The home of Behaviour Thinking®

Behaviour isn’t neutral. It either pushes your business forward or quietly wrecks it.

Behaviour Thinking turns intent into momentum:

1. See the one keystone action that moves the needle.

2. Shift the context so that action becomes the easy default.

3. Sustain it until progress runs on autopilot.

Don’t fix people. Fix environments so people can thrive.

The behaviour gap = The performance gap

It’s the space between what people say they’ll do and what they actually do.
Close the gap and strategy becomes reality. Leave it open and strategy becomes theatre.

Example

• Plan: “Managers will give quick feedback after every 1:1.”

• Reality: They nod, say "thanks for the chat," and forget until review time.

Meet the quiet thief: Behaviour drift

Performance rarely crashes overnight.
It leaks away through tiny slips that compound quietly.

Every stalled project masks an unseen behaviour problem.

Feel the Cost

1. Grab a sticky note.

2. Write one drift you see today.

3. Put a £ sign next to what’s being wasted.
   Think across time, money, morale or trust.

It’s a quick signal for where behaviour is quietly draining performance.

What Behaviour Thinking Changes

Most teams try to fix behaviour with big plans, better tech, or more comms.
But without clarity on what behaviour matters, they end up chasing symptoms.

Behaviour Thinking flips that.
It moves you from vague ideas to concrete, trackable action — fast.

Let’s look at some use cases:

GOALS

Before: “Boost engagement.”
Sounds good, but what does that actually mean? Everyone has a different definition.

After: “Log in daily and complete one task.”
Now it’s a real behaviour you can see, support, and measure.

You can’t improve what you can’t name.
Behaviour Thinking turns fuzzy outcomes into clear, observable actions.

TOOLS

Before: “Let’s roll out a new platform.”
Tech doesn’t drive behaviour. Context does. New tools often add friction.

After: “Let’s remove the two biggest blockers from the current tool.”
Maybe it’s one click too many. Maybe the language is confusing. Fix that first.

The problem isn’t the tool, it’s how people experience it.
Behaviour Thinking fixes adoption by removing friction, not adding features.

BLAME

Before: “People resist change.”
This often ends the conversation. But it’s the wrong diagnosis.

After: “The form takes 15 minutes. Let’s cut it to 3.”
Now you’re solving the real problem: effort, not attitude.

If you blame people, you stop looking for better design.
Behaviour Thinking shifts the focus to systems and context, where the real fixes live.

PROGRESS

Before: “We did a big launch. Not sure what happened after.”
One event, then drift. No habits, no tracking, no follow‑through.

After: “We introduced a weekly ritual + live dashboard.”
Small changes, repeated, drive momentum, and keep progress visible.

Change sticks when it’s built into daily life.
Behaviour Thinking moves you from one-off moments to long‑term traction.

What Behaviour Thinking Is (and Is Not)

Behaviour Thinking is a practical approach for spotting, shaping, and sustaining the behaviours that make your plans real.
It's a mindset, a method, a system and a discipline. It's process agnostic. Can be used by any team. Where behaviour is, behaviour thinking should be.

This is NOT a persuasion hack, a nudge deck, or a rebrand of change management.

This IS a practical system to define, shift, and sustain behaviour in everything you build.

You don’t just change behaviour,
you redesign the system

Most teams zoom in:
“How do we get someone to click this?”
“Say yes to that?”
“Use this feature right now?”

But behaviour doesn't happen in isolation.
It flows through systems. And if the system stays the same, so does the behaviour.

Behaviour Thinking zooms out.
It asks: What’s the environment that makes this behaviour the natural move, not the forced one?

It’s not about the person. It’s about the pattern.
Not a push. A path.
Like a pebble in a river → change the shape of the river, and the flow shifts.

System elements that shape behaviour:

• Workflow - Where the action fits (or doesn’t).

• Defaults - What happens if nobody acts.

• Timing - Whether the moment is supported or missed.

• Incentives - What’s quietly rewarded or punished.

• Signals - What’s seen, modelled, repeated.

• Rules - What guidelines or laws are in place that outline what people should do.

If your system celebrates speed, people won’t pause to reflect.
If the ‘right’ behaviour takes more clicks, more effort, more time → it won’t happen.
If the action doesn’t feel expected, safe, or normal in the environment → it fades.

Design the system. Let it carry the behaviour.

The 4‑move loop

All behaviour change, big or small, lives or dies in four moves.
Miss one, and drift creeps back in.

Here’s the loop:

What makes a good behaviour worth targeting?

Before you run the loop, you need to pick the right action.
A great behaviour target isn’t big, it’s clear.

A keystone behaviour is:

• Observable - You can see or hear it

• Repeatable - It can happen more than once

• Specific - Clear verb, not adjectives

• Impactful - Moves something that matters

• Contextual - Fits where and how people work

Good: “Comment on one teammate’s work before Friday”
Weak: “Be more collaborative”

3 uses

Need a:

Start here:

Clearer lens

→ Mindset. See every challenge through behaviour

Practical process

→ Method. Learn the 4‑step loop

Scalable tools

→ System. Kits, templates, playbooks

Built for

Designers

Build work that sticks

Strategists
& Leaders

Lead change that lands

Consultants & Coaches

Cut deeper, land better

If you’ve ever muttered “Why aren’t they doing it?”, this is your missing approach.

Proven in boardrooms and brainstorms.

"Behaviour Thinking is now a core part of our facilitation process. It's seamless, the content is spot-on, and the user experience is brilliant. It’s clear this approach was built for real-world impact."

Tamara Eberle, Founder, Traction Strategy

"The team are now all putting the user first, something we’ve found difficult to instill across all departments."

Vanja Lagercrantz, Head of User Experience & Design, Coop Sweden

"Live sessions were inspiring. They shared deep knowledge with warmth and generosity."

Jessica Sjölander, Global Design Director, IKEA

"Behaviour change is a core part of what we do. Now we have a clear way to do it well."

Daniel Kotsjuba, Designer of Public Services. Estonian Government

"Creative and packed with bite-sized insights. It sparked action and left me thinking differently."

Giulia Cappelletti, Innovation Design Lead, Accenture

"Productive, thought provoking and stimulating. Above all a warm and safe space for learning."

Dr Karolina Rucinska, Sustainability Advisor, Sustain Wales