rooms named after), and values that are present in the work setting, influence the behaviour of the employees.

·       How would you describe the values of the environment around you? What do you notice about how do these values impact how you do your task?

·       How would you describe the behaviours or values of the heroes or role models that are part of your work environment? How does this impact the behaviour of you and others around you?

·       How do you align with or adhere to the values or norms that are part of your work environment? Do you agree, support, or follow them?

·       Are there processes, rituals, or unwritten rules that you do not understand why they are done in your work culture? Which of these influence your work in either a good or negative way? How do you cope with them or challenge them?

Minor tweaks to these “unseen” variables can yield dramatic behavioural results. So when faced with a performance puzzle, resist the temptation to simply blame the person. Broaden your view to understand the invisible forces at work.

Doing so will unlock new insights and opportunities for guiding employees towards success. The key is to diagnose first, then act. With some astute observation and selective adjustments, you can orchestrate win-win behavioural change.

So don’t just look at what’s in the head - look at what the head is in. By understanding both the environment and the person you hold the secret to managing and motivating your team. Let the performance improvement begin!