Sometimes we go ‘cold turkey’. Other times we slowly try to reduce. Which method is your preferred?

We often try to change a behaviour using one of these two methods. We think about quitting caffeine, drinking, smoking and use this language. However, it could be also used when we introduce a new system or process in our teams and organisations.

However, what we often forget is that behaviours don’t happen in a vacuum. Some are part of rituals. For example, coffee first thing in the morning or upon arrival to the office. It is not only about the caffeine, but it is a ritual, a signal to ourselves that the day is starting. If we want to quit caffeine, we also need to replace the ritual. And we need to understand the ritual. Is it warmth of the mug in our hands? The moment of calm on the sofa while we drink it? Is it the people we interact with as we make it or buy it?

What are those ‘micro-interactions’ that make the ritual meaningful for us?

These ‘micro-interactions’ bring meaning to our everyday. And when we seek to bring about change in processes, systems, and even data management. Often part of the resistance to change is the fear of loss of these interactions. We increase our chance of success when we consider the rituals as well as the behaviours.

What ‘micro-interactions’ do you need to consider this week?

Photo by David Mao