Does knowledge of behavioural science change behaviour?

Last week I attended a CIPD conference on Behavioural Science at Work. I really enjoyed the two days, both because it stimulated my thinking and also as it was a good forum to discuss “inside-out” behavioural change with like-minded individuals.

One of the aims of the workshop was to show how insights from behavioural science can help to develop successful leaders.

Like the other delegates, I enjoyed gaining insights to how I learn.  Some of the nuggets I found helpful were:

• The importance of visualisation, as evidence shows we become what we habitually think about
• The brain can restructure and change as a result of experience and learning (neuroplasticity)
• And on a lighter note, the best way to support long term memory of a development event is a good night’s sleep.

For more nuggets, I would recommend connecting with Nick Dowling (Think. Change. Consulting).

Personally, I love learning and gaining this type of knowledge. Like all the speakers at the conference, I find that leaders are also very interested in academic scientific insights.  I realise this knowledge doesn’t lead to me changing my behaviour and I’ve not seen examples where it has.  Therefore, the concern for me is how this knowledge translates to leaders changing their behaviour. I would be genuinely delighted to hear examples of how behavioural science supports leaders to change.