That is why we humans are driven by consequences…
…and how it affects our behaviour.
Have you ever wondered why we repeat certain behaviours but quickly abandon others? The answer lies in our natural reaction to the consequences that follow our behaviours. In the fields of Organisational Behaviour Management (OBM) and behavioural psychology, research has clearly shown that we humans are driven by consequences. It is not what we are told to do that shapes our behaviours over time, but rather the consequences we experience after performing an action.
So what does it really mean that we are driven by consequences, and how can we use this knowledge to create safer and more productive workplaces?
What does it mean that “we humans are driven by consequences”?
Consequences are what happen after a behaviour, and they influence whether or not that behaviour will be repeated in the future. Positive consequences, such as immediate feedback or attention, lead us to repeat a behaviour. Negative consequences, such as discomfort or punishment, reduce the likelihood that we will do it again. This process occurs both in our personal lives and at work. We learn from an early age that certain actions, such as saying “thank you,” lead to positive reactions, while other behaviours, such as breaking rules, can have negative consequences.
The ABC Model: How Consequences Guide Our Actions
A common method for analysing and understanding how consequences influence behaviour is the ABC model. It stands for Antecedent, Behaviour, and Consequence:
- An activator is what triggers a behaviour, such as an instruction from a supervisor or a situation that requires action.
- Behaviour is the actual action—what someone does or says in response to the trigger.
- A consequence is what happens after a behaviour, and it is this consequence that determines whether we repeat the behaviour in the future.
For example: If an employee is told to wear a safety helmet (trigger), puts on the helmet (behaviour), and receives positive feedback from their manager (consequence), the employee is much more likely to continue wearing the safety helmet in the future. If, on the other hand, there is no positive consequence or if wearing the helmet feels uncomfortable, the behaviour may quickly cease.
Matching the Right Consequences to the Right Behaviours
An important part of OBM and BBS is ensuring that the consequences we use are appropriately linked to the behaviour we want to reinforce. This requires careful observation and an understanding of what actually serves as reinforcement. A common mistake is to assume that a consequence we ourselves consider positive is also perceived that way by the person exhibiting the behaviour. In reality, different people may react differently to the same consequence.
To succeed in this, leaders within organisations need to be attentive and consistent in their use of consequences. They should provide positive feedback immediately after a desired behaviour occurs to establish a clear link between the trigger, the behaviour, and the consequence. .
Key takeaway: Use consequences to shape behaviour
The idea that people are driven by consequences is a fundamental principle of behavioural analysis and OBM. By understanding and consciously using consequences, we as leaders and managers can not only influence individual behaviours but also shape an entire work culture. By reinforcing desirable behaviours, we increase the likelihood that they will be repeated.
By applying these principles, organizations can create safer, more productive work environments where employees not only act in line with the organization’s goals—they do so because they find it meaningful and rewarding.