by Paul Matalucci, ABC

Some years ago, I bought a special dishwashing liquid dispenser that emitted a tiny glob of liquid with each squirt. I was pleased with this simple and painless way to limit our use of detergent.

Then, not long ago, I was standing near our office cleaning lady as she was preparing to wash cups. As she worked, I watched her reach for the dispenser, unscrew the top, and pour a tennis-ball-size glob of dishwashing liquid onto her sponge.

It reminded me that human nature is largely habit. Most of what people do, they do without thinking. Our cleaning lady was used to a sudsy wash, and she easily bypassed my best intentions.

In communications, we focus on changing behavior. We begin by asking, What do we want people to keep doing, do more of, or less of?

When we create strategic communication plans for managers, how much do we take into account the well worn habits to which managers will return by default?

If we’re launching an initiative, or changing a process, or introducing a new IT tool, have we gone far enough to explain the rationale and benefits to the manager?

Have we confirmed what managers are giving up by making the switch?

Is our description of the new behavior flawlessly clear?

Have we been sure to repeat the rationale beyond the introductory communications?

If we haven’t gone the extra step to call out and reinforce a new behavior or to explain and repeat the rationale, how likely are managers to adopt our suggestions?

 

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