OBM protocol to change behaviour

Realising a change in behaviour is primarily facilitating a learning environment for the performer. All observable behaviour in an organisation is conditioned. It remains that way due to the environment and context of the organisation. If one wants to change the behaviour, the environment and context of the organisation must change in the correct way.

The OBM protocol is a structured approach consisting out of seven steps:

1. Specify the performance
2. Measure the performance
3. Analyse the performance level
4. Performance feedback
5. Setting (sub)goals
6. Positive reinforcement of desired behaviour
7. Evaluate, analyse, and adjust

Specify the performance

The goal of this step is to specify the desired performance. The key is to be absolutely clear about the performance. A performance as higher customer satisfaction is vague. What defines a higher customer satisfaction? Is it faster handling of their request, less errors on a process? In order to make the intervention successful the performance has to be distinct and concrete.

When the elements of desired performance is defined, it is important to validate if those elements are controllable for the organisation to influence. Let's say an organisation wants to increase the margin of their product. If an element involves national tax laws, it is most likely not controllable for the team to influence. Doing something about the purchase conditions or sales volume is.

Behaviour should be specified using the acronym MACRO.

Designing desired behaviour

Given the discovered and chosen elements, the next step is to determine the desired behaviour. If the performance is to negotiate better purchase conditions, a desired behaviour could be that the company purchasing policy has to be followed. Consequently the desired behaviour is those behaviour your want to see more of in the organisation. It is behaviour that fits in the environment and is acceptable for the performers in the organisation.

The acronym VGAS can be used to discover most occurring mistakes when designing behaviour.

• Values, e.g. honesty and openness aren't behaviours. Additionally their also subjective labels and thus lacking concreteness.
• Generalities, e.g. proactiveness and ownership. Too broad formulated and will fail the 'show me' test.
• Attitude, an opinionated perspective on behaviour and thoughts. E,g, strong or charismatic describe a social perspective.
• Status, refer to the result of a behaviour. Sitting down is behaviour, is sitting is a status. The dead-man test can help here. If a dead man can do it, it isn't behaviour.

A general tip is to avoid negative behaviour.

Measure the performance

Within OBM measuring performance is of importance for two reasons. First of all it shows objectively what the performance is of the current behaviour. Secondly, it allows for self-monitoring. If the performer can see its own performance, it can aid in continuing or changing behaviour. For example, seeing your speed on the dashboard of your car as driver allows you to maintain the speed, or change it.

Measuring performance is to allow the performance to perform better. It is not to hold some accountable. However, measuring performance often throws in resistance from performers. The key is to create a situation in which the measurement of the performance is beneficial for the performer. For example, as a driver you want the speed camera along the road to accurately measure your speed.

Within OBM KPIs are preferred to measure performance or behaviours. Given the effect of positive reinforcers it is recommended to use positive measurements.

Analysis of the performance level

The measurements from step 2 display the current performance level. It shows objective numbers, but no explanation. These explanations can be found using ABC analysis.

Analysing performances require three steps, preferably with the performer:

1. Determine the behaviour or performance you want to analyse
2. Create an overview of all relevant antecedents
3. Create an overview of all relevant consequences

The found consequences need to be evaluated on their influence. Therefore each consequence is judged - from the perspective on the performer - on:

• Is the consequence positive or negative?
• Is the consequence direct or in the future?
• Is it certain that the consequence will arise or is it uncertain?

Performance feedback

In this step we provide the performer with specific feedback on the performance. The function of performance feedback is to help the performer to perform better in the future. The performance feedback has to be seen as an antecedent. It might lead to better behaviour, but it is not guaranteed.

Good performance feedback concerns the objective measurements and information without a subjective judgement. It is up to the performer to value the feedback in line with goals, norms, or values. The judgement of the performer can lead to a change in behaviour.

Setting (sub)goals

Setting goals and subgoals allow for incremental and proven improvements of the performance. Given the baseline we want to set a realistic end goal, in line with the objective of the organisation. To determine good goals, you have to determine them together. Involve the performers with setting goals and the way to achieve them.

Procedure to reinforce desired behaviour step-by-step

Positive reinforcement of desired behaviour

Positive reinforcement is when the result of a specific behaviour, makes you want to repeat that behaviour. Importantly, only the receiver determines if the reward is seen as a reinforcer or a punishment. Likewise, the context and/or moment when the reinforcer is important. One person prefers a compliment in a one-on-one conversation, but doesn't appreciate it when given in a crowd of colleagues.

Reinforcers can be found via:

• Surveys; by asking for needs, preferences, or wishes,
• Testing of personality types, for example DISC

Changing behaviour has a lifecycle. The first phase being learning new behaviour, maintaining the learned behaviour, and if required, extinction of behaviour. Each phase has it is own schedules of reinforcement.

Intermittent schedules can be based on the number of occurrences or the expired time (interval schedule).

Evaluate, analyse, and adjust

Finally, it is important to evaluate the intervention. What went well, what went not so good. What can we learn for a next intervention, or what can we do to further improve the intervened performance?