A huge thanks to Giselle Dudley, a chartered psychologist, behavioural scientist, and former Operational Behavioural Psychologist in the British Army. In this session, we explored how cognitive behavioural psychology can be applied in organisations to influence employee behaviour and strengthen ethical, compliant cultures. With a focus on practical application, we discussed how compliance teams can use nudge theory, behavioural triggers, and emerging technologies like AI to drive meaningful change and policy adoption at scale.
Here is a summary of the key takeaways from the webinar:
- Move Beyond Rules-Based Compliance to Value-Driven Behaviours: Transition from a rigid, rule-based compliance framework to one that is driven by a core set of organisational values. In the Royal Air Force, this is exemplified by the acronym RISE (Respect, Integrity, Service, and Excellence), which provides a clear and simple set of values that guide behaviour from internal operations to global deployments.
- Utilise "Wargaming" for Proactive Risk and Ethical Planning: The military practice of "wargaming" – playing out potential scenarios to anticipate challenges – is a powerful tool for compliance. It allows organisations to proactively identify potential ethical pitfalls, behavioural risks, and the second and third-order effects of decisions before they occur, rather than reacting to them after the fact.
- Employ Strategic Campaigns to Influence Behaviour: Drawing from military and public health examples, different types of campaigns can be used to foster a culture of compliance. These can range from "fear campaigns" that highlight the negative consequences of non-compliance (e.g., reputational damage, legal action) to "credibility campaigns" that build trust and showcase the positive impact of ethical conduct.
- Recognise the Impact of Leadership on Organisational Culture: The behaviour of senior leaders has a significant impact on the rest of the organisation. This "mirror neuron" effect, where employees emulate their superiors, can either reinforce or undermine compliance efforts. It is crucial for leaders to consistently model the desired ethical behaviours.
- Implement "Shock and Awe" for Ingrained Negative Behaviours: When dealing with persistent, toxic behaviours that are deeply embedded in the culture, a bold, radical intervention may be necessary. This "shock and awe" approach, such as a high-profile investigation or a significant policy change, can disrupt negative patterns and signal that such behaviour will not be tolerated.
- Rethink the Language of Compliance and Whistleblowing: The terms "compliance" and "whistleblowing" can have negative connotations that deter proactive engagement. Shifting to more positive and empowering language can help to foster a culture where speaking up and adhering to standards is seen as a collective responsibility for the greater good of the organisation.
- Leverage AI for Enhanced Compliance Monitoring and Prediction: Artificial intelligence offers significant opportunities to strengthen compliance programs. AI can be used for advanced data analysis to track behavioural patterns, identify potential risks, and model scenarios with greater speed and accuracy than traditional methods, allowing for more informed and timely interventions.
- Understand the "Why" Behind Non-Compliant Behaviour: It is crucial to look beyond the act of non-compliance and understand the underlying motivations. Factors such as personal hardship or a toxic work environment can contribute to unethical decisions. Addressing these root causes is more effective than simply punishing the behaviour.
- Establish a Robust Ethics Framework with Independent Oversight: Complex ethical decisions should not be made in a vacuum. Establishing an ethics board or committee that includes diverse perspectives, including external advisors, can provide a structured and objective process for navigating difficult ethical dilemmas.
- Focus on the "Golden Thread" of Organisational Objectives: All compliance efforts should be clearly linked to the overarching goals and values of the organisation. This "golden thread" ensures that compliance is not seen as a separate, burdensome activity but as an integral part of achieving the company's mission and protecting its long-term interests.
View the full recording of the session here.
For more information about how Continual can support your compliance program, contact us today.
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