• Nazoorah Nusrat

Behaviour as an instigator of change

Updated: Nov 20, 2020

Here we are, spring time is blooming, our pseudo British Summer Time has arrived with a stint of glorious sunshine and warm weather. In the other 'Covid-19' world, we are presented with daily figures of death tolls, new cases, lack of testing and figures not being captured. Is this information valuable? Is it reliable? Will it lead to an improvement?


The way we receive and digest information shapes our behaviour and stress response.


COMMUNICATION


What seems to be missing in the immediate public domain, is a rational and grounded style of communication. Information needs to be balanced and holistic: a consistent channel of open communication which provides the good with the bad. Unfortunately, it will be an impossible task to omit fake and alarmist news amongst tabloids and social media trolls.


Good news, positive feedback and data that factors in anomalies and risk could be a more balanced way to deliver and keep people informed, without creating panic. Previous pandemic and yearly death toll figures are not being widely shared. Like for like data comparisons between countries could be misleading given the varying demographics and governing styles. There are many sources and organisations collating information, the WHO is looked to as a central point, but even then, information is going to be changing from minute to minute.

Behaviour is key in managing this pandemic and the future of global economies, therefore, it leads to no surprise that the root cause leading to irrational behaviour must be handled with care.

Sending out the wrong message at the wrong time will create fear and knee jerk reactions - cue the panic buyers and non-conformists, stock market fluctuations, businesses only able to plan on a week to week basis, employees/self-employed entering into a period of the fear for their family and well-being. Many have fallen through the loop who are already experiencing poverty and depravity. There is an overall rise in collective continued stress.


BUSINESS MINDSET


The wartime language being used by the government is to manage the behaviour, we are at war to attack an invisible enemy. The Queen in her role as maternal Grandmother to us all, spoke of the wartime effort and mindset - rather emotional!

Any form of change brings rise and fall of productivity, displaced responsibilities and the need to develop a new way of working. Mistakes will occur as the element of risk peaks and troughs. In response to that, realigned objectives will be put in place as will new solutions.


As observers, it is important to understand that when there is an unknown variable in a situation, it can and will be hard to know the outcome. Success will be achieved by working together to provide solutions and giving support to each other, only then will we reach closure.


The behaviour of leaders will produce a domino effect on how or if others will follow suit. That does not mean as individuals we are resolved of responsible thought and action, each of us has objectives to fulfill and plans that need to be delivered. Taking bite-size chunks of information that is needed to fulfill your own role is necessary and a sure way to keep your head above water.






CHOICE AND CHANGE


How we choose to behave and take on-board information is a personal choice, however, those outputting the information bare a huge amount of responsibility and etiquette to adhere to. The next time Covid-19 news is shared: look upon it with a business mindset to discern whether it has value, reliability and what positive change it can bring to your circumstances.



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