Summary
Most organizations try to change workplace behavior through education, communication campaigns, and training, but these efforts are costly and rarely translate into measurable shifts in how people actually act on the job. A new four-step model can help. The process starts with rigorously targeting a single, high-impact behavior or decision; then building a data-driven theory of change; then embedding timely interventions into the specific moments when people make choices; and finally testing impact. By trading broad, one-off initiatives for focused, well-timed, and empirically tested changes, organizations can assemble portfolios of small interventions that add up to large, demonstrable improvements in employee experience and business outcomes.