“Rely on structural shifts to change behaviors. The next principle to consider is that structural change usually drives behavioral change, and not vice versa. In other words, training people in new ways of working — without modifying job responsibilities, reporting relationships, and incentives — is often a prescription for failure. Because old patterns are often entrenched, structural change can be a forcing function to break them. In the second case, for example, the senior team tried to convince, guide, and teach senior people to collaborate more effectively to create solutions for customers — but the shifts didn’t take hold until they reorganized into broader teams, with larger spans of control and fewer layers.”
