The Philosophy of Vybrant Methodology
We take a business-based approach, using systems thinking and consultancy methods to get to the real roots of problems. We then use behavioural change methods to solve them. It’s not easy, but it does get results.
Our work is based on sound connective research and scientific evidence about behavioural
change, not guesswork. All our methods, be they workshops, coaching or e-learning, are simply
tools in our quest for behavioural change results. So, for instance, we provide training for
the same reasons that an IT manufacturer would provide training – to help people get the
results they need for their business.
We understand the difference between learning a new skill and changing a behaviour. Our
observation is that, as a general rule, when managers are frustrated with their teams or
direct reports, that frustration is frequently exacerbated because they are applying the
techniques of teaching a skill when what they really want to do is to change someone’s
behaviour.
Fundamentally, most skills can be taught along the lines of “tell, show, try, do.” Behavioural
change, as Spencer and Prochaska have shown, has to be tackled rather differently.
One example would be our high-performance methodology. In many organisations, a population
of people doing a given role can be split into three groups:
- a small number of people who do it really well, but often are not fully aware of why (they are unconsciously competent);
- a small number of people who probably should be doing something else;
- and a large number of people whose performance is average.
The challenge is to get the average performers to do the things the high-performers do
every day. The key lies in being able to define in a useful and meaningful way, what it is
the high-performers do that differentiates them.
In one recent project we observed a significant number of high- and average-performers at work,
using a very precise set of behavioural observations. These are coded against an exceptionally
well-researched framework that has been validated in at least 10 independent studies, apart from
our own work, as being predictive of higher levels of performance. An analysis of the results
showed clearly that the high-performers used six specific behaviours that the average
performers not only did not use, but considered to actually be detrimental to their performance
if they were to use them.
The aim then becomes changing the behaviour of the average performers, whilst making sure they
have the necessary skills. Our guiding principle in doing this is Spencer’s six step model for
developing competency:
- Recognition of the competency – knowing what it is
- Understanding how it contributes to performance – having a value for it
- Self-assessment or feedback – knowing whether you do it or not
- Experimenting with it in a safe place
- Practising it in a safe place
- Using the new competency for real in the work environment
In this particular case we created a powerful training film in which the high-performers
explained what they do and how they do it (the differentiating behaviours) in plain everyday
language and in the exact context of their work, using their own real life examples to
illustrate each point.
We then constructed a highly interactive one-day workshop, providing participants with the
opportunity to not only learn but practice each of the new behaviours in a safe environment.
We also created a set of exercises for managers to use with their teams, each of which taught
and illustrated one of the new behaviours. This was backed up with other communications tools
including a “Little Book of…”, again showing simple examples of the behaviours in use.
This type of approach is highly effective when combined with an understanding of the
fundamentals of personal change. Here we follow Prochaska’s model, which is more detailed
than the simple change curve and clearly shows the different stages someone goes through in
making a change, as well as defining the stages at which it is more important to emphasise
the benefits of making the change and the stages at which it is more effective to stress
the down-side of not making it. This is something which is often missed both when managers
try to change the behaviour of an individual, and in larger scale change programmes.
Contact us
to put our Vybrant Methodology to work changing behaviours in your business.
