Organisation Behavior Management

Organizational Behavior Management

Organizational Behavior Management (OBM) focuses on achieving behavioral changes within organizations. It answers, in a practical manner, how to bring about behavioral change or influence behavior within a team and/or an organization, and is based on scientifically validated principles.

Based on this theory, I have developed a very simple yet highly effective practice. I have applied this practice in both one-on-one coaching and team sessions over the past period. This practice helps leaders within an organization to focus on the desired outcome within a specific context. From there, they determine which behaviors of their direct reports would positively influence this outcome. The question then arises, "how can these leaders best stimulate this desired behavior?" Naturally, the personal behavior of these leaders can also be a significant stimulus.

?An alert reader may have noticed that, for this exercise, the sequence follows the OBM model from left to right.

A dashed line is drawn between Stimuli and Behavior to indicate that this can lead to desired behavior, but it is not guaranteed. When you ask someone to do something, they may decide to do it or not, possibly differently than you had in mind. The outcome is not entirely certain.

?In determining which behaviors of leaders are significant stimuli, I have often used the Leary's Rose model. This is to emphasize the impact of one's behavior on the behavior of others.

?I have applied this practice in various ways. One approach was to let the leaders themselves determine the desired behavior of their direct reports in order to achieve a predictable and recurring outcome within a specific context. They were then challenged to identify which behaviors of their own would be necessary or helpful for this purpose.

In another setting, leaders sat in a session with their direct reports. First, they collectively determined the desired outcome within a specific context and then decided what behavior from a team member in a specific role would be desired. Subsequently, they discussed which behaviors from others would contribute to this and which other stimuli—such as standard reminders or direct feedback in a session—would be helpful.

I have also used this practice in one-on-one coaching conversations to make leaders aware of the impact of their behavior. The practice of 'leaning back' often provides direct reports with the space to 'lean forward' and take an active role in a project or meeting.

The possibilities are endless, and, in my experience, the impact is significant, while the practice itself is straightforward. I sincerely hope to have inspired you with this and would be very interested to hear if anyone has applied it and what the results were. If you have any doubts about its application in a specific context or if you'd like to have a casual discussion before applying the practice, please feel free to send me a direct message.

#OBM #OrganisationalBehaviorManagement #Teamdynamics #TeamBehavior #Ownership #TeamCoaching #Coaching

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