002 | WHich BEHAVIOURs MAKE NO SENSE?
What persistent behaviour can reveal about the incentives beneath it.
Behavioural diagnosis and action.
Behavioural diagnosis and action.
Behavioural diagnosis and action.
8 min read · Behaviour and incentives · 12 Aug 2026
8 min read · Behaviour and incentives · 12 Aug 2026
THE DEFAULT RESPONSE to undesired behaviour
When sales are missed, adoption is low or clinical practice refuses to shift, there is an instinctive response.
Explain more clearly. Provide more evidence. Run more training. Communicate more often, and with greater intensity.
The underlying assumption:
When sales are missed, adoption is low or clinical practice refuses to shift, there is an instinctive response.
Explain more clearly. Provide more evidence. Run more training. Communicate more often, and with greater intensity.
The underlying assumption:
When sales are missed, adoption is low or clinical practice refuses to shift, there is an instinctive response.
Explain more clearly. Provide more evidence. Run more training. Communicate more often, and with greater intensity.
The underlying assumption:
If people only knew the right decision, they would make it.
But understanding the right decision does not make it the easiest, safest or most rewarding one.
But understanding the right decision does not make it the easiest, safest or most rewarding one.
But understanding the right decision does not make it the easiest, safest or most rewarding one.
THE BEHAVIOUR IS THE CLUE
When people repeatedly behave in the same way, our instinct is to ask:
When people repeatedly behave in the same way, our instinct is to ask:
When people repeatedly behave in the same way, our instinct is to ask:
“Why won’t they change?”
This question assumes the behaviour itself is the problem.
This question assumes the behaviour itself is the problem.
This question assumes the behaviour itself is the problem.
But people do what makes the most sense from where they stand in that moment.
But people do what makes the most sense from where they stand in that moment.
But people do what makes the most sense from where they stand in that moment.
A behaviour may be helpful or harmful. But it can always be understood.
TO CHANGE their BEHAVIOUR, change your question
Don't ask: Why won't they change?
Instead ask:
Why does the current behaviour make perfect sense?
if a behaviour appears irrational, the incentives shaping it are still hidden
What surrounds a person.
Processes, guidelines, culture, past experiences, identity, temperament, social expectations, time pressure, evidence and rewards.
What surrounds a person.
Processes, guidelines, culture, past experiences, identity, temperament, social expectations, time pressure, evidence and rewards.
How those influences make a decision more or less attractive.
How those influences make a decision more or less attractive.
Less effort. Greater certainty. Lower risk. Protection from criticism. Recognition. Belonging. Pride. Love.
Less effort. Greater certainty. Lower risk. Protection from criticism. Recognition. Belonging. Pride. Love.
The choice that makes the most sense from where the person stands.
Repeat the familiar process. Delay the referral. Keep prescribing. Avoid the difficult conversation.
The choice that makes the most sense from where the person stands.
Repeat the familiar process. Delay the referral. Keep prescribing. Avoid the difficult conversation.
Behaviour is not a wall to overcome.
It is a window onto the incentives driving it.
We often describe empathy as seeing the world through someone else's eyes.
Another way to think about it is this:
Empathy is understanding the incentives that make another person’s behaviour logical.
Another way to think about it is this:
Empathy is understanding the incentives that make another person’s behaviour logical.
Another way to think about it is this:
Empathy is understanding the incentives that make another person’s behaviour logical.
We all want people to do something differently.
Prescribe earlier. Refer sooner. Adopt faster. Switch brands. Share more. Care more.
The temptation is to match the message to the desired behaviour.
But the greater opportunity is to reshape the incentives driving the current behaviour.
target the incentives not the behaviour
What do we want them to think, feel and do differently?
What needs to change for the desired behaviour to make the most sense?
Diagnosis + action in one question.
SUMMARY | your key question to change behaviour
What needs to change for the desired behaviour to make the most sense?
If you want someone to change, first understand why they haven’t.
If you want someone to change, first understand why they haven’t.
If you want someone to change, first understand why they haven’t.
DAVID Insight 002 | Which BEHAVIOURs MAKE NO SENSE?
