Systems innovation is fundamentally about people. Technology, policies and structures can change, but if behaviours do not, the system will continue to produce the same results. Therefore, the behavioural level is not a side track in systems innovation, but a central hub. Understanding how behaviours are formed, how they spread and how they can change is crucial when working with major societal changes.
The iceberg model and behaviours as the engine of the system
The iceberg model shows that what we see happening in a system is only the tip of the iceberg. Beneath the surface are patterns, structures and mental models. It is these deeper layers that shape our behaviours. In complex systems, it is rarely that individual technical solutions cause or solve problems; it is the behaviours that create system effects over time.
If people, in a certain designated energy system, continue to consume energy recklessly, it matters less how much renewable technology is introduced. If actors, in a health system, do not cooperate, the division into us-and-them will continue regardless of new regulations. Therefore, the systems innovation leader needs to work directly with behaviors, not just structural changes.
Why systems are governed by human behavior
Individual choices are associated with collective norms. For example, the culture of organizations affects whether and how policies and rules are put into practice. Social norms determine how quickly new technology is accepted. Systems consist of relationships, and relationships consist of behaviors. Therefore, the behavioral level is central to all systems work.
When behaviors change, the entire system often begins to move. When people carpool or ride the bus, the need for infrastructure that supports private cars decreases. When organizations start sharing data with each other, power relations change and opportunities are created for new services. When norms around consumption change, the market also changes.
Behaviors are therefore both what keeps the system stable and what can change it.
Designing for behavioral change in systems innovation
In systems innovation, you need to design both structures and behaviors. It is not about controlling individuals, but about creating an environment where better choices become easier, more attractive and more meaningful. This is done through various signals, incentives and social mechanisms.
Signals that control interpretation
Signals are messages in the system that show what is currently valued. They can be policies, goals, priorities or symbolic actions. An example is when a municipality starts reporting sustainability indicators as clearly as economic indicators, which signals a new norm and that something new has become more important.
Incentives that drive action
Incentives can be economic, social or cultural. They should be designed so that the desired behavior is the easiest to perform. An example is when companies, through new economic incentives, profit more from extending the life of products than from selling new ones.
Social mechanisms that create collective movement
Social mechanisms make behaviors “contagious”. When many people do something, the chance that others will follow increases, so-called tipping points are reached. In systems innovation, this is crucial for change to scale.
Nudging and choice architecture for the system level
Nudging and choice architecture are not just methods for influencing individuals but powerful tools at the system level. The system innovation leader can use them to shape behavioral environments.
Examples of nudging for the system level
A region can place its most sustainable procurement alternatives as default choices in the procurement system, so that the sustainable choice automatically becomes the easiest. For example, train instead of flight becomes the first travel choice when traveling.
A transportation system can make real-time data from public transport extremely accessible to lower the threshold for use.
A healthcare system can give staff positive feedback when they share knowledge between units, which reinforces a culture of open behaviors.
Examples of choice architecture for the system level
By designing decision-making environments where collaboration is part of the standard process, cross-sectoral innovation can be increased, for example through joint decision forums or co-creation platforms.
Behavioral maps for system innovation
A behavioral map visualizes how different behaviors in the system are interconnected and how they create chains of effects. It helps the system innovation leader understand where it is most effective to implement change.
- A system-adapted behavioral map contains several components:
- Target behaviors that are central to the transformation you want to see.
- Current behaviors that maintain the problem.
- Driving forces that make people or organizations act.
- Obstacles that stand in the way.
- Systemic reinforcers that make certain behaviors more attractive than others.
- Possible intervention points where small behavioral shifts can have a large systemic effect.
Example:
In a local energy system, a behavioral map can show how household behaviors regarding energy consumption are influenced by norms, price structures, accessibility of technology, trust in energy companies and what signals the municipality sends. By visualizing this, you can see that trust and simplicity are stronger drivers than financial compensation. This can in turn change the strategy.
Analyzing behavioral drivers in complex systems
Below is a practical “template” that system innovation leaders can use. It functions as an analysis structure.
- Target behavior
What is the behavior we want actors to start performing? - Current behavior
What are the actors doing today? - Practical drivers
Convenience, access, time, finances. - Social drivers
Norms, status, identity, collegial patterns. - Emotional drivers
Worry, security, motivation, trust. - Structural barriers
Policies, rules, incentives, market logic. - Systemic reinforcers
What in the system reinforces today’s behaviors? - Possible intervention points
Where is it realistic to create a behavioral change? - Impact on other parts of the system
What chain reactions occur if the behavior is changed?
This “template” can make it possible to identify the behaviors that have the greatest impact and the mechanisms that really drive change.
How the system innovation leader works concretely with behaviors
A system innovation leader can use behavioral design practically in projects, policy design, collaboration platforms and prototype environments. The working method follows a logic where one first analyzes behavioral drivers, then designs interventions and tests them on a small scale.
The leader often works with
- prototypes that test new behaviors rather than new products
- pilots that change interaction patterns between actors
- policy experiments that create new incentives or signals
- visual mapping of behaviors to see system effects
- promotion of social mechanisms that spread new patterns
It is important to remember that behavioral change rarely occurs linearly. It occurs in networks and across. Therefore, the system innovation leader needs to have both analytical and socially intuitive abilities.
Behavior is the nervous system of the system
Behavior shapes the system we live in. If behaviors change, the system changes. Therefore, the behavioral level is not just a component of system innovation; it is, in a way, its core. When you design signals, incentives, and social mechanisms, you create the conditions for systems to move in a new direction.
