We see a familiar pattern in organisations. Leaders set clear inclusion ambitions, employees genuinely care, yet the behaviours required to move things forward are not clearly defined, measured or reinforced. Evidence helps explain why.
The Corporate Research Forum provide an evidence based behaviour change model, offering a practical way for organisations to turn intentions into behaviours. As organisations continue investing in inclusion, this model reminds us that progress relies not only on values but on observable actions carried out consistently across teams.
The model begins by asking organisations to identify an objective and specify the behaviours that will help achieve it. In the inclusion space, leaders often outline ambitions such as improving belonging or diversifying pipelines, but these remain high level unless converted into clear actions. Behaviour change requires precision. We need to define which behaviours matter, who needs to enact them and under what conditions. Without this clarity, inclusion efforts rely on general encouragement instead of targeted shifts in daily practice.
The model then moves to assessing behaviours and analysing antecedents and consequences. This step is vital for inclusion. Organisations often assume inclusive behaviours are understood or already happening, yet measurement reveals inconsistency or hidden spots that need attention. A structured approach helps leaders explore what enables or inhibits these behaviours, including cultural norms, confidence gaps, workload pressures or reward systems that reinforce the status quo. Mapping antecedents and consequences gives a clearer view of why behaviour is not yet aligned with aspirations.
The model also emphasises feedback, goal setting and reinforcement. Sharing behavioural data can feel uncomfortable, especially in inclusion, but evidence shows transparency supports change. When individuals understand the gap between current and desired behaviour, they are better placed to act. Specific goals and sub-goals translate broad commitments into achievable steps. Reinforcement, through recognition or rewards, signals that inclusive behaviour is valued.
Finally, the model closes with evaluation and adjustment. Inclusion is dynamic and organisations need ongoing review of goals, methods and progress. Sustained inclusion requires long term commitment, regular recalibration and adaptation when approaches are not delivering the intended shift.
Together, this model offers a robust framework for making inclusion actionable. It helps leaders move from aspiration to disciplined practice and reinforces that inclusion grows through repeated, specific behaviours that can be measured and improved. For organisations seeking to accelerate progress, this evidence based pathway supports closing the gap between intention and daily behaviour.
