"Beyond 'Ease of Use': Navigating the Complexity of Human Behavior in Leadership"

One of my mentors ( William Sturgeon ) recently shared a post with me and asked what I thought. Here is the post: “Rule 1 for humans: The easier it is for people to do something, the more they will do it. Corollary to rule 1: If you want people to do more of something make it easier, not harder. Fix the environment, not people.”

While the statement "The easier it is for people to do something, the more they will do it" generally aligns with the concept of ease of use and the principles of behavioral economics, this just struck me as being an oversimplification with much to be desired. I do believe it is important for leaders to strive to remove obstacles for their people. However, it is more important to know your people. Sometimes it is the environment, but other times it is the people that need to be fixed. There are times when certain people within an organization have the ability to create a toxic environment. You will not fix the environment unless you fix those people first or remove them from the organization. Here are some considerations when contemplating “ease of use”:

1. “Ease of use” is important, but people's motivation and preferences also play a significant role in their decisions. Even if something is easy to accomplish, individuals may not do it if they lack motivation or if it fails to align with their preferences and values.
2. In some instances, people may continue to use a more difficult method to accomplish a task simply because of inertia or habit. Breaking established habits can be challenging, even when easier alternatives are available.
3. The perceived value of an activity or choice can outweigh the ease of use. If individuals believe that a more challenging or time-consuming task provides greater rewards or satisfaction, they may choose it over an easier option. In a recent interview I referred to the concept that people sometimes find pleasure and therefore a form of reward in the work that they do. The actual work can be the reward.
4. Social norms and cultural factors can influence behavior. People may engage in activities that are socially expected or culturally significant, even if they are not the easiest choices.
5. There may be times when individuals are willing to put in extra effort if they perceive that the benefits or outcomes justify the added difficulty. This is sometimes referred to as a cost-benefit analysis, where the benefits of an action outweigh the costs, including the effort required.
6. The context and circumstances in which a decision is made can impact behavior. What is considered "easy" or "difficult" can vary depending on the situation. People may make different choices in different contexts.
7. Psychological factors such as risk aversion, overconfidence, or emotional responses can influence decision-making, sometimes leading individuals to choose options that are not necessarily the easiest but align with their psychological biases.

While “ease of use” is an essential factor in decision-making and behavior, it is not the sole determining factor. People's choices are influenced by a complex interplay of factors, including motivation, preferences, perceived value, social and cultural influences, and individual psychological traits. Therefore, while the statement captures an important principle, it should be considered alongside these other factors to gain a more comprehensive understanding of human behavior. Regarding your people, this is especially important. As leaders we need to make knowing our people a priority if we want to play our part to the best of our abilities. This can be difficult for new leaders. Nevertheless, our people are our most valuable asset. Leadership’s first responsibility is to the mission of their organization, the people they lead (without them the mission is doomed), and their personal success will follow.

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