Managing habits in a project

Abstract

Habits are a huge part of an individual's everyday life. According to Charles Duhigg . 40 - 45% of what we do every day are controlled by habits and not actual decisions. A projects most valuable resource is People. Understanding the theory and reason behind certain behavior of people is therefore vital. Geraldi, J is addressing the fact that the role of project managers is changing from a more technical and analytical role to a motivator and human behavior expert. This article will dive into how project managers can use the theory of habits to increase the efficiency in a project group. Charles Duhigg´s perception is that habits consists of a Cue, a routine and a reward, will be used to present tools and methods that Project managers can implement in a project. The article will address why Habits are important and what project managers can do to use them positively. Furthermore specific tools and methods to change habits will be elaborated on.

What are Habits

Habits are controlling a huge part of the actions we perform during a regular day, from driving to work to brushing your teeth. “A habit is defined as a motor or cognitive routine that, once it is triggered, completes itself without conscious supervision.” . Habits works as a fictual template that help us perform normal tasks without planning every little detail of execution. Charles Duhigg explains that habits are extremely hard to remove but can be changed or overwritten with a new habit with less effort. To change these habits an understanding of how a habit is constructed is important. According to Charles duhigg the habit consists a three step loop, The Habit Loop, the steps are respectively the cue, the routine and reward. Each of these step is important to understand before trying to change a habit, and are shortly described.

Cue

The Cue is what triggers a certain habit. Charles Duhigg states that the majority of all cues can fit into one of the following five categories, A specific time, a location, an emotional state, specific people and preceding action. The cue tells the brain to perform a specific routine which is connected to exactly that cue.

Routine

The Routine follows right after the cue. A routine is the action that is performed on the brains autopilot. The routine is the core of the actual habit. It is the cue that can be either good or bad, like sharing knowledge of an issue to your project manager or keeping it to yourself because you think it is someone else's responsibility.

Reward

The reward is the emotional state or satisfaction you get from performing the routine. It is also the way the brain decides if the routine is worth repeating. The reward is the reason why certain actions become habits.

Why habits are important in projects

As people is the main resource in projects it is important to make work enjoyable which also encourage efficiency. As stated by Geraldi, j “We do not hang up our emotions with our jackets outside the office! Managing people, with their own interests, feelings, ideas, and competencies is therefore a requirement, not an option. And, if done well, it can yield tremendous energy for the project and make days at work enjoyable.” This also suggest that in order to create a great environment, managing the individual is very important and can give great energy to the projekt. Habits help people to complete specific task with very little mental effort. By introducing habits into project work the employees can use their energy and creative resources instead of regular day to day tasks.

The project manager's role as a habit creator

The role of a project manager is to guide a project team to reach objectives and finish a project the best way possible. A strong team requires effective and motivated team members, which can be done by introducing new or changing old habits. Introducing new habits also mean that the team is going to make some changes to their daily routines. The project manager's role is therefore to act as a change agent for the entire team.

Tools to change habits or implement new ones

Habits are a very personal matter, and requires commitment to a change from the individual. There will always be someone who will have trouble changing a certain way of working or thinking. Charles duhigg explains three different phenomenon which can inspire and fuel people to do things that they are not use to.

Peer pressure

Human Beings are inspired and affected by their surroundings and people around them. Charles duhigg explains how our social habit and peer pressure will encourage individuals to follow group expectations. This mean that a project manager can use this social habit of following the majority to make a change to an entire project team and not only those who thrives on change.

Small wins

Projects tend to focus on the large goal or the big win. According to Linda Rising and Mary Manns the big wins are not happening very often, and can lead to people becoming discouraged and burned out. By keep the focus on the big win there is no time to look at what already is accomplished and the steps taking towards that big win. Linda Rising and Mary Manns suggest to take time to celebrate all the small wins, the relebration do not have to be big but show that it is a win weather it is with cake or high fives. As Charles Duhigg also states “Small wins fuel transformation changes by leveraging tin advantages into patterns that convince people that bigger achievements are within reach”. The reason for this is that the reward gained from the succes feeling drives the need for another one, and the possibility to feel that reward again. Using this in a project would involve a higher amount of milestones, and engagement from the project manager to allow for celebrations and recognizing the people who has reach the small win and taken a step closer to the big win.