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The Science of Human Behaviour
Drawing on the sciences to better understand human behaviour
"To change a habit, make a conscious decision, then act out the new behaviour" - Maxwell Maltz
We base our methods on the most recent developments in Modern Evolutionary Science, Complex Systems, Contextual Behavioural Science, and Economic/Political Science.
By combining these fields, we are able to develop a more nuanced understanding of human behaviour and identify culturally sensitive and appropriate responses.
Our services, interventions and program designs draw on the insights from:
* Modern Evolutionary Theory *
To tap into our innate tendencies towards cooperation and reciprocity.
* Contextual Behavioural Science *
To incorporate the dynamic, contextual environments within organisations, and the moderating/mediating factors that influence individual and collective behaviours.
* Economic and Political Science *
To sustainably align self-interest and the collective interest, in pursuit of shared goals.
Modern Evolution Theory
We utilise our knowledge of group dynamics to introduce an evolutionary perspective, that allows human-created systems to be redesigned, to encourage collaboration, discourage conflict, and thereby better serve individual, team and organisational needs.
Understanding that humans are evolving along 4 dimensions, allows us to co-design a particularised approach that builds shared identity and purpose.
* Biologically *
(Genetics)
* Behaviourally *
(Operant & Respondent Conditioning)
* Socially *
(Behavioural Modelling & Imprinting)
* Symbolically *
(Relational Responding & Symbolic Inheritance)
These interacting inheritance streams are operating simultaneously at multiple levels of complexity within and between individuals, between individuals within teams, and between teams within organisations. For this very important reason, we must always consider, (a) the actual actions and behaviours experienced, (b) the specific context in which it occurs, and (c) the broader system in which it occurs.
Contextual Behavioural Science
There are several definitions of organisational development and the common element in all is that it is a system-wide, value-based collaborative process of applying behavioural science knowledge to the adaptive development, improvement, and reinforcement of organisational features that lead to organisational effectiveness.
We utilise our knowledge of environmental and situational factors to provide a framework for understanding how people's thoughts, feelings, and behaviours are shaped by their environment. We respond with ways to create environments that promote positive behaviour and reduce negative behaviour.
We employ behavioural science and social science knowledge to help organisations build their capability and capacity to evolve.
This involves enhancing organisational-wide congruence, co-designing creative organisational solutions; and strengthening the organisation’s capacity to adapt.
Self-Determination
As human beings, we all have 3 fundamental psychological needs. To enhance our well-being and motivation, and for us to flourish and thrive in our chosen professions and work environments, these needs must be met.
* Autonomy *
We need to feel we have control over our own behaviour and actions, and to be able to act consistently with our values.
* Belonging/Relatedness *
We need to feel social connection and belonging. To be cared for and caring of others around us at work.
* Contribution/Competence *
We need to feel effective and capable in our pursuits. We need to feel valued and we deliver valued outcomes.
When we engage in self-determined, values-driven behaviour, we are fulfilling these core psychological needs by acting in accordance with our personal values and beliefs.
Economic & Political Science
Collective action is about taking the inputs and efforts of multiple individuals, teams or groups, to achieve joint outcomes. For this to occur, Ruth Elinor-Ostrom's Nobel Prize-winning research in enhanced cooperative group behaviour, cannot be ignored.
At the centre of Ostrom's work are 8 Core Design Principles (CDPs). Their presence is fundamental when individuals attempt to organise themselves into functional, productive, and sustainable working relationships.
The CDPs are principles of guidance, not rules of governance, which is why Culture Craft will guide and help organisations determine for themselves how to successfully evaluate and address these issues within their unique structure and operations.
CDP 1 - Shared identity and purpose
A group functions best when its purpose is clearly understood and perceived as worthwhile by its members. A group also functions best when it offers a strong group identity, such that members are proud to belong and enjoy their time together.
CDP 2 - Equitable distribution of contributions and benefits
Most people have a strong sense of equity that is violated when someone receives benefits disproportionate to their contributions. Perceived fairness is essential for high group performance.
CDP 3 - Fair and inclusive decision-making
If you want good decisions and motivated people, group members need to be involved in making the decisions that affect them. Their involvement may take different forms, such as consensual decision-making, consultation, or simply the opportunity to make objections can be enough.
CDP 4 - Monitoring of agreed behaviours
Self-serving behaviours increase when there is a lack of transparency of those behaviours. Monitoring does not need to be coercive and is usually better performed by peers as part of the normal interaction of group members.
CDP 5 - Graduated responding to helpful and unhelpful behaviour
Transgressions do not imply malintent. Well-meaning members can fail, especially given competing demands upon their time and attention. Effective groups have in place responses to transgressions ranging from compassionate conversations to sanctions or ultimately, exclusion from the group. Research shows trust increases in groups when sanctioning occurs for unhelpful behaviours. However, to strengthen belonging and engagement with the group, helpful behaviours must also be appropriately encouraged.
CDP 6 - Fast and fair conflict resolution
Any group that involves committed individuals acting authentically will inevitably encounter conflict as people have different interests and information. It is best to plan for conflicts and their resolution from the beginning by building conflict resolution skills among group members and creating helpful, flexible processes for conflict resolution.
CDP 7 - Authority to self-govern (according to principles 1-6)
Every team is embedded within the broader organisation, which can limit its ability to govern its own affairs. These constraints can interfere with the objectives of the team and the implementation of design principles 1-6. Teams must be able to implement principles 1-6, without excessive interference, to function effectively.
CDP 8 - Collaborative relations with other groups (using principles 1-7)
If we are to build an organisational culture of cooperation and collaboration, a team must relate to other teams using principles 1-7. The same design principles are relevant at all levels of a multi-tier hierarchy of social units. For example, teams cooperate well when there is shared purpose, equity, inclusiveness in decision making between teams as well as within teams.
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