3 ways the COM-B model helps drive behaviour change in business

In a recent article we looked at how to go about changing customer behaviour using the University College London developed COM-B model.

However, the COM-B model is extremely flexible and valuable in many other situations.

This article explores three ways the COM-B model can help us to most effectively drive change in business.

In particular it illustrates how COM-B can help you:

1. Grow behavioural science within your business

2. Maximise the chances of audiences acting on your research findings

3. Boost the likelihood of clients commissioning your research proposals

Remember, based on the COM-B model, for any behaviour to occur we need the individual(s) to have each of three things: Capability, Opportunity, and Motivation (for a short reminder of the details of each of these please see here).

1. Growing behavioural science within your business

Whether you work for an agency or clientside, behavioural science can help your business succeed.

In fact, research has shown that companies that apply the principles of behavioural science outperform peers by 85% in sales growth.

One way to grow behavioural science within your business is through appointing a figurehead or Champion. This person may already work within your business or may be an external hire.

However, how do you ensure your Champion – and your business – has the best chance of success?

Whether you’re appointing internally or hiring externally the COM-B model can act as a valuable aid, helping you consider the following types of key question:

Does your Champion have the…

CAPABILITY to succeed?

For example, do they have sufficient technical knowledge, and people skills?

OPPORTUNITY to succeed?

Do they have sufficient resources and time?

MOTIVATION to succeed?

Do they have clear, tangible goals, and incentives for hitting them?

2. Maximising the chances of audiences acting on your research findings

In a previous article we summarised three reasons why clients and colleagues don’t usually take actions following debriefs.

The reasons were that information presented was not new; there was too much of it; or it was too different to how the audience has generally thought about the problem.

The COM-B model is also valuable here, encouraging us to consider three more types of question – all focused on the individuals (clients or internal stakeholders) attending the debrief.

In particular, COM-B helps us consider questions such as whether your audience has the…

CAPABILITY to act on your findings?

For example, do they have sufficient knowledge and level of attention to understand your findings as currently presented?

OPPORTUNITY to act on your findings?

Are your recommendations too expensive, time-consuming, or impractical?

MOTIVATION to act on your findings?

Does your audience require additional triggers, such as outside information on how others have benefited from carrying out similar recommendations?

3. Boosting the likelihood of clients commissioning your research proposals

Lastly, imagine your research agency is in the process of creating a proposal for an exciting new project.

Using the COM-B model as a final “checklist” here could make the difference between winning and losing the project.

Through COM-B it is valuable to consider whether your potential client has the…  

CAPABILITY to commission your proposal?

For example, content-wise is it written at, or just below what you believe to be their level of knowledge?

OPPORTUNITY to commission your proposal?

Are there any aspects your client might find difficult to convince their key stakeholders about?

MOTIVATION to commission your proposal?

Does your proposal contain sufficient reassurances, such as positive testimonials from similar clients?

Conclusion

Whatever behaviour we desire, the COM-B model can help improve our chances of success: in each case simply consider whether your audience has the Capability, Opportunity, and Motivation to do the behaviour.

And if they fall short on any of these – it’s time to go back to the drawing board.