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In this blog, we’re going to explore the “ABC-model” a tool used to reflect on why specific behaviors occur and how to effectively guide behavior toward desired outcomes in both individuals and teams. First, let’s break down the letters:
A – Antecedents: The circumstances or actions that trigger or precede the behavior.
B – Behavior: The actual behavior we’re going to reflect on.
C – Consequences: The results or outcomes that follow the behavior.
What I often observe is that when people want to change behavior, they attempt to modify the antecedents in hopes of achieving a different outcome or behavior. One of those examples is that here in the Netherlands there are warning labels on packages of cigarettes showing the reader that smoking is not good for your health, trying to dissuade the reader from smoking. However, there’s a problem with this approach: changing antecedents is not an effective way to change behavior. Behavior changes are generally driven by the consequences associated with that behavior. When considering change in behavior there are three main properties linked to consequences;
- Immediate / Future – If there are consequences, when will they happen?
- Certainty – How likely is it that you’ll experience the consequences?
- Positive / Negative – How will the consequences be experienced?
Let’s turn this into an example to make it’s easier to understand;
The situation is as follows (antecedents): Let’s say I’m in my car, but I’m late for a meeting. I consider the option of speeding to make it on time (behavior). If I believe it’s unlikely that there are police cars or temporary speed cameras along the route, I might be inclined to speed. However, certain parts of the roads in the Netherlands have cameras at both entry and exit points, which are always active and calculate your average speed. This essentially turns the threat of receiving a fine into a certainty, making me think twice before deciding to drive faster than the speed limit. Knowing that the consequence is certain is highly likely to change my behavior.
Finally, let’s bring this back to working in IT. In my work as an Agile Coach I see many teams that struggle with predictability in completing Sprints. In my experience, this often comes down to the consequences associated with completing the work. Because if it’s certain that the only “reward” for finishing the sprint is dragging more work from the backlog into the sprint turning it into some sort of marathon. You can imagine that does not leave a lasting positive impression on the team members. And that’s a topic we’ll explore in my next blog: how to motivate individuals and teams by introducing positive consequences for the correct behaviors.
