Performance Management: Changing Behavior That Drives Organizational Effectiveness (part 5)

The ABC Model

by

Charles Lamson

The ABC Model is based on scientific research in behavior analysis. So in this post we will begin our scientific exposition of why people do what they do. Here we begin to look at behavior from a much more precise perspective. If we are to build processes and systems that maximize the return on assets employed, we must know as much as possible about the essential building block: behavior.

The ABC Model is also known as the three-term contingency - Antecedent, Behavior and Consequence. The three-term contingency refers to the fact that every behavior is affected by something that comes before it and by what it produces.

We continuously respond to signals and signs in our internal and external environment (antecedents) that lead to some action on our part (behavior), which in turn leads to something happening as a result of our action (consequence). As illustrated by Figure 1, a consequence may be an antecedent for another instance of the same behavior. We have all experienced the situation where someone offers us chips or candy (antecedent). We take one piece and eat it (behavior). It tastes so good (consequence/antecedent) that we take another and eat it (behavior). Unfortunately, for most of us this is repeated too many times every day.

Figure 1 ABC Model

It is important to know that antecedents and consequences are not equal in their effect on behavior. Simply put, antecedents draw their power from consequences. To use an analogy from electricity, consequences charge antecedents. As you will see throughout this analysis, common sense experience often teaches us the wrong thing. If you observe people in problem-solving situations, you will find that their behavior indicates that they believe antecedents are the most effective way to change behavior.

By far, the most common way of trying to implement change in an organization is to change antecedents rather than consequences. We train, explain, involve people in decision making, have meetings, send out clarifying memos, et cetera. We do these things in spite of the fact that the closest thing we have to a behavioral law is that behavior is a function of its consequences. In helping executives understand why their organizational change initiatives did not live up to expectations, it is almost always due to the fact that they implemented change with no significant difference in the consequences to the people involved in the change. Billions of dollars are wasted every year by such tactics.

If you are to grow any organization or even maintain it over time, an understanding of behavioral consequences is necessary to make maximum progress. We use the term behavioral consequences to differentiate it from the more common use of the word consequences. Understanding the use of the complete ABC Model is important if you are to arrange conditions and change behavior efficiently, effectively, and for the longer term.

Consequences

Behavioral consequences are events that follow a behavior and change the probability that the behavior will recur in the future. Consequences are the single most effective tool a manager has for improving employee performance and morale. As amazing as it may sound, there is one straightforward answer to the problems of poor quality, low productivity, high costs, and disgruntled employees - behavioral consequences.

In hundreds of offices and plants, hospitals, hotels, restaurants, and other kinds of organizations, the ineffective use of consequences has created and maintained poor performance and low morale. But providing appropriate consequences has produced dramatic increases in the bottom line and employee satisfaction.

Here you will be introduced to the various consequences and how they operate in the everyday work environment. You will see that consequences affect performance whether you attempt to manage them or not. If you do not manage consequences, they will simply operate unsystematically and often in ways that are counterproductive, because consequences are always occurring and always impacting behavior. Think of it this way: We are not always aware of how gravity is affecting what we do, but we know that it is. Similarly, consequences always affect our behavior, whether we are aware of it, believe it, or understand it.

There are two basic consequences: those that increase behavior and those that decrease it.

The Effects of Consequences

Some consequences increase the probability that a behavior will occur and some decrease the probability that a behavior will occur. Although a casual examination seems to indicate that some behavioral consequences have no effect on behavior, close examination shows that not to be the case. It is just that the change in the behavior is too small to be detected by casual observation.

Behavior followed by consequences - this pattern repeats itself many, many times throughout every day. It is so obvious, so commonplace, we have learned to ignore it. For example, put money in a candy machine and press the button. Usually, the candy comes tumbling out. But what if no candy comes out? Will you use the machine again? You might try again but if it still failed to work, you would probably stop. The behavior of putting money in that machine depends on the consequence - receiving candy. Remove that consequence and behavior changes. You will probably seek another machine that works - one that produces the consequence you want - or, you will forget it and go on to something else.

Every behavior has a consequence that affects its future probability. That is, consequences do not simply influence what someone does; they control it. To understand why people do what they do, instead of asking "Why did they do that?" ask "What happens to them when they do that?" When you understand the consequences, you are most likely to understand the behavior.

Consequences come in many forms and endless varieties. What people do to us, what they say to us, what they give us, and what they don't give us can all affect our behavior. As you will see, both the presence of a consequence and the absence of a consequence affect behavior.

Take a look at the examples in Figure 2. In each of the examples, something has happened to the individuals after their behavior. We cannot say how these consequences will affect other performers in similar situations because different people often respond differently to the same consequence. If Bill does not like to work overtime, the consequence of having to work late or on the weekend may increase the likelihood that he will complete his work on time in the future. On the other hand, if he needs the money, he may be less likely to complete work on schedule in the future. The point is that whether a consequence has a positive or negative effect on behavior can only be determined by its effect on future behavior.

Figure 2 Consequences Follow Behavior

*SOURCE: PERFORMANCE MANAGEMENT: CHANGING BEHAVIOR THAT DRIVES ORGANIZATIONAL EFFECTIVENESS, 4TH ED., 2004, AUBREY C. DANIELS & JAMES E. DANIELS, PGS. 49-51* 

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