For example, we enter a dark room and flip light switch to “On”. We do this because we expect light to be result. Darkness is antecedent. Light is consequence. If we enter a room and consistently get no light by flipping switch, we resort to some other behavior (light a candle, carry a flashlight, etc).

While this sounds simple enough in example, in practice, it is often more difficult when we apply it in workplace.

The key is to identify behaviors that produce desired business results; then create consequences for employees that will reinforce those behaviors. Any consequence that encourages a behavior to repeat is a positive reinforcement. But there is a subtlety that is very important. We can encourage behaviors, but we cannot enforce them. Many companies try to enforce appropriate behaviors rather than encourage them.

Enforcing requires a high degree of supervisory input and nets only minimal standard performance from employees, but encouraging requires minimal supervisory input once system is in place, and it usually results in superior performance.

One way to achieve a consistent pairing of results (consequences) and behaviors is accomplished through a targeted improvement process much like processes advocated by ISO, QS, and TQM management systems. The steps in this process are:

- Identify behaviors that create desired results

- Measure results of behaviors

- Provide feedback to employees

- Positively reinforce effective behaviors

- Evaluate choice of behaviors and measurements – iterate to improve selection

As business people, we should all know that human behavior drives business results. Our daily behaviors create results that either help or hurt our businesses. Learning to encourage behaviors that grow business can make difference between success and failure.   Copyright 2005, Guy Harris

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