That is why we humans are driven by consequences…

…and how it affects our behavior.

Have you ever wondered why we repeat certain behaviors but quickly abandon others? The answer lies in our natural reaction to the consequences that follow our actions. In Organizational Behavior Management (OBM) and behavioral psychology, research has clearly shown that we humans are consequence-driven. It is not what we are told to do that shapes our behaviors over time, but rather the consequences we experience after we have performed an action.

So what does it really mean to be consequence-driven, 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 behavior, and they influence whether or not that behavior will be repeated in the future. Positive consequences, such as immediate feedback or attention, lead us to repeat a behavior. 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 behaviors, such as breaking rules, can have negative consequences.

The ABC Model: How Consequences Guide Our Actions 

A common method for analyzing and understanding how consequences influence behavior is the ABC model. It stands for Antecedent, Behavior, and Consequence: 

• A trigger is what initiates a behavior, such as an instruction from a manager or a situation that requires action. 
• Behavior is the actual action—what someone does or says in response to a trigger. 
• A consequence is what happens after a behavior, and it is this consequence that determines whether we repeat the behavior in the future. 

For example: If an employee is told to wear a safety helmet (trigger), puts on the helmet (behavior), and receives positive feedback from their supervisor (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 behavior may quickly cease.

Matching the right consequences to the right behaviors

An important part of OBM and BBS is ensuring that the consequences we use are appropriately linked to the behavior 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 as such by the person exhibiting the behavior. In reality, different people may react differently to the same consequence. 

To achieve this, leaders within organizations need to be attentive and consistent in their use of consequences. They should provide positive feedback immediately after a desired behavior occurs to establish a clear link between the trigger, the behavior, and the consequence.

Key takeaway: Use consequences to shape behavior

The idea that people are driven by consequences is a fundamental principle of behavioral analysis and OBM. By understanding and consciously using consequences, we as leaders and managers can not only influence individual behaviors but also shape an entire work culture. By reinforcing desirable behaviors, 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.