How do you get them out of the car? The art of behavior change

At NS Zakelijk's relationship afternoon in Utrecht, change expert Annemarie Mars gave a blazing speech on behavioral change. The theme was “How do you get them out of the car and onto the train?”. During her lecture, Annemarie described how to motivate employees to adopt new habits and why some changes can sometimes be so tough. In this article you can read the key insights from her story.

Want to know more about behaviour change?

Book tip

In the book "Hoe krijg je ze mee?", Annemarie Mars has translated her years of practical experience into five forces to stimulate connection in people. She compiles three decades of progressive insight, gained through permanent reflection on leadership in change.

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Annemarie begins with apologies: she herself is a convinced motorist and also came to Utrecht by car: “I am too attached to the cubicle I am in. Where I get to think, because that's what I like to do best.” All the more reason for her to ask herself what it would take to get herself out of the car and onto the train. For her, the car symbolizes comfort and habit (A), while the train offers new possibilities (B). The challenge? Moving employees from A (current behavior) to B (desired behavior). And they only succeed if they want to, not because they have to.

The word “want” contains more than meets the eye: it is a combination of knowing, feeling and giving meaning. Annemarie argues that commitment is essential. Commitment occurs when people not only rationally understand why a change is needed, but also feel it emotionally: “Wanting only occurs when someone feels that their current behavior no longer works and that the new behavior adds value.”

Four reactions to change

Annemarie mapped out a clear model: the four reactions to change. Every employee is somewhere on this spectrum, and your approach should match it. The four reactions are:

Denial: For people in denial, the change doesn't come in. The feeling hasn't been touched yet, so they react resignedly and dismissively. (“It's fine the way it is, isn't it?”).
Resistance: For people in resistance, the change does come in, the feeling is touched. This produces an emotional reaction.
Reflection: People consider the change. They ask questions and show interest.
Commitment: People are intrinsically motivated to participate in the change. This is the desired situation.

The approaches to denial and resistance are often confused. Denial requires activating the feeling, while resistance requires acknowledging the feeling. Misunderstanding this nuance can lead to the wrong approach, such as using rational arguments with someone whose mind is 'off'.

The pitfall of goal-means confusion

Another important insight is the danger of what Annemarie calls “goal-means confusion.” She gave a personal example here. A friend advised her to take a cold shower. She asked him why she should do this. His answer: “To get fit.” But Annemarie already feels fit, so the remedy (cold showering) doesn't hit her then. The lesson here is simple: the remedy (such as electric driving or bicycling) must connect directly to the value (e.g., sustainability or comfort) that someone cares about.

Annemarie emphasizes that behavior change is not an end in itself, but always a means to achieve a value. With social change, such as climate policy, this is often even more complicated because the “target group” is abstract or does not yet exist, such as future generations.

“If you are in a change process that is about a word that ends in -ering or -ation, you are in goal-means confusion. Digitalization is a means. Centralization, decentralization, integration. All of those are means.”

From non-committal to obligatory: different types of change strategies

Annemarie described two types of strategies in behavior change: non-committal and mandatory. Non-committal strategies such as nudging, subsidies and campaigns can work fine, especially with people in reflection. But with tough social issues, such as the transition to sustainable transportation, noncommittal strategies often aren't enough.

In some cases, you need to switch to mandatory measures. For example, reducing parking spaces or offering alternatives such as a mobility card. This evokes resistance, but as Annemarie aptly said, “Acknowledging resistance is not the same as giving someone their way. It is a sign that you have touched a concern or an interest. You can connect to that with your repertoire and it's an opportunity.”

Connecting with the target audience: the personal story

A recurring theme was the need to connect with the target group. People change from their own context and values, not because it “makes sense” according to a policy document. A great example was her personal story: she is seriously concerned about the climate. She has solar panels and eats vegetarian, but still can't leave her car at home. Why? Because she is still saving for the means that suits her situation best: an electric car.

Annemarie emphasizes that policymakers and change agents must take these personal considerations into account. What works for one person (cost savings, for example) may not affect another at all.

“One of the biggest pitfalls of us change agents is that we resist resistance. Then our minds go out as well. We get angry, we want to knee-jerk people through the pebbles.”

The role of leadership and functional friction

Leadership plays a crucial role in behavior change, especially in the face of resistance. Leaders, according to Annemarie, must learn to recognize and deal with resistance without becoming frustrated themselves. She called this functional friction: entering into the conversation even when it is uncomfortable. And continuing to stand for the values you yourself, or as an organization, stand for. A participant brought in an example of a municipality that removed parking spaces without informing residents in advance. It led to acceptance. In fact, the end result was visibly attractive. Annemarie acknowledges that this is an example that you sometimes have to dare to take action, but adds that taking action does not have to mean not informing people beforehand.

What does this mean for your organization?

Diagnose reactions: Understand where your employees stand in the change process (denial, resistance, reflection or commitment) and adjust your strategy accordingly.
Avoid end-means confusion: Make sure your change is always linked to a value that is meaningful to employees.
Balance between non-committal and mandatory: Weigh where there is room for choice and where you need to set obligations.
Invest in leadership: Leaders must be trained to deal with resistance and exploit functional friction.
Make it personal: Understand your employees' context and values. One solution does not fit all.

Conclusion: behavior does not change by itself

Behavior change in organizations requires connection, strategy and courage. In her story, Annemarie emphasized that successful change starts with a good story that connects with the values of your target audience. It requires patience, creativity and sometimes the courage to look resistance straight in the eye.