Complex system change and improvement
To improve and change complex systems, like human functioning in the workplace, we need both a lens to examine what is happening, and a lever to create meaningful change. Whether the goal is productivity, wellbeing, or safety, examination of brain–behaviour–environment interactions offer both a lens and identify the levers.
Complex systems, whether human or organisational, can not be understood by examining individual components in isolation. For example, just as a computer chip doesn’t produce anything without power, wiring and input, considering a single brain structure or an organisational process in isolation limits our understanding. It does not offer effective leverage to bring about change.
In contrast, a focus on how complex systems interact, how information and communication flows through functional networks, and how systems respond to external input allows us to identify opportunities for meaningful change.
System focus, not individual focus
A brain-behaviour-environment framework recognizes that problems arise from a focus on behaviour if we don't acknowledge that behaviour does not emerge solely from the person, or solely from the environment. Rather, it emerges from dynamic, multi-directional interactions between these complex systems.
Within the brain–behaviour–environment model, behaviour sits at the interface, both input and output in a systems model. It is not considered independently. Behaviour is acknowledged to arise from the interaction of human processes (generally originating with the brain: cognitive, learning, emotional, capacities) and environmental demands and context (social, organisational). Behaviour is also a crucial lever for change and improvement in any complex human system (social, work, community and geopolitical).
It holds that behaviour does not merely reflect the interaction of these complex systems, it also offers means to transform complex systems. In the brain, behaviour drives neuroplasticity, the concept that highlights this very point: that behaviour can bring about learning in the human system.
In the environment, behaviour at various levels of an organisational system has influence to assess and implement change in interpersonal and organisational environments in goal-focused ways. And whether we act or don't act, environmental systems evolve based on this behaviour.
This positions behaviour as the lever to implement system change. Examining the system of brain-behaviour-environment interactions helps us to precisely identify where we can intervene, via human behaviour as learning or organisational system intervention, to shift complex systems toward measurable, meaningful outcomes.
Brain-Behaviour-Environment interactions and work roles
In work contexts, brain-behaviour–environment interactions exists between person factors and role demands in the work system: between the human system led by the brain, and the work environment. Behaviour reflects the outputs of both systems and the interdependent interface of these systems. In turn, behaviour influences both systems. There is a reason so much focus is invested in culture.
Importantly, this brain-behaviour-environment perspective necessitates and maintains focus on the systems and system intervention for goal achievement. A system needs-analysis and formulation is the appropriate focus to identify the interventions to improve complex systems, their interactions and their behavioural outcomes in performance, wellbeing and safety. This has never been more relevant than with the growing urgency of psychosocial safety in the workplace.
A brief note for those with a safety lens
It's likely already clear, but recognising that semantics are important: in workplace safety, there is an important distinction between behaviour as a system factor (i.e. HOP) discussed here and the individualised focus on behaviour of 'behaviour-based safety'. Behaviour as a systems factor and lever for change recognises the interdependence of the human system (i.e. brain) and organisation (environment) while recognising the critical reciprocal role behaviour holds as means to both inform and drive system change, via learning at the person level and system intervention at the organisational level.
This systems-based approach recognises the contribution of human factors and the need to investigate them, while it mitigates against focus on simplified cause and effect, or top-down and bottom-up approaches that regularly fall short with 'human error' attributions for system based safety issues.
To summarise
A clear lens is needed to consider complex system interactions, and an effective lever when we need to develop or shift complex systems towards improvement and change. In any system that humans interact with, behaviour is both input and output of the systems as lever for human and organisational performance.
If you would like to brainstorm your organisation's system needs to address a problem or opportunity, let's connect. We welcome collaboration and knowledge sharing, obligation-free.