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Ambitions, vision, wishes, plans, ideas. Most organizations have no lack of these things. The trick is to translate them into concrete action. That is no easy feat: behavior is usually the missing link between plans and results.
Behavior plays a central part in Ben Tiggelaar’s books and seminars. He has collected and developed numerous insights and techniques that can help managers and professionals to better understand and steer behavior. Their own behavior and that of others.
Unique to Ben’s approach is the fact that his work is always ‘evidence based’. His insights and techniques are all founded on scientific research, developed in practice and refined in various small and large field studies.
An important foundation for Ben’s work is the research into complex unconscious human behavior done by people like John Bargh, Tanya Chartrand, Peter Gollwitzer, John Kihlstrom, Roland Deutsch & Fritz Strack and Timothy Wilson.
A common rule of thumb among behavioral scientists is that at least 95 per cent of our behavior comes about automatically and unconsciously. This means that, at the very most, 5 per cent of our behavior is planned and conscious.
These findings from neuroscience and behavioral psychology have huge consequences for leadership, change and performance management.
In the past years Ben has done various field studies while working on his doctorate. In these experiments it’s always about improving performance by implementing new forms of behavior management.
In most instances his contextual behavior interventions were applied to two or more groups of employees within a company in the course of a number of weeks or months.
During an intervention stimuli are added to the work environment that are often not consciously processed by employees but do have an effect on daily behavior and with it company performance. In these experiments the behavior of at least two groups are compared during the intervention and afterwards.
An example: Ben did a field experiment with the Utrecht company Black Box. The sales department of this IT company was divided into two groups.
One group was supervised seven weeks long by telephone and e-
A few results:
• In the intervention period the number of phone calls per person per day increased
an average of +21,55% (with regard to the period week 17-
• During the intervention period the number of bids per person per day increased
an average of +10,91% (with regards to the period week 17-
The goal is to publish more extensively this year regarding these various studies.
Behavior as the key...
Whoever wants to write authentic books and give innovative seminars about leadership, entrepeneurship, change and growth must do his own research. Ben has a practical focus and works 'evidence based'.
Ben’s Books
