Day 1: Diagnosing Behavioral Gaps
Assessing current organizational culture and behavior
A. Utilizing surveys, interviews, and observation to gather behavioral data
B. Mapping the gap between desired strategic behaviors and actual practices
C. Identifying systemic drivers of counterproductive behavior (e.g., misaligned incentives)
Understanding individual and group dynamics
A. Applying psychological frameworks to understand motivation and resistance
B. Analyzing team composition, communication patterns, and conflict styles
C. Recognizing the impact of hybrid and matrix structures on collaboration
Defining target behaviors and norms
A. Translating abstract values into specific, observable, and measurable actions
B. Co-creating behavioral expectations with teams to ensure buy-in
C. Establishing clear boundaries and non-negotiables for workplace conduct
Day 2: Designing Targeted Interventions
Restructuring roles and processes
A. Redesigning workflows to reduce friction and clarify accountability
B. Adjusting decision rights to empower teams and reduce bottlenecks
C. Aligning performance metrics and rewards with desired behaviors
Implementing structural and ritual changes
A. Introducing new meeting formats that promote psychological safety and participation
B. Creating cross-functional rituals to break down silos and build trust
C. Modifying physical or digital workspaces to encourage desired interactions
Developing leadership capability
A. Training managers to model target behaviors and coach their teams effectively
B. Equipping leaders with tools to give constructive, behavior-focused feedback
C. Holding leaders accountable for the behavioral climate of their units
Day 3: Influence and Coaching Techniques
Mastering active listening and empathy
A. Practicing techniques to fully understand underlying concerns and motivations
B. Validating employee perspectives without necessarily agreeing with them
C. Building rapport and trust as a foundation for behavioral change
Applying powerful questioning and framing
A. Using open-ended questions to guide employees to their own insights
B. Reframing challenges as opportunities for growth and collaboration
C. Avoiding leading questions that shut down open dialogue
Delivering effective behavioral feedback
A. Using the SBI (Situation-Behavior-Impact) model for clarity and objectivity
B. Addressing defensive reactions with calm, fact-based responses
C. Co-creating actionable next steps and follow-up checkpoints
Day 4: Change Management and Resistance
Anticipating and mapping resistance
A. Identifying likely sources of resistance (e.g., fear of loss, lack of clarity)
B. Mapping stakeholders by their level of influence and readiness for change
C. Developing tailored engagement strategies for key resistors and champions
Communicating the change effectively
A. Crafting a compelling narrative that explains the "why" behind behavioral shifts
B. Using multiple channels to reinforce the message consistently over time
C. Creating two-way feedback loops to address rumors and concerns promptly
Managing the transition curve
A. Recognizing the stages of the change curve (denial, resistance, exploration, commitment)
B. Providing targeted support and resources at each stage of the transition
C. Celebrating early wins to build momentum and reinforce the new direction
Day 5: Sustaining Behavioral Change
Embedding new habits into daily routines
A. Designing triggers and cues that prompt desired behaviors automatically
B. Reducing friction for good behaviors and increasing friction for bad ones
C. Encouraging peer-to-peer accountability and recognition
Measuring and monitoring progress
A. Tracking leading indicators of behavioral change (e.g., meeting participation, feedback frequency)
B. Conducting regular pulse surveys to gauge cultural shifts and employee sentiment
C. Reviewing performance data to confirm the link between behavior and business results
Adapting and refining the approach
A. Conducting post-implementation reviews to identify what worked and what didn't.
B. Adjusting interventions based on feedback and changing business conditions
C. Institutionalizing successful practices into standard operating procedures
