Behavior

Behavior is what we can see. It is the only observable por­tion of the iceberg. Often, when we think about changing behaviors, we don’t take the time to stop and think about what constitutes a behavior, and is it really what we are trying to change?
 
Behaviors are observable actions or reactions of a person in response to one’s perception of what is going on inside and outside of that person.
 
Take a few examples:

• I’m hungry (the stimuli), I get off my rear and go the kitchen to get something to eat (the behavior).
  
• You’re cold (the stimuli), you put on a jacket (the behavior).
  
• Your staff feels like they are being singled out or reprimanded (the stimuli); they get defensive and angry (the behavior).

So, what do you need to know about this piece of the be­havior change iceberg? First, behaviors are the outcome. They are the indicators of what is going on inside and around you and your staff. Second, if you are staying above the water line, then you will not be impacting behavior change for the long term. You must dive deeper to the level of reasons.